TIER Academic Review University of Iowa Background Information
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TIER Academic Review University of Iowa Background Information Submitted to: Board of Regents State of Iowa and Pappas Consulting Group, Inc. Submitted by: Office of the Provost The University of Iowa 17 April, 2015 TIER Academic Review: University of Iowa Background Information April 2015 Executive Summary Collected in and attached to this document are various materials related to University of Iowa planning and progress in the areas of enrollment management and e-learning. Enrollment Management In carrying out all aspects of its academic mission the University of Iowa is guided by its strategic plan, which sets expectations and guides the university to take advantage of emerging opportunities and to meet developing challenges. The university’s current plan, Renewing The Iowa Promise—approved by the Board of Regents, State of Iowa, in fall 2010—lays out four strategic priority areas (the “four pillars”), the first of which is Student Success, defined as having three dimensions: access, affordability, and quality. The “animating strategic vision” identified in the plan is of “a distinguished research university of global reach and impact that has, at its core, vibrant programs for student success.” Under the Student Success pillar, the plan identifies strategic initiatives related to access and enrollment growth, enhancing the undergraduate student experience, and supporting educational quality and timely degree completion in graduate and professional programs. The development of initiatives related to undergraduate student success was informed by lessons learned during the university’s self-study for its 2008 reaccreditation by the Higher Learning Commission, which included a special emphasis on undergraduate education. During the current planning period (2010-2016) the university has implemented several successful programs—many of them highlighted in the attached report—to support undergraduate student success. These programs have yielded excellent results, and since 2010 the university has realized new records for enrollment, diversity, and retention and graduation rates. E-Learning Division of Continuing Education The Division of Continuing Education (DCE) provides academic support, course development, technology services, student services, marketing and promotions, and evaluation services in support of University of Iowa colleges and units that offer distance and online degrees, certificates, and/or courses. i Historically, the DCE worked with faculty to develop courses in faculty areas of interest. Available delivery methods included correspondence study, faculty travel to selected sites, and later, the Iowa Communications Network (ICN). The last decade has seen the development of virtual software, course management systems, and widespread connectivity to the Web— technologies that have allowed colleges and departments to plan for and develop full certificate and degree programs, with more intensive and sophisticated assistance from the DCE. In planning for distance and online education the university’s focus has been on extending high-quality university courses and degree programs to distant learners. These efforts have been based on collegiate direction (e.g., the College of Nursing RN to BSN degree completion program) and on the establishment of partnerships with Iowa’s community colleges to meet the educational needs of geographically committed associate degree program graduates. The DCE operates as a centralized unit working with the academic colleges and their departments to establish and support distance education programs. This approach leverages existing fiscal and human resources and provides for consistent and high-quality academic experiences for both distant students and, increasingly, on-campus students. ITS Office of Teaching, Learning & Technology The Information Technology Services Office of Teaching, Learning & Technology (ITS-OTLT) is a consolidated support and services department delivering faculty support of excellent teaching, leading to student success. The department is administratively located in Information Technology Services (ITS) with a strong relationship to the Office of the Provost through the CIO and the associate provost for undergraduate education. Staff in ITS-OTLT collaborate closely with other units across campus for programs, initiatives, grants, and course development. This collaboration includes high levels of engagement for decisions regarding technology choices. The services provided by the ITS-OTLT are used for all university courses, including on- campus, distance education, and online courses. All services are governed by campus advisory groups that provide direction to ITS-OTLT leadership and staff regarding the needs of campus users. ii Enrollment Management Enrollment Management (Student Success) in the Strategic Plan In fall 2010, the Board of Regents, State of Iowa, approved the University’s strategic plan for 2010 to 2016: Renewing The Iowa Promise. The plan laid out four strategic priority areas (the “four pillars”), or the areas in which the university committed to build on ongoing strengths, seize new opportunities, and advance our core commitments for focused excellence. The first pillar of the plan was and is Student Success, defined as follows: Undergraduate student success The increased success of our undergraduates is an educational imperative. There are three dimensions to this priority: Quality, access, and affordability. Higher quality will be founded on student-centered educational experiences that raise academic expectations and better engage students with each other, with the faculty, and with their studies, resulting in increased retention and timely graduation. We will expand access by increasing enrollment over the next five years, taking into account the impact of state demographics and globalization. Expanded access will increase the diversity and internationalization of the University and will help us serve the needs of the state. We will preserve affordability by containing costs and by the most efficient and innovative use of existing resources. Graduate and professional student success We will continue to recruit the very best graduate and professional students from Iowa and beyond whose achievements and diversity will enrich the intellectual excellence of our programs. The total educational experience at the University will promote their academic and professional success. University funding for graduate programs will be linked to program quality and to student success (including improved and timely degree completion). The “animating strategic vision” identified in the plan is of “a distinguished research university of global reach and impact that has, at its core, vibrant programs for student success.” Under the Student Success pillar, the plan identifies strategic initiatives related to access and enrollment growth, enhancing the undergraduate student experience, and supporting educational quality and timely degree completion in graduate and professional programs. 2008 Special Emphasis Self-Study on Undergraduate Education The development of initiatives related to undergraduate student success was informed by lessons learned during the university’s self-study for its 2008 reaccreditation by the Higher Learning Commission, which included a special emphasis on undergraduate education. The university chose to use the reaccreditation process as an opportunity to make a critical, 1 evidence-based self-examination and identify where we needed to focus our attention in order to take the next steps in enhancing the UI undergraduate experience and promoting student success. Highlights of Recent Efforts and Progress During the current planning period (2010-2016) the university has implemented several successful programs to support undergraduate student success. These programs have yielded excellent results, and since 2010 the university has realized new records for enrollment, diversity, and retention and graduation rates. The university’s four-year graduation rate has increased from less than 40% 10 years ago to 51%. Selected efforts in support of undergraduate student success are highlighted below. Committees that Support Undergraduate Student Success and Oversee Enrollment Growth at the University of Iowa Two standing committees are charged with identifying issues and challenges associated with undergraduate enrollment growth: (1) The “AD and D Subcommittee” consists of associate deans and directors from the UI’s undergraduate colleges (Business, Liberal Arts and Sciences [CLAS], Engineering, Education, and Nursing), as well as from offices that support the UI undergraduate experience (Academic Advising Center, Academic Support & Retention, Admissions, Career Services, Division of Continuing Education, Honors Program, Financial Aid, Information Technology Services [ITS], International Programs, Dean of Students, and Registrar). It meets two times each semester. (2) The Executive Management Committee (EMC) consists of administrators from offices on campus that are primarily concerned with undergraduate student enrollment and success – Academic Advising Center, Academic Support & Retention, Admissions, Career Services, Financial Aid, Honors Program, ITS, and Registrar. It meets on a monthly basis. The AD and D Subcommittee and the EMC both report to the Office of the Provost. Issues that arise in connection with enrollment growth (e.g., the availability of class sections for key first- year classes, the need for additional tutoring resources, the