2007-10 Strategic Planning Process College/Subdivision ... 3.3.1... · 2007-10 Strategic Planning...

2007-10 Strategic Planning Process College/Subdivision Alignment Plan

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College/Subdivision: ________College of Informatics______ _____________INF_____________________ (Include title from Appendix B) (Include code from Appendix B)

COLLEGE/SUBDIVISION ALIGNMENT PLAN Mission: The mission of the College of Informatics is to provide the regional community with a new breed of professional practitioners especially prepared to contribute to the local economy in all areas related to information, including computer science, information technology, information systems, applied informatics, and communication studies.

Additional Funding Requirements

(if applicable) Unit Priorities for Action (PFA) Desirable Outcomes Assessment Methods

Additional Recurring Funds (in thousands)

Additional Nonrecurring Funds

(in thousands) Develop Talent (TD) PFA 1) Build a commitment to seek a postsecondary degree (TD-A). For details, see Unit 051, PFA 1; Unit 052, PFA 1; Unit 053, PFA 2; Unit 221, PFA 7.

Collaborate with INTERalliance to establish an IT Summer Camp to bring 20-25 high school students to participate in two 1-week camp sessions. Establish journalism workshop offered every summer to 20 selectively enrolled high school students. Increase by 15% the number of new freshman directly entering CSC programs without the need for INF 120 due to increased AP exam scores.

Attendance at camps and post-camp surveys. Year-to-year comparisons.

$4,750 (for journalism camp director) $2,500 (for journalism camp operating funds) $3,000 (for CSC –related teacher seminars)

$500 (for incidentals; $30,000 to be funded by Regional Stewardship Grant.) $1,800 (for journalism software)

PFA 2) Offer educational and enrichment programs to serve talented youth (TD-C). For details, see Unit 053, PFA 3; Unit 054, PFA 2, 3.

Offer WebCamp twice per summer. Create 4 summer camps geared to high school and grade school students. 25 students per camp.

Posted summer offerings. Quality measured by participant surveys.

$15,000 (for 5 summer instructors)

N/A


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Additional Funding Requirements (if applicable)

Unit Priorities for Action (PFA) Desirable Outcomes Assessment Methods Additional

Recurring Funds (in thousands)


(in thousands)

PFA 3) Increase cross-sectional enrollment of student all in departments (TD-D). For details, see Unit 051, PFA 2-3, Unit 052, PFA 2; Unit 053, PFA 1; Unit 054, PFA 1, 4.

Increase overall student retention from 45% to 60%; increase annual enrollment from 1500 to 1800; increase number of graduates from 510/yr to 587/yr (15% increase).

Data from Institutional Research $181,500 (for salary and benefits for 2 new faculty positions) $9,000 (for program expansion)

$5,000 (for new office equipment)

PFA 4) Increase graduate programs and graduate student enrollment (TD-E). For details, see Unit 052, PFA 2; Unit 053, PFA 4, 5; Unit 054, PFA 5.

Three new graduate certificates. Increase graduate enrollment by 10%/yr for 6 years. Each time program grows by 30% add faculty line with emphasis in graduate education. Create new CIT graduate program, offering an MS in Systems Administration

Data from Institutional Research and from official program offerings.

$150,000 (for salaries and benefits for 2 new faculty positions)


PFA 5) Increase student diversity within the college (TD-F). For details, see Unit 053, PFA 6.

Increase the number of Hispanic students registered in the CSC and CIT major programs from 0 to 10.

Year by year data gathering of the number of Latinos in these programs.

$20,000 (for equipment to run summer workshops for Hispanic families to build, learn about, and keep their own computers)

$5,000 (for advertising and program management)

PFA 6) Increase our enrollment of transfer students, adult learners, and low-income students in Northern Kentucky to raise the educational attainment levels in the region and the commonwealth (TD-G). For details, see Unit 052, PFA 3; Unit 053, PFA 7; Unit 054, PFA 10.

Four summer workshops with at least 80 attendees, over three years. Per semester: 4 communication courses in PACE program, 4 early admission classes, and 4 Web-based courses. Four new CIT courses offered through PACE.

Record number of workshops offered and number of attendees. Data from Office of the Registrar. Records of PACE attendance.

$10,000 (for upgrade of hardware and software)

$20,000 (for labor and supplies) $5000 (for marketing) $10,000 (for course development)


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(in thousands)

PFA 7) Compete for high-performing students (TD-H). For details, see Unit 051, PFA 9, 10; Unit 054, PFA 6.

Three new scholarships & 3 new graduate assistantships. Teach one BIS high school class per year.

$105,000 to endow three $1,000 scholarships and $30,000 per year for three $10K assistantships. Posted course schedule.

N/A (funds for scholarships & assistantships to be obtained externally) $3,000 (for teaching HS course)

$3,000 (for developing HS course)

PFA 8) Expand opportunities for working adults to earn degrees through “nontraditional” means (TD-I). For details, see Unit 051, PFA 4, 19; Unit 052, PFA 4; Unit 053, PFA 8; Unit 054, PFA 8.

The number of online courses using rich media will increase by 50%. The enrollment in online courses will increase by 25% by 2009-10. At least 60% of all faculty members in the College of Informatics will engage in some form of online teaching. Create 3 distance classes in each of the next three years. CIT Program to be offered through PACE.

Compare baseline use of rich media. Compare baseline enrollment in distance courses. Students completing online courses will self-report the quality of the experience on an exit survey. Use reporting of course sections with significant online components. PACE CIT program to be 80% online by 2010.

$2,000 (for annual maintenance agreement)

$39,375 (for release time for online development @ $2,500/instructor X 16 instructors) $15,000 (for DL infrastructure, including xServe technology)

PFA 9) Assure a coordinated, broad-based retention program that serves students throughout their undergraduate experience (TD-K). For details, see Unit 051, PFA 6, 7.

