2010 Self Study

Lawrence Technological University Self-Study September 2010 REPORT TO THE HIGHER LEARNING COMMISSION OF THE NORTH CENTRAL ASSOCIATION OF COLLEGES AND SCHOOLS Leaders in the Making Introduction 3 Doctoral Programs 15 Executive Summary 3 Online Programs 16 Statement of Affiliation Status 16 Lawrence Tech’s Self-Study Process 3 Acknowledgments 17 Organization of the Self-Study 5 Conclusion 17 2-17 Cross-Cutting Themes 6 A Focus on the Future 6 Criterion One: Mission and Integrity 19 5-8 A Focus on Learning and Assessment 6 1a. A Focus on Mission and Vision 19 A Focus on Connectedness 6 1a1-1a2: Mission of the University 19 A Focus on Distinctiveness 6 University Mission 20 Institutional Themes 6 University Vision 20 Leadership 6 19-24 18-43 University Values 20 Governance and Communication 7 University Cause 20 Assessment 7 1a3-1a4: Overview of Educational Programs 20 Doctoral Studies 7 Academic Programs 21 Online Degree and Certificate Programs 7 Delivery Locations and Modes 21 International Initiatives 8 General Education Requirements 21 Response to the Economic Crisis 8 Educational Partnerships 22 Preparing for the “Pathways” Accreditation 1a5: Evolution of the Mission 22 Model 8 Origins 22 Accreditation History 9 Initial Commission Accreditation 22 Professional Program Accreditation 9 University Status 23 Professional Affiliations 9 Establishing a Strategic Focus 23 Milestones Since The 2001 Comprehensive Toward Preeminence 23 Visit 9 1a6: Communicating the Mission and Vision 24 Governance and Communication 9 Prospective Students 24 Assessment 10 Public Awareness 24 9-13 Academic Programs 10 1b. A Focus on a Diverse and Global Doctoral Programs 10 Society 24 Online Programs 11 1b1-1b2: Diversity and Multicultural Orientation 25 Student Services and Student Life 11 1b3-1b4-1b5: Putting Diversity into Practice 25 Technology and Library Services 11 24-25 Diversity in the Curriculum 25 Fundamental and Applied Research 11 Diversity on the Campus 25 Community Engagement 12 1c. A Mission-Driven Institution 26 Facilities 12 1c1-1c2: Broad Understanding of the Mission 26 Advancement and Fund-Raising 13 1c3: Planning and Budgeting Priorities 26 External Recognition 13 1c4-1c5: Unit-Level Planning Processes 26 Progress against Issues Noted in Prior 26-27 College of Architecture & Design 26 Team Reports 13 College of Arts & Sciences 27 Governance and Communication 13 College of Engineering 27 Assessment 14 College of Management 27 13-14 Academic and Administrative Service Units 27 Table of Contents Table Other Issues from 2001 14 Solicitation of Public Comment 15 1d. A Culture of Shared Governance 27 Approach to Institutional Improvement 15 1d1: An Engaged Board of Trustees 28 Overview of Requests for Institutional Board of Trustees Bylaws 28 Board of Trustees Members and Organization 28 Change 15 27-36 Board of Trustees Agendas and Minutes 29 Board of Trustees Perspectives 29 p. v p. iv 1d2: Qualified and Activist Leadership 29 1e4-1e5: Operational Integrity 39 President 29 Student Services 39 Provost 30 Co-Curricular Activities 39 Associate Provost and Dean of Graduate Auxiliary Activities 39 Studies 30 1e6-1e7: Community and Stakeholder Integrity 39 Assistant Provost for Enrollment Services 30 Marketing and Advertising Coordination 40 Vice President for Finance and Administration 30 Association of Independent Technological Vice President for University Advancement 30 Universities 40 1d3-1d4: Effective Administrative Organization 30 U.S. News America’s Best Colleges 2010 40 Office of the Provost 30 Princeton Review 40 University Advancement 31 Military Friendly School 40 Finance and Administration 31 Bloomberg Businessweek 41 College Leadership 31 1e8: Responding to Complaints and Grievances 41 Leadership and Management Committees 31 Conclusion 41 Executive Leadership Council 31 Opportunities for Improvement 41 Deans’ Council 31 Information Technology Steering Committee 32 Criterion Two: Preparing for the Future 45 Enrollment Management Committee 32 2a. A Focus on the Future 45 1d5: Faculty-Led Academic Programs 32 2a1: Strategic Planning Process 45 Forums for Faculty Decision Making 32 2a2: Drivers of Change 46 College Faculty Councils 32 New Academic Programs 46 45-50 The Faculty Senate 33 44-89 Student Recruiting and Program Delivery Modes 47 Standing Faculty Committees 33 International Focus 47 The Staff Senate 34 2a3: Developing Global Leaders 48 1d6: A Focus on Communications 34 2a4-2a5: A Focus on Innovation and Change 48 Leadership Team 34 Improving Entrepreneurship and Innovation in Deans’ Council 34 Southeast Michigan 48 Faculty Senate 34 An Advanced eLearning Environment 49 Campus Communications 34 Support for Applied Research 49 1d7: A Climate of Continuous Improvement 35 2a6: A Proud Heritage 49 The Undergraduate Leadership