Academic Affairs Strategic Planning and Resources

Academic Affairs leadership is striving to appropriately align programs and resources across the colleges, as a division, with strategic priorities to meet overall student and regional need.

Academic Affairs Strategic Plan

Priorities and ProgressUniversity Strategic Plan 2017-20205




Coming soon! 

Implementation PlanFeedback Form 

Academic Affairs Resources

Budget Plan

The 3-year plan within the division of Academic Affairs to help to move the University's unfunded recurring commitments into the base budget, and specifically address the need to apprpriately fund in base the temporary faculty costs,  primarily involves three strategies:

  1. The provost will continue to request new base funding for temporary faculty. When Academic Affairs receives new base funding, the provost allocates that new base across the colleges into their temporary faculty budget lines for contingent faculty based on a combination of projections of the need for temporary faculty salaries and salary savings available. 
  2. Colleges make strategic decisions within their budgets to shift allocations to the temporary faculty lines as priorities dictate; and
  3. The provost and deans are now able to make better data-informed decisions regarding allocation of resources based on data analytics provided by the University’s newest division, Strategic Planning, Enrollment Management, and Innovation (SPEMI), providing access to the new Academic Unit Profiles – dashboards that show historical and comparative trend analyses regarding student enrollment, credit hours production, FTES, faculty hiring and instructional cost, and the Course Budget Report created by Faculty Affairs/Academic Affairs. This enables the provost and deans to collaborate together to ensure that college allocations reflect student demand, regional needs for program growth and development, and other institutional priorities.

New Budget Model

Under Academic Affairs' new budget model, all colleges and units are experiencing a more decentralized budget. This approach empowers the deans and AVPs to be more strategic in their planning and spending, as well as making the deans/AVPs more accountable for their respective budgets.

For the first time in recent history (reaching back to the period captured by the last full reaffirmation review), college deans now have a salary line in their college budgets for temporary faculty, rather than that line being centralized in the Office of the Provost. Additionally, internal service funds (for self-support cost recovery) will be reimbursed back the the departments, based on level of support, freeing up general fund resources.  These modifications, coupled with the new decentralized ability to carry-forward unexpended funds from one year to the next, has allowed colleges to exercise internal authority among the stakeholders to allocate resources accordingly.