Additional advisor hired to take over the advising duties currently being carried out by faculty coordinators.

Standardized student evaluations of advising experiences.

$50,000 (for salary and benefits for new advisor in Communication)

$2,000 (for office equipment)

Increase Student Engagement in Learning (SE) PFA 10) Maintain an “up close and personal” approach by increasing student interaction with faculty and staff (SE-A). For details, see Unit 051, PFA 8; Unit 054, PFA 11.

Through better use of Blackboard, increase the contact hours between student, faculty and staff by 15%.

Compare baseline contact hours between students & faculty, and students & staff.

N/A N/A


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(in thousands)

PFA 11) Increase opportunities for active learning through student research and creative work, service learning, and alternative programs (SE-B). For details, see Unit 053, PFA 9; Unit 054, PFA 12.

PC clinic offered each semester, providing service to 100 community members each year. Each BIS course has at least 2 active learning exercises embedded.

Monitoring of the numbers of PCs serviced by the clinic yearly. Enumerate courses with active learning classroom activities.

$5,000 (for licenses)

$5,000 (for repair tools) $5,000 (for travel and training in active learning)

PFA 12) Integrate student learning and employment by expanding both campus and community-based work-study, cooperative education, practica, and internship opportunities (SE-C). For details, see Unit 051, PFA 24; Unit 052, PFA 5; Unit 053, PFA 10; Unit 054, PFA 13-15.

Increase number of students taking co-ops and internships for academic credit by 20%. Add 3 BIS projects per year. Increase MHI capstone to institutions in addition to hospitals.

Department reporting. Student self-reporting assessment during and after work study assignment. Comparison of work study student portfolios to non-work study student portfolios.

$28,000 (for 10 students working @ $10/hr 10 hr/wk X 28 wk/yr) $7,500 (for 15 co-ops)

N/A

Ensure Academic Quality (AQ) PFA 13) Insure a supportive campus environment that enables students to thrive academically and socially, and fosters high quality relations among students, faculty, and staff (AQ-A). For details, see Unit 051, PFA 11, 12; Unit 054, PFA 16.

Install comfortable seating in all of the hallways in the building. Establish an Informatics Affinity Group at Lakeside Manor. Organize new student club.

Determine average percent usage of seating by students. Report number of resident informatics majors that belong to the Informatics AG.

$2,000 (for support of faculty and/or R/A’s time to organize and manage the group) $500 (for student group marketing and operations)

$60,000 (for 40 commercial-grade sofas)

PFA 14) Provide a curriculum that aligns with our mission and the needs of our region (AQ-D). For details, see Unit 051, PFA 13; Unit 053, PFA 11.

Develop 4 courses in informatics covering all facets of information. New CIT graduate program, 2 new graduate certificates and one undergraduate program.

Faculty and student evaluations of courses at end-semester

$10,000 (for release time of faculty to develop the core curriculum) (New faculty lines are covered in PFA 4)

N/A


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(in thousands)

PFA 15) Assess student learning through outcomes-based indicators that relate to clear program and course objectives (AQ-E). For details, see Unit 054, PFA 18.

Continued accreditation of BIS by the AACSB.

Annual report and 5 year reaffirmation.

N/A (N.B. CoI and BIS assume that costs will be paid by CoB and Academic Affairs)

N/A

PFA 16) Expand the Honors Program to meet the needs of our growing number of high achieving students (AQ-I). For details, see Unit 052, PFA 6; Unit 054, PFA 19.

11 Honors courses in informatics offered each year.

Reporting from Office of the Registrar.

$33,000 (for release time for Honors Program)

N/A

PFA 17) Ensure that our library and technology resources are structured and supported to meet the need of our students and faculty as we continue to grow and expand our programs (AQ-J). For details, see Unit 051, PFA 14-17; Unit 052, PFA 7, 8; Unit 053, PFA 14.

Full student participation in group projects, largely independent of time and location. Increased faculty-student interaction at critical points of digital projects. Improved quality of final project output. Ability to illustrate to potential students what peers are learning in courses by displaying student classroom work on our web site. Improved ability of students to meet deadlines. Full-time media lab technician on staff to assist students and faculty with media technology needs in department and reduce down time in media labs. Creation of a virtual lab.

Student and faculty self-reported surveys. Comparison of prior student course work; faculty self-reported surveys. Baseline comparison of rate of deadline success. Technician hired and meets expectations of media faculty and department chair. Labs operate effectively 95% of all class times. 50% increase in students working on projects hosted by virtual lab servers.

$3,000 (for annual license for SharePoint) $49,400 (for salary and benefits for media technician) $2000 (for software licensing)

$2,400 (for initial development @ $10/hr X 240 hr) $16,000 (to purchase 10 physical machines need to qualify for NSF funding)


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(in thousands) Engage in Effective Regional Stewardship (RS) PFA 18) Contribute to the realization of Vision 2015 by building faculty/staff capacity and academic programs in needed areas, preparing graduates in disciplines that advance the vision, and partnering with various community entities to address regional challenges (RS-A). For details, see Unit 052, PFA 9; Unit 053, PFA 15; Unit 054, PFA 20.

Hire four new faculty members with specialized expertise in digital technology for four programs in Communication. Graduate each year at least 25 EMB majors, 12 MIN majors, 25 PR majors, 20 JOU majors, and 20 SPE majors with specialized focus on digital technology. In CSC, sections offered increases by 34 per year, hours available for mentoring and active learning processes and monitoring of non-traditional offerings expands by 20%, hours available for community outreach expands by 10%.