Curriculum 35 An Active Detroit Presence 49 The One-Stop Center 35 A Commitment to Working Professionals 49 Reinventing Teaching and Learning Using Restoring Aeronautical Engineering 50 Technology 36 Well-Known Alumni 50 The U Serving You Process 36 2a7: An Inclusive Decision Making Process 50 Self-Study Improvement Initiatives 36 2b. Aligning Strategy with Resources 51 1e. A Commitment to Integrity 37 2b1: Financial Resources 51 1e1-1e2-1e3: Academic and Administrative Financial Performance 51 Integrity 37 Budgeting and the Economic Recession 52 Academic Honor Code 37 51-77 Financial Ratio Analysis 52 37-41 Student Code of Conduct 37 Enrollment Trends 54 Code of Conduct Cases 38 Tuition Rates 58 Table of Contents Table Financial and Operational Integrity 38 Financial Aid 61 Administrative Policies and Procedures 38 Library Spending 62 A Commitment to Ethical and Sustainable Information Technology Spending 62 Behavior 38 Efficiency and Sustainability 62 p. vi p. vii 2b2: Resource Development and Allocation 64 10 Year Cycle 81 Budget Planning 64 Professional Program Accreditation – 2b3: Human Resources 66 Varying Cycles 81 Employment Trends and Diversity 66 University Strategic Planning – 5 Year Cycle 81 The Faculty 66 Assessment Planning – 5 Year Cycle 82 Administration and Staff 67 Enrollment Planning – 5 Year Cycle 82 2b4: Organization Development 68 Academic Program Planning and Review – Faculty Recruitment and Evaluation 68 3 Year Cycle 82 Promotion and Tenure 69 Budget Planning – 3 Year Cycle 82 Administration and Staff Performance Information Technology Planning – 3 Year Cycle 83 Evaluation Planning 69 Library Planning – 1 Year Cycle 83 Employee Recognition Programs 69 2d3: Integrated Operations 83 License to Lead Program 70 College of Architecture & Design 83 Idea Inbox 70 College of Arts & Sciences 84 Social Events 70 College of Engineering 84 Employee Surveys 70 College of Management 85 2b5: Developing Financial Resources 71 2d4: A Structured Yet Flexible Planning Process 86 Facilities and Grounds 71 Academic Program Planning and Review 86 Investments in Intellectual and Physical Capital 72 Student Tablet-Laptop Program 86 Campus Master Planning 73 Recovery Starts Here Initiative 86 Gifts to the University 73 2d5: Linking Academics to the Real World 87 Capital Campaigns 74 2d6: An Inclusive Planning Process 87 University Investment Portfolio 75 Conclusion 88 Sponsored Research and Programs 75 Opportunities for Improvement 88 2b6: Response to the Economic Crisis 76 Recovery Starts Here Initiative 76 Criterion Three: Student Learning and 2b7: A History of Achievement 77 Effective Teaching 91 Growth of Academic Programs 77 3a. Documentation of Program Learning Growth of Campus Facilities 77 One-Stop Approach to Student Services 77 Outcomes 91 3a1: Undergraduate and Graduate Learning 2c. Continuous Improvement through 90-121 Goals 92 Assessment 77 91-98 Undergraduate Learning Goals 92 2c1-2c2: A Growing Culture of Assessment 77 Graduate Learning Goals 93 Monitoring Assessment Progress 77 Doctoral Learning Goals 94 77-80 Assessing Academic Programs 78 3a2: A Comprehensive Approach to Assessment 2c3-2c4: Acting on Assessment Findings 78 Design 94 Academic Program Planning and Review 78 Assessment of General Education 94 Undergraduate Leadership Curriculum 79 Program Area Assessment 94 AITU Benchmarking Visits 79 3a3: Use of Multiple Assessment Measures 95 Student Activities Organizational Review 79 Freshman Placement Tests 95 Performance Evaluation Model Surveys 80 Assessing Student Writing 95 2c5: Institutional Research and Support 80 ICCP Examination 95 Table of Contents Table 2d. Aligning Planning With Action 80 Student Satisfaction Surveys 95 2d1-2d2: Coordinated Planning Processes 81 Feedback from Employers and Advisory Groups 96 Capital Campaign Planning – 25 Year Cycle 81 National Survey of Student Engagement 96 Campus Master Planning – 20 Year Cycle 81 3a4-3a5: Disseminating Assessment Findings 96 80-88 Higher Learning Commission Accreditation – 3a6: Degree Program and Certificate Assessment 96 p. ix p. viii 3a7: Faculty Leadership of the Assessment Office of International Programs 109 Enterprise 96 Lawrence Tech Scholars Program 110 Department and Program Area Committees 97 Student Engagement 110 University Assessment Committee 97 Counseling Office 110 3a8: Continuously Improving the Assessment Disability Services 110 Enterprise 97 3c5: A Technology-Enabled Learning Environment 110 Annual Assessment Reports 97 eLearning Services 110 Assessment Day 98 LTU Online 111 3b. Encouraging and Supporting Effective Information Technology Infrastructure and Teaching 98 Services 112 3b1: Qualified and Committed Faculty 98 Tablet-Laptop Program 112 Faculty Rank and Terminal Degrees 99 Media Services

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