Academic Division

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Academic Division
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Context

• Mission Statement
• Drake's mission is to provide an exceptional
  learning environment that prepares students for
  meaningful personal lives, professional
  accomplishments, and responsible global
  citizenship. The Drake experience is
  distinguished by collaborative learning among
  students, faculty, and staff, and by the
  integration of the liberal arts and sciences with
  professional preparation.

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Context

• The Mission identifies two fundamental
  characteristics of the University
• An Exceptional Learning Environment
• A Collaborative Learning Experience

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Context

• The Mission has four terms that promise specific
  results from a Drake University education
• Meaningful Personal Lives
• Professional Accomplishments
• Integration of Liberal Arts and Sciences with
  Professional Preparation
• Responsible Global Citizenship

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Context

• The Mission Explication
• Provides definitions of the key terms
• Identifies those responsibilities the University
  assumes in order to ensure that the stated goals
  are realized
• Identifies those areas of knowledge, skills, and
  habits of mind that we expect Drake-educated
  students to have

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Context

• Environmental scan factors especially critical
  for Academic Division
• Globalization (Crossing Borders)
• Diversity of population
• Increased criticism of higher education (cost,
  accountability)
• New technology
• Transformation of the faculty and faculty roles

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Context

• Sampling of key academic accomplishments
• Mission explication
• Drake curriculum initiatives (engaged citizen
  effort, work on outcomes)
• Significant progress internationalizing the
  campus
• Increased diversity of students, faculty, and
  staff
• Growth of interdisciplinary programs
• Successful professional reaccreditations
• Preparation of the self-study

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Context Summary

• Much has been accomplished
• Much remains to be done

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Moving Forward Key Principles

• The mission and mission explication must drive
  every action
• Efforts must be intensified to ensure that every
  graduate demonstrates the skills and knowledge
  identified in the mission explication
• Excellence must characterize what is done
• Current initiatives will continue

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Moving Forward Key Principles

• Current initiatives will continue
• Diversity
• Assessment of Drake Curriculum
• Review and revision of the Drake Curriculum
• Interdisciplinary emphasis

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Moving ForwardProposal 1

• Make the Drake Curriculum distinctive by
  designing educational experiences that produce
  graduates who are engaged citizens and reflective
  practitioners.
• See academic division white papers for details
• Associate Provost for Curriculum, Faculty
  Development, and assessment will lead the effort

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Moving ForwardProposal 2

• Make international education and experiences
  pervasive
• See the academic division white papers
• Create Associate Provost for International
  Programs to provide leadership

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Moving ForwardProposal 2

• Associate Provost for International Programs
  Responsibilities
• Enhance Drake Universitys reputation as a leader
  in international education
• Foster international awareness and diversity
  programming among faculty, staff, and students
• Expand international opportunities for students
  and faculty

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Moving ForwardProposal 2

• Associate Provost for International Programs
  Responsibilities
• Take the lead in establishing partnerships with
  institutions abroad
• Pursue grant and donor support for international
  and global education initiatives
• Collaborate with Admission and Financial Aid to
  recruit and provide services to international
  students

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Moving ForwardProposal 3

• Establish the Institute for Creative Teaching and
  Learning
• Pedagogies emerging from the research on student
  learning, the possibilities created by the
  emergence of new technologies, and adjusting to
  the changing nature of students require support
  for faculty to continually develop their
  instructional skills
• Recent developments have created strains for the
  traditional faculty role. A vehicle is needed to
  address the resulting issues

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Moving ForwardProposal 3

• The Institute for Creative Teaching and Learning
  will
• Be the responsibility of the Associate Provost
  for Curriculum, Faculty Development, and
  Assessment
• Provide support for faculty members who wish to
  explore innovative approaches to learning,
  especially using technology, active, and
  collaborative approaches

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Moving ForwardProposal 3

• The Institute for Creative Teaching and Learning
  will
• Lead the examination of how learning is
  organized and measured
• Moving away from seat time as a measure of
  learning
• Innovative class scheduling
• Exploring modular approaches to content
• Offering credit for non-classroom learning
  experiences

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Moving ForwardProposal 3

• The Institute for Creative Teaching and Learning
  will
• Lead the exploration of how to increase
  connections for learning with Des Moines and the
  regional community.

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Moving ForwardProposal 3

• The Institute for Creative Teaching and Learning
  will
• Lead the examination of traditional faculty roles
• A few of the questions that might be examined
• How can workload be redesigned?
• How might rewards be brought in line with
  current work expectations?
• What is the role of scholarship at Drake
  University?
• How can advising and mentoring be designed to
  become a stronger aspect of the learning
  experience at Drake University?

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Moving ForwardProposal 3

• The Institute for Creative Teaching and Learning
• To achieve its goals, the Institute needs an
  endowment of 12 million

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Moving ForwardProposal 4

• Establish the Graduate Professional Education
  Council
• Graduate degree and non-degree programs are
  growing
• Quality post-baccalaureate programs are a
  critical to the Universitys future

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Moving ForwardProposal 4

• Graduate Council responsibilities
• Identify and address common concerns
• Provide better coordination among programs
• Coordinate and facilitate the development of
  graduate programs that cross-traditional
  boundaries
• Serve as a sounding board for the Center for
  Professional Studies as it develops executive and
  certificate programs

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Moving ForwardProposal 5

• Explore new personnel policies
• The emergence and growth of interdisciplinary
  programs and other collaborative efforts have
  created challenges that must be addressed

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Moving ForwardProposal 5

• New Personnel Practices - some possibilities to
  be considered
• Joint appointments across colleges
• Reduce the amount of administrative duties
  assigned to faculty members
• Expand flexible appointment possibilities

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Moving ForwardProposal 5

• New Personnel Practices - some possibilities to
  be considered
• Tenure and promotion recommendations to provost
  must include a statement addressing how the
  faculty member has promoted the educational goals
  identified in the mission explication

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Moving ForwardProposal 5

• New Personnel Practices - some possibilities to
  be considered (continued)
• A portion of the salary pool will be retained by
  the Provost and distributed, after consultation
  with other associate provosts and the deans, to
  reward those who have contributed to University
  goals and/or interdisciplinary programs

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Moving ForwardProposal 6

• Enhance faculty interaction with students and
  student organizations
• Hold classes in residence halls
• Implement Faculty fellows program for all Greek
  houses
• Offer first-year faculty the opportunity to live
  in residence halls
• Develop alignment of Greek houses commitments
  with University values

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Implementation (Troyers Thoughts)

• Resources
• The proposals are not financially feasible with
  the Universitys current resources
• Tuition cannot be the primary source of the
  needed funds
• Student debt issues
• Public sentiment
• Legislative actions

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Implementation

• Three strategies are necessary to secure the
  desired resources
• Reallocation
• Grants
• Gifts

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Implementation

• Reallocation of resources
• Possibilities may be limited
• Consider Collaboration with HR on personnel
  functions
• Consider Collaboration with BF on budget
  functions

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Implementation

• Grants
• Several of the proposals are candidates for grant
  funding
• Caution grants funding is a short-term strategy

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Implementation

• Gifts
• The major portion of the needed resources must
  come from gifts
• Deans and Associate Provosts will have to spend
  50 of their time raising funds
• Raising the needed funds is a long-term strategy
• Building relationships
• Marshalling the case
• Making the ask

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Conclusion

• The proposals are critical to establish Drake as
  one of the best universities

Careful planning and long-term commitment is
required