Hiring data. Graduation data from the Office of the Registrar. Measure number of public engagement activities conducted by new faculty. For example: 1) effective management of crisis situations, 2) reporting healthcare and technology issues and events in region, 3) helping organizations maximize use of converged media. Data from Institutional Research.

$887,000 (for salaries and benefits for 12 new faculty members) $20,000 (for operating expenses)

$30,000 (for new office equipment) $36,000 (for recruiting)

PFA 19) Deepen our regional commitment to P-12 education, economic development, local government planning, nonprofit capacity building, environmental preservation and enhancement, and health care, particularly in ways that complement Vision 2015 (RS-B). For details, see Unit 221, PFA 1, 2.

Direct Engagement with most regional P-12 technology personnel. Develop services for the P-12 organizations.

Number of P-12 organizations participating. Evaluation of impact on services provided to organizations.

N/A ($100,000 in external funds from self-sustaining venture)

N/A ($200,000 grant already applied for)

Recruit and Retain Outstanding Faculty and Staff (FS) PFA 20) Create a competitive advantage in the recruitment and retention of a diverse faculty through exemplary salary and benefits practices (FS-A). For details, see Unit 052, PFA 10.

Obtain a 3 course per semester teaching load for tenured and tenure track faculty.

Posted teaching schedules. $120,000 (for salaries and benefits for two new tenure-track faculty lines)


PFA 21) Recruit faculty and administrators who have the interest and ability to assure that our full mission is served (FS-B). For details, see Unit 051, PFA 18.

Create new endowed professorship with personal donation for endowment.

$1M cash over four years. N/A (funds to be obtained externally)

N/A


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(in thousands)

PFA 22) Offer a full range of SAP-related training and retooling opportunities to improve operational productivity and efficiency (FS-E). For details, see Unit 054, PFA 21, 22.

Add 3 SAP courses to the curriculum. Add at least 2 SAP modules that can be taken in conjunction with other COB business courses. Provide two 3-week SAP summer camps.

Posted courses and camps. $8,000 (for SAP license fee)

$10,000 (for faculty development) $5,000 (for two camp sessions)

PFA 23) Review and adjust staffing levels to address past and future growth and ensure outstanding service (FS-H). For details, see Unit 051, PFA 5, 20

Provide student with additional learning and employment opportunities in a professional office atmosphere. Provide additional help and coverage for the office staff as college continues to grow. Provide new staff consistent support and coordination for faculty office area, advising center, and graduate programs.

Hire student worker for approximately 20 hr/wk. Hire new assistant/receptionist for advising center. Effective coordination of advising services determined by student satisfaction with advising center usage.

$7,500 (for student worker) $34,750 (for assistant salary, benefits, and additional operating funds)

$2,500 (for office equipment)

PFA 24) Review and adjust faculty workloads and the relative number of tenured and tenure-track faculty, full-time, lecturers and part-time adjuncts, based upon comprehensive benchmarking, the need to address future and past growth, and the importance of addressing the full breadth of the university mission and the needs of the region (FS-I). For details, see PFA 20) above.

See PFA 20) above. See PFA 20) above. See PFA 20) above

See PFA 20) above

Increase Public Awareness of NKU (PA) PFA 25) Implement an effective process for routinely gathering information that is most important to share with our external constituents, such as accomplishments and successes of our students, faculty, and graduates (PA-A). For details, see Unit 051, PFA 21, 22.

Infuse Web site with rich, vibrant content that illustrates the successes of students, alumni, faculty and staff.

Baseline comparison of the number of rich media assets available to visitors to our web site. Baseline comparison of traffic data before and after posting of new Web content.

$27,000 (for 5 students x 15 hours/wk x 36 weeks x $10/hr.)

$7,000 (for 5 computers + 2 cameras)


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(in thousands)

PFA 26) Develop a comprehensive strategy to share the university’s accomplishments and successes with our external constituents, and do so in a manner that most effectively targets each constituent group (PA-B). For details, see Unit 051, PFA 23.

High quality, engaging content will enhance the marketing role of our web site.

New student self-reporting assessment of the role the Web site and its content plays in students’ selection of NKU.

$6,400 (for work-study writer: major in literature, journalism, etc.)

N/A

PFA 27) Encourage greater faculty participation as experts on government and community boards and in public dialogue (PA-G). For details, see Unit 053, PFA 16.

Expanded annual security symposium.

Year-to-year comparison of symposium offerings, attendance, etc.

$10,000 (for marketing and speaker expenses)

N/A

PFA 28) H. Increase the number of community and business leaders serving on university advisory boards and participating in academic and co-curricular programs (PA-H). For details, see Unit 051, PFA 25.

Appoint 15 to 20 leaders and cabinet-level executives representing all industries with interests in informatics.

Minutes from biannual board meetings.

$2,000 (for 2 board meetings/yr)

N/A

Expand NKU’s Financial Base and Capital Assets (FC) PFA 29) Build the Center for Informatics. Center at or near completion at

end of this strategic plan cycle (2010)

Open house! N/A (not yet determined)

$5,500,000 (federal support) $9,500,000 (corporate and individual support)

PFA 30) Obtain external funding to outfit the new informatics building (FC-D). For details, see Unit 051, PFA 26-32; Unit 052, PFA 12.

Personal corporate donations for naming rights, equipment, and outfitting

$9.5M cash and in-kind N/A N/A

PFA 31) Renovate and upgrade faculty offices and public areas (FC-G). For details, see Unit 051, PFA 34.

Assistant dean will have daily face-to-face contact with advisors as a result of proximity. which will provide more extensive advising/recruitment services out of one location.

The same advising assessment tool used to assess individual advisors will be used each semester.

$1,500 (for standard office overhead)

$50,000 (for conversion of the advising reception area into an office)


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(in thousands) Increase Institutional Effectiveness (IE) PFA 32) Increase external grants and contracts, particularly in areas that address regional and state challenges and goals (IE-C). For details, see Unit 051, PFA 33, 35.

