University of Wyoming Outreach School
Academic Plan 2004-2009
1
December 2003
Executive Summary
The University of Wyoming has been involved in outreach activities, connecting the faculty and
research of the university to the citizens of Wyoming, almost since its inception in 1886. The Outreach School is one of the university units charged with serving
the learning needs of the citizens of Wyoming. The School
carries out this mission through its broad definition of learning and the
functions of its five divisions:
Outreach Credit Programs (OCP), University of Wyoming/Casper
College Center (UW/CC), Community Service Education (CSE), Wyoming Public Radio
(WPR), and Outreach Technology Services (OTS).
The Outreach School adheres to the policy supported by UW
President Philip Dubois and articulated in the Outreach Vision
document: “…we are ‘one university’ with ‘one student body.’ The
students’ needs may vary, but our commitment must be to provide the distance
students high quality programs and services appropriate to their
circumstances.” Academic
Plan 1999-2004 built on this definition of the university, focused
university resources and processes on a defined set of goals, and identified
action items to reach those goals. The Outreach School had responsibility for several action items
in this first academic plan, and outreach issues were addressed in additional
action items. We have addressed most of
these responsibilities over the past five years (see Appendix I,
Progress on Academic Plan 1999-2004 Action Items, below).
Over the last two years the Outreach School has engaged in a scenario planning process
to prepare for Academic Planning
2004-2009. To sustain the institutional Areas of
Distinction and Issues identified in Moving Forward III, and to support the academic planning goals and
activities of the university’s academic colleges and support units, the
Outreach School will focus its resources and efforts over the next five years
in four broad areas: (1) learning, (2)
access, (3) partnerships and synergism, and (4) accommodation of growth.
Over the next five years, the
Outreach School will
Ø
Focus more
consciously on the learning of its
students, clients, and listeners by consistently assessing the learning needs
of Wyoming citizen; designing and delivering programs to meet those needs; and
evaluating our efforts, especially with regard to academic learning, more
systematically and in conjunction with academic colleges and departments and
other appropriate partners (Goals 2, 3, 4, and 5).
Ø
Maintain and
enhance access to learning
opportunities by attending to the needs of first-generation and non-traditional
students and students with disabilities; supporting current delivery processes
and technologies; and researching, acquiring, and implementing new and more
effective delivery processes and technologies (Goals 1, 6, and 7).
Ø
Develop more
fruitful synergisms by creating more
effective partnerships with academic
colleges, departments, and support units within the university, as well as groups,
agencies, and institutions across the state -- including Wyoming community colleges and school districts, and the
State Telecommunications Office. (Goal 8)
Ø
Plan and
implement effective strategies to accommodate
the continued growth in demand for Outreach School programs and services,
especially in the areas of programming, facilities, personnel, and technologies
(Goals 5, 6, and 8).
Curriculