Report of September 26, 2012
Mission (of TF2): Propose a recombination of components of current structure and new structure to realize the vision.
Vision (of TF2): A flexible architecture/structure that provides a collaborative environment which accommodates and supports all learning experiences present and future.
- Competitive pressures continue to intensify
- UIU 2012-13 beginning headcount is less than beginning headcount 2011-12.
- New revenue, while positive, has trended down in recent years.
- HLC has reaffirmed UIU through 2018-19 via the AQIP process – with a status report on governance and support of non-residential sites is due May 1, 2013.
- Coordination between Task Force 1 and Task Force 2 during summer of 2012 revealed no overlaps
Transformative Idea 1
Adapt UIU structure to include transforming all divisions to Schools.
- Will provide much needed, improved oversight of academic programs - connecting all faculty, full-time and adjunct, in all learning experiences, to the "home" academic school can better be achieved.
- Schools Deans will assure UIU greater connection between academic units and areas such as fund-raising, as well as allow for better coordination of academic programs at the Deans Council level.
- Each school – with a Dean – will have more of a strategic view for the majors and programs in the school.
- This initiative is of top priority as implementation would provide improvement data for the HLC status report.
- Budget had $775,000 (unallocated); on hold now. Lower cost restructuring "first step" should be investigated.
- Important structurally is to continue to develop and refine processes in UIU graduate structure (low cost).
Transformative Idea 2
Create within the UIU structure a physical/virtual entity for support of all teaching, research and learning.
- This would centralize – with requisite variations for specific learning experiences – a wide array of support services and initiatives, including but not limited to academic support services, retention initiatives, career services, tutoring, support of service learning, support of faculty-led undergraduate research, instructional support, and virtually anything that would fit into one of four themes:
1)Academic 2)Co-curricular 3)Technological 4)Career
- Support for environmental scanning and internal adoption of external instructional technologies .
- Such a structural entity could also be the framework to coordinate initiatives that would serve all academic schools, such as the "university college" or a "global studies' major," and enhance activities associated with a variety of the UIU Strategic Initiatives.
- Current realities may limit this transformative idea more to conceptual refinement than direct investment at this time. Cost is difficult to estimate now; could be a high cost project.
Transformative Idea 3
Establish an "academic incubator" capability in the UIU structure.
- Akin to a research and development enterprise in a profit sector firm designed to develop new products.
- The function of the academic incubator would be to identify potential new programs and evaluate them as to feasibility for UIU implementation.
- This enterprise would coordinate and integrate information learned about potential new programs with all constituents of UIU - academic Schools, the Development Office, IEC, Communications and Marketing, Academic Extension, International Programs, OSD, Career Development, and on and on.
- This transformative idea warrants further consideration. Structural changes to aid collaboration without significant investment should be pursued – original idea remains long range at best as to investment.