Submit at least three new grants each year to external funding agencies. Implement paperless system to increase the efficiency of the office functions and enhance quality and accessibility of work and information.

Documented grant proposals submitted. Decrease in “free paper” around the office, increased use of shared files and information, reduction of work and file duplication.

$1,500 (for standard office overhead) $750 (for annual upgrades of paperless system)

$8,500 (for site license and file server for paperless system)

PFA 33) Increase the capacity and use of our information technology infrastructure to support improved learning outcomes, expanded access to educational programs, effective external communications, increased productivity, and data-driven decisions (IE-E). For details, see Unit 053, PFA 17.

An additional computing lab capable of supporting 25 students.

Listed facilities. $6,000 (for annual licensing and maintenance)

$120,000 (for renovation of space and for new equipment)

PFA 34) Successfully complete the SACS reaffirmation of accreditation process and the development and implementation of the Quality Enhancement Plan (IE-H). For details, see Unit 052, PFA 13.

Complete SACS with at least one faculty member per department with interest and skill to keep department in compliance with QEP. Allow reassigned time for this.

Identification of a faculty member who will be responsible for each department’s compliance with SACS.

$7,500 (for reassigned time)

N/A

ANNUAL PLANNING PROGRESS REPORT FOR 2007-2008

COLLEGE OF INFORMATICS

Section 1- Executive Summary The progress report for the College of Informatics is very positive. The first year of the

three-year Strategic Plan (which is reported here) was intentionally based on a flat budget for the year, since the budget-setting phase happened to precede the planning phase. Thus, we were largely able to achieve this year’s desirable outcomes for each priority for action. For example, we offered a host of summer camps aimed at attracting middle- and high school students to Informatics programs at NKU. We increased student enrollment by 10%, student retention by at least 5%, and graduation by fully 31%. We launched a new graduate program and new certificates. We recruited bright, new faculty members in computer science and communication. We launched an entirely new Web site that serves at the model for the rest of the university. We obtained $249,942 in external funding, down 16% from the prior year, but significantly increased our contractual income through the Infrastructure Management Institute, including an $810K Federal earmark. We moved ahead on programming (in the architectural sense) the Center for Informatics, the college’s future, permanent home, and selected a top East Coast architect from a competitive field of over twenty proposals. We expanded the curriculum, including adding many new courses on line. We founded the Dean’s Advisory Board, populated with leaders in the business and civic community who have a strong interest in supporting the new college. We sent students out on service learning projects, connected them with internships in informatics-related companies, and brought them home for real-world, professional work experience in our own IMI. We added new computer technology to our classrooms and labs, and increased our capacity for digitally-based instruction. We created new support positions in the IMI to meet contractual commitments, and new faculty positions in Communication to accommodate the acquisition of Channel 18, NKU’s television station. We made a significant community contribution by producing “Pathways to the Future” for the Northern Kentucky Chamber of Commerce, and garnered a public relations coup in the process.

Moreover, we anticipate that our strategic plan will continue with only some modifications over the next year. This is because of the moving of Channel 18 into the college with a budgetary reallocation, the net-zero-cost replacement of younger faculty in lines freed by those retiring, the use of community (primarily business) resources through new partnerships, and the focus on planned academic projects that leverage existing resources into new programs.

Our biggest goals are to usher in the construction phase of the Center for Informatics, launch an entirely new Channel 18 and take it to the next professional level, begin a major capital campaign to outfit the new building, create endowments to fund the next generation of digital equipment as well as create new scholarships and endow professorships, launch a new graduate program in information technology, partner with Steely Library to offer a new undergraduate program in library informatics, expand the health informatics graduate program,

and broaden the college’s core curriculum. In addition to growth, we will consolidate our resources by nurturing our still-new advising center, making better use of existing space (including faculty offices), and sharing more recent technologies adopted by the director for online technology. We will establish new, college-wide policies that will allow us to mature as a unified college rather than three heterogeneous departments.

Our biggest challenges include 1) finding the external funding needed to outfit the new building, 2) finding physical space for all of our needs, including faculty offices, 3) establishing a truly comprehensive informatics core curriculum that will be germane for all Informatics students, regardless of major, 4) increasing the number and amount of external grants and contracts coming to the college, and 5) increasing the diversity of our student body.

Clearly, the future is bright for the College of Informatics. The Provost has a clear vision of how the future of NKU is aligned with the future of informatics, and has always provide outstanding support of the college’s mission. The future does indeed look bright.

Section 2 – Progress Report for 2007-2008

Strategic Priority: Talent Development

To what degree were priorities for action in relation to "Talent Development" achieved?

In the Strategic Plan, the College of Informatics had addressed eight priorities for action (PFA) related to Talent Development: 1) build commitment to seek a postsecondary degree, 2) offer educational and enrichment programs to serve talented youth, 3) increase cross-sectional enrollment of students, 4) increase graduate programs and graduate student enrollment, 5) increase student diversity, 6) enroll more transfer students, 7) expand educational opportunities for working adults, and 8) assure a comprehensive, undergraduate retention program. For each PFA, the college established at least one desirable outcome. In the 2007-2008 academic year, the college took action for every single desirable outcome. (The details of this are given in the response to the next question below.) We were able to do this because all of the desirable outcomes were based on existing resources. This was done because the strategic planning process came after the budget planning process.

To what extent were desired outcomes met? All of the desired outcomes were achieved. To give some specific examples: we offered

computer building workshops to Hispanic middle school students and their families; we obtained a Regional Stewardship Grant to offer information technology-related summer camps for high school students, the funds of which are being used for an IT summer camp and Web camps; we established working relationship with Kenton County School District for further summer camps with the possibility of offering courses to high school students for college credit; we created a new summer camp in digital journalism for high school students, we offered a Java programming summer camp to 20 middle school and high school students; we awarded $5K in computer science/information technology scholarships to eight students; we obtained $116K in CPE funds to provide “virtual CIO” services to K-12 schools, local governments, and small businesses; we offered real-world work experience to selected seniors through our IMI Student Advanced Technology Program; we developed a proposal for a new program to offer an M.S. in computer information technology; we worked with faculty in two departments in another college to develop a graduate certificate in geographical information systems, with a formal proposal forthcoming; we increased total enrollment in the college by

10%; we increased retention by at least 5%; and, most encouraging of all, we increased graduation from 144 to 209, a whopping 31% increase.

Where do the results show that additional attention is needed? How will this information be used?

Although we achieved our action steps to address the need for student diversity within the college, these actions did not translate into greater student diversity. This is not surprising, since the action involved working with middle school Hispanic students and their families, and it will be years before these students reach college age. However, achieving greater student diversity will always be a challenge for this college because the degrees it offers are not in majors that traditionally draw minority students. Thus, additional attention will need to be made in exposing minority students to these majors in their formative years. For example, the family-centered model of the Computer Building Workshops should be extended to majors in journalism, media informatics, business informatics, etc.

What action will be taken to correct or further improve performance? We will follow through on developing a new graduate degree program in information

technology and graduate certificate program in geographic information systems. We are developing new marketing materials for the entire college.

Strategic Priority: Increase Student Engagement in Learning

To what degree were priorities for action in relation to "Student Engagement in Learning" achieved?

In the Strategic Plan, three priorities for action were assigned: 1) build an “up close and personal” approach for student interaction, 2) increase opportunities for active learning through student research and service learning, and 3) integrate student learning with employment through internships, co-ops, etc. The desired outcomes of each PFA were addressed as specified below.

To what extent were desired outcomes met? All of the desired outcomes were addressed. For example, to increase the “up close and

personal” experience, we created an additional position in academic advising to specialize in the Communication majors; to increase opportunities for active learning, a graduate class and their professor traveled to Mississippi to help local schools return to normal operations after Hurricane Katrina; to integrate student learning with employment, we developed a new international internship program with a media informatics company in Lithuania.


Not all outcomes could be quantified as planned. We sought to increase faculty & staff contact time with students by 15%, but objectively measuring this was problematic.

What action will be taken to correct or further improve performance? We will require faculty to provide in their annual reports good-faith estimates of their non-

classroom contact hours. In addition, some departments are requiring increased attendance at student and department functions.

Strategic Priority: Ensure Academic Quality

To what degree were priorities for action in relation to "Ensure Academic Quality" achieved?

The Strategic Plan called for four priorities for action: 1) insure a supportive campus environment, 2) provide a curriculum that aligns with our mission, 3) assess student learning through outcomes-based indicators, and 4) ensure that technology resources meet the needs of our students.

To what extent were desired outcomes met? We revised the curriculum in computer information technology to better reflect

technological needs; hired new faculty specializing in new technologies that meet the needs of the region: wireless networking and network security; we had faculty members modify their course syllabi to more clearly state learning outcomes and assessment techniques; we obtained equipment grants and donations from Cisco Systems and the U.S. Customs Service; we hosted a tremendously successful computer gaming night; we purchased 150 technical books for the library and renewed our subscription to the O’Reilly Safari online collection. Finally, we founded the student group Women in Informatics, which sponsored seminars and social events throughout the year as part of an effort to recruit more women into the informatics fields Women in Informatics won the NKU “Best New Student Group” award out of a field of twenty.


The informatics core curriculum, currently designed for majors in the Departments of Business Informatics and Computer Science, needs to be expanded to include majors in all programs within the Department of Communication.

What action will be taken to correct or further improve performance? Expanding the informatics core curriculum will be taken on by our newly appointed

associate dean.

Strategic Priority: Engage in Effective Regional Stewardship

To what degree were priorities for action in relation to "Engage in Effective Regional Stewardship" achieved?

The Strategic Plan called for one priority for action in this category: to deepen our regional commitment to education, business, government, and nonprofit organizations. The desirable outcome was direct engagement with P-12 personnel.

To what extent were desired outcomes met? We have excelled in this arena, through hosting many summer camps (detailed above)

and forging new partnerships with school districts through our Infrastructure Management Institute and academic departments.


We are on target to expand our alliances with school districts in Kenton and Boone Counties.

What action will be taken to correct or further improve performance? Continue with our action plan.

Supporting Priority: Recruit and Retain Outstanding Faculty and Staff

To what degree were priorities for action in relation to "Recruit and Retain Outstanding Faculty and Staff" achieved?

We assigned two priorities for action: 1) offer a full range of SAP-related training and retooling, and 2) adjust staffing levels to address growth and assure service. The desirable outcomes for both of these priorities were met.

To what extent were desired outcomes met? We sent three business informatics faculty to SAP “boot camp” for retraining in this

advanced form of enterprise resource planning. The faculty then developed new course content related to SAP and integrated this content into the business informatics curriculum. In partnership with SAP, Inc., we formed the SAP Center for Excellence, which will provide training to faculty throughout the university. We adjusted staffing levels by hiring new faculty in all three academic departments and adding operational staff to the Infrastructure Management Institute.


We are on target with these desired outcomes.

What action will be taken to correct or further improve performance? We will expand the offerings of the SAP Center for Excellence.

Supporting Priority: Increase Public Awareness of NKU

To what degree were priorities for action in relation to "Increase Public Awareness of NKU" achieved?

The Strategic Plan engaged four priorities for action: 1) implement an effective process to gather information, 2) develop a strategy to disseminate this information, 3) encourage greater faculty participation as experts in the community, and 4) increase the number of community leaders serving on advisory boards. These priorities were met this year, as detailed below.

To what extent were desired outcomes met? One of the greatest successes of the college over this past year was producing

“Pathways to Tomorrow,” a comprehensive, digital media presentation of over twenty projects for which the Northern Kentucky Chamber of Commerce sought $3.3B in funding on their annual DC Fly-In. In preparation for this trip, the Chamber approached the college to create and produce a digital media presentation highlighting all of the projects of the Fly-In—a far departure from the PowerPoint presentations of the past. In response, the college put together a team of faculty and staff—filmmaker, writer, Web designer, editor, artist, 3-D specialist, etc. The team created a unified, thematically grouped narrative that told the story of these projects through the eyes of a single individual, living in Northern Kentucky, at two points in her life, "Young Girl" in 2008 and "Old Girl" in 2015, showing how her life was personally affected by

funding these projects. The team used digital media to weave together images, video, music, text, narration, and Web links into a well-designed, intuitive, interactive presentation. The final result of their work is Northern Kentucky: Pathways to Tomorrow. This presentation was loaded into one hundred 2GB flash drives, donated by Duke Energy, and distributed to select legislators and their staff on Capitol Hill. Armed with these presentations, teams of the Chamber delegation dispersed to give the message. Although the presentation told the entire story of all the capital projects, the presentation itself naturally drew attention to Northern Kentucky University and the College of Informatics. At least four articles related to this appeared in the greater Cincinnati media. It went a great way in increasing public awareness of NKU.


We need to capitalize on this positive experience and move forward with our publicity efforts.

What action will be taken to correct or further improve performance? We are developing new marketing materials for the entire college.

Supporting Priority: Expand NKU’s Financial Base and Capital Assets

To what degree were priorities for action in relation to "Expand NKU’s Financial Base and Capital Assets" achieved?

The Strategic Plan has one PFA, to complete the design phase of the Center for Informatics. This building will be the permanent home of the College of Informatics.

To what extent were desired outcomes met? The building program (a detailed specification of a building’s operations and required

facilities) was completed on schedule.


The Request for Proposal was announced and twenty-one architectural firms and their partners submitted bids. After careful review, three bids were short-listed and the bidders asked to submit full design proposals, which were formally presented on campus. The winning design was selected and vetted by university administration.

What action will be taken to correct or further improve performance? The design of the new Center for Informatics will be used heavily to promote the college

and raise external funds. Potential funding sources from private, corporate, and government sectors are identified and will be approached. The building has the potential to generate up to $34M in external funding. We seek to raise $15M (cash and in-kind) from all sources the next two years.

Supporting Priority: Increase Institutional Effectiveness

To what degree were priorities for action in relation to "Increase Institutional Effectiveness" achieved?

There are two priorities for action: 1) Increase external grants and contracts, and 2) complete the SACS reaffirmation of accreditation.

To what extent were desired outcomes met? External grants and contracts for the college decreased. In 2006-2007, total grant funding

was $298,947; in 2007-2008, it was $249,942, a decrease of 16%. However, these figures do not include the contracts obtained through the IMI. Roughly, $2M were secured last year and $5M secured or promised this year, including an $810K Federal earmark for the IMI. This significant increase is due to partnering with SAP to form the SAP Center for Excellence in the IMI.


Faculty will be encouraged to apply for grants. Emphasis on recognition for grant applications, as opposed to actual funding, will foster this.

What action will be taken to correct or further improve performance? External funding will likely increase through the auspices of the IMI. This reflects NKU’s

focus on civic engagement more than basic research.

ANNUAL PLANNING PROGRESS REPORT FOR 2007-2008

Revised plan for 2008-2009

Unit Priorities for Action (PFA) Desirable Outcomes

Develop Talent (TD) PFA 1) Build a commitment to seek a postsecondary degree (TD-A). For details, see Unit 051, PFA 1; Unit 052, PFA 1; Unit 053, PFA 2; Unit 221, PFA 7. Priority #27

Create educational partnership with Kenton County Schools offer college courses in situ. Establish journalism workshop offered every summer to 20 selectively enrolled high school students. Increase by 15% the number of new freshman directly entering Informatics programs without the need for INF 120 due to increased AP exam scores.

PFA 2) Offer educational and enrichment programs to serve talented youth (TD-C). For details, see Unit 053, PFA 3; Unit 054, PFA 2, 3. Priority #28

Offer WebCamp twice per summer. Create 4 summer camps geared to high school and grade school students. 25 students per camp. [ONGOING]

PFA 3) Increase cross-sectional enrollment of student all in departments (TD-D). For details, see Unit 051, PFA 2-3, Unit 052, PFA 2; Unit 053, PFA 1; Unit 054, PFA 1, 4. Priority #6

Increase overall student retention from 45% to 60%; increase annual enrollment from 1500 to 1800; increase number of graduates from 210/yr to 241/yr (15% increase).

PFA 4) Increase graduate programs and graduate student enrollment (TD-E). For details, see Unit 052, PFA 2; Unit 053, PFA 4, 5; Unit 054, PFA 5. Priority #4

Two new graduate certificates and degrees. Increase graduate enrollment by 10%/yr for 6 years. Each time program grows by 30% add faculty line with emphasis in graduate education. Create new CIT graduate program, offering an MS in Computer Information Technology.

PFA 5) Increase student diversity within the college (TD-F). For details, see Unit 053, PFA 6. Priority #29

Increase the number of Hispanic students registered in the CSC and CIT major programs from 0 to 5.

PFA 6) Increase our enrollment of transfer students, adult learners, and low-income students in Northern Kentucky to raise the educational attainment levels in the region and the commonwealth (TD-G). For details, see Unit 052, PFA 3; Unit 053, PFA 7; Unit 054, PFA 10. Priority #30

Four summer workshops with at least 60 attendees, over two years. Per semester: 4 new courses in PACE program, 4 early admission classes, and 4 Web-based courses. Four new CIT courses offered through PACE.


PFA 7) Compete for high-performing students (TD-H). For details, see Unit 051, PFA 9, 10; Unit 054, PFA 6. Priority #16

Three new scholarships & 3 new graduate assistantships. Teach two BIS high school classes per year. Establish Channel 18 as a premier venue for students interested in media production.

PFA 8) Expand opportunities for working adults to earn degrees through “nontraditional” means (TD-I). For details, see Unit 051, PFA 4, 19; Unit 052, PFA 4; Unit 053, PFA 8; Unit 054, PFA 8. Priority #8

The number of online courses using rich media will increase by 50%. The enrollment in online courses will increase by 25% by 2009-10. At least 60% of all faculty members in the College of Informatics will engage in some form of online teaching. Create 3 distance classes in each of the next three years. CIT Program to be offered through PACE. [ONGOING]

PFA 9) Assure a coordinated, broad-based retention program that serves students throughout their undergraduate experience (TD-K). For details, see Unit 051, PFA 6, 7. Priority #17

[DONE]

Increase Student Engagement in Learning (SE) PFA 10) Maintain an “up close and personal” approach by increasing student interaction with faculty and staff (SE-A). For details, see Unit 051, PFA 8; Unit 054, PFA 11. Priority #25

Increase the non-class contact hours between student, faculty and staff by 5%/yr. Use Channel 18 as a working laboratory for faculty and students.

PFA 11) Increase opportunities for active learning through student research and creative work, service learning, and alternative programs (SE-B). For details, see Unit 053, PFA 9; Unit 054, PFA 12. Priority #26

Faculty-student PC clinic offered each semester, providing service to 100 community members each year. Each department have active learning courses in their curricula. Use Channel 18 as a community outlet for faculty and students.

PFA 12) Integrate student learning and employment by expanding both campus and community-based work-study, cooperative education, practica, and internship opportunities (SE-C). For details, see Unit 051, PFA 24; Unit 052, PFA 5; Unit 053, PFA 10; Unit 054, PFA 13-15. Priority #7

Increase number of students taking co-ops and internships for academic credit by 20%. Increase MHI capstone to institutions in addition to hospitals.

Ensure Academic Quality (AQ) PFA 13) Insure a supportive campus environment that enables students to thrive academically and socially, and fosters high quality relations among students, faculty, and staff (AQ-A). For details, see Unit 051, PFA 11, 12; Unit 054, PFA 16. Priority #22

Establish an Informatics Affinity Group at Lakeside Manor. [ONGOING][DONE]

PFA 14) Provide a curriculum that aligns with our mission and the needs of our region (AQ-D). For details, see Unit 051, PFA 13; Unit 053, PFA 11. Priority #5

Develop 4 courses in informatics covering all facets of information. New CIT graduate program, 2 new graduate certificates.


PFA 15) Assess student learning through outcomes-based indicators that relate to clear program and course objectives (AQ-E). For details, see Unit 054, PFA 18. Priority #31

Continued accreditation of BIS by the AACSB. [ONGOING]

PFA 16) Expand the Honors Program to meet the needs of our growing number of high achieving students (AQ-I). For details, see Unit 052, PFA 6; Unit 054, PFA 19. Priority #18

Add two new Honors courses in informatics each year. Create Honors minor in Informatics.

PFA 17) Ensure that our library and technology resources are structured and supported to meet the need of our students and faculty as we continue to grow and expand our programs (AQ-J). For details, see Unit 051, PFA 14-17; Unit 052, PFA 7, 8; Unit 053, PFA 14. Priority #9

Full student participation in group projects, largely independent of time and location. Increased faculty-student interaction at critical points of digital projects. Improved quality of final project output. Ability to illustrate to potential students what peers are learning in courses by displaying student classroom work on our web site. Improved ability of students to meet deadlines. Full-time media lab technician on staff to assist students and faculty with media technology needs in department and reduce down time in media labs. Establish Channel 18 as a true university-based television station.

Engage in Effective Regional Stewardship (RS) PFA 18) Contribute to the realization of Vision 2015 by building faculty/staff capacity and academic programs in needed areas, preparing graduates in disciplines that advance the vision, and partnering with various community entities to address regional challenges (RS-A). For details, see Unit 052, PFA 9; Unit 053, PFA 15; Unit 054, PFA 20. Priority #3

Hire two new faculty members with specialized expertise in electronic media and broadcasting for Communication. Graduate each year at least 25 EMB majors, 12 MIN majors, 25 PR majors, 20 JOU majors, and 20 SPE majors with specialized focus on digital technology. In CSC, sections offered increases by 34 per year, hours available for mentoring and active learning processes and monitoring of non-traditional offerings expands by 20%, hours available for community outreach expands by 10%. Incorporate Channel 18 into the Communication Department by hiring two new faculty with expertise in production and engineering. Add a new GA position to support this.


PFA 19) Deepen our regional commitment to P-12 education, economic development, local government planning, nonprofit capacity building, environmental preservation and enhancement, and health care, particularly in ways that complement Vision 2015 (RS-B). For details, see Unit 221, PFA 1, 2. Priority #33

Direct Engagement with most regional P-12 technology personnel. Develop services for the P-12 organizations. [ONGOING]

Recruit and Retain Outstanding Faculty and Staff (FS) PFA 20) Create a competitive advantage in the recruitment and retention of a diverse faculty through exemplary salary and benefits practices (FS-A). For details, see Unit 052, PFA 10. Priority #15

Obtain a 3 course per semester teaching load for tenured and tenure track faculty. [ONGOING]

PFA 21) Recruit faculty and administrators who have the interest and ability to assure that our full mission is served (FS-B). For details, see Unit 051, PFA 18. Priority #19

Create new endowed professorship with personal donation for endowment. [ONGOING]

PFA 22) Offer a full range of SAP-related training and retooling opportunities to improve operational productivity and efficiency (FS-E). For details, see Unit 054, PFA 21, 22. Priority #20

Add 3 SAP courses to the curriculum. Add at least 2 SAP modules that can be taken in conjunction with other COB business courses. Provide two 3-week SAP summer camps. [ONGOING]

PFA 23) Review and adjust staffing levels to address past and future growth and ensure outstanding service (FS-H). For details, see Unit 051, PFA 5, 20. Priority #10

Provide student with additional learning and employment opportunities in a professional office atmosphere. Provide additional help and coverage for the office staff as college continues to grow (add support staff to the IMI). Provide new staff consistent support and coordination for faculty office area, advising center, and graduate programs (add additional graduate assistant to Communication).

PFA 24) Review and adjust faculty workloads and the relative number of tenured and tenure-track faculty, full-time, lecturers and part-time adjuncts, based upon comprehensive benchmarking, the need to address future and past growth, and the importance of addressing the full breadth of the university mission and the needs of the region (FS-I). For details, see PFA 20) above. Priority #14

See PFA 20) above.

Increase Public Awareness of NKU (PA) PFA 25) Implement an effective process for routinely gathering information that is most important to share with our external constituents, such as accomplishments and successes of our students, faculty, and graduates (PA-A). For details, see Unit 051, PFA 21, 22. Priority #21

Infuse Web site with rich, vibrant content that illustrates the successes of students, alumni, faculty and staff. [ONGOING]

PFA 26) Develop a comprehensive strategy to share the university’s accomplishments and successes with our external constituents, and do so in a manner that most effectively targets each constituent group (PA-B). For details, see Unit 051, PFA 23. Priority #13

High quality, engaging content will enhance the marketing role of our web site. [ONGOING]


PFA 27) Encourage greater faculty participation as experts on government and community boards and in public dialogue (PA-G). For details, see Unit 053, PFA 16. Priority #32

Expanded annual security symposium. [ONGOING]

PFA 28) Increase the number of community and business leaders serving on university advisory boards and participating in academic and co-curricular programs (PA-H). For details, see Unit 051, PFA 25. Priority #23

Appoint 15 to 20 leaders and cabinet-level executives representing all industries with interests in informatics.[DONE]

Expand NKU’s Financial Base and Capital Assets (FC) PFA 29) Build the Center for Informatics. Priority #1 Center at or near completion at

end of this strategic plan cycle (2010). [ONGOING]

PFA 30) Obtain external funding to outfit the new informatics building (FC-D). For details, see Unit 051, PFA 26-32; Unit 052, PFA 12. Priority #2

Personal corporate donations for naming rights, equipment, and outfitting. [ONGOING]

PFA 31) Renovate and upgrade faculty offices and public areas (FC-G). For details, see Unit 051, PFA 34. Priority #24

Assistant dean will have daily face-to-face contact with advisors as a result of proximity, which will provide more extensive advising/recruitment services out of one location. [DONE]

Increase Institutional Effectiveness (IE) PFA 32) Increase external grants and contracts, particularly in areas that address regional and state challenges and goals (IE-C). For details, see Unit 051, PFA 33, 35. Priority #12

Submit at least three new grants each year to external funding agencies. Implement paperless system to increase the efficiency of the office functions and enhance quality and accessibility of work and information. [ONGOING]

PFA 33) Increase the capacity and use of our information technology infrastructure to support improved learning outcomes, expanded access to educational programs, effective external communications, increased productivity, and data-driven decisions (IE-E). For details, see Unit 053, PFA 17. Priority #11

An additional computing lab capable of supporting 25 students.[DONE] Incorporate Channel 18 into the College of Informatics.

PFA 34) Successfully complete the SACS reaffirmation of accreditation process and the development and implementation of the Quality Enhancement Plan (IE-H). For details, see Unit 052, PFA 13. Priority #34

Complete SACS with at least one faculty member per department with interest and skill to keep department in compliance with QEP. Allow reassigned time for this. [ONGOING]

Narrative in Support of Revisions (1) What planned activities, if any, will you not be able to accomplish due to budget constraints?

Our major goals are focused on the growth of program offerings, partnering with the business and health care communities to provide new educational experiences, internships

and service learning opportunities. These partnerships are largely built on the resources of our partners. (One recent example of this is our new agreement with CinciMedia to provide, at their expense, international internships with their parent company in Lithuania. These goals do not require a massive influx of new money on our end.

The main goal is to continue with building of the Center for Informatics. While most of the funding is already secured, we will need to raise an additional $15M to properly outfit the building by opening day. We have set obtaining these funds as the primary goal of the Dean. (2) Were other revenue sources explored to support priorities?

Funding for the Center for Informatics is being pursued in the private, corporate, and government sectors. $10M in private and corporate funds was established as part of the yet-to-be-finalized NKU Capital Campaign. (3) Have any planned activities been reduced in scope or postponed?

On the contrary, our horizon has been significantly expanded due to merging of NKU’s Channel 18 into the College of Informatics. Budgetary lines have been reallocated to operate the station, resulting in the creation of two new faculty positions and a new graduate assistant position. Channel 18 will provide tremendous opportunities for the faculty and students in the college, the Electronic Media and Broadcasting Program in particular, to launch new projects ranging in everything from artistic expression to community-center service learning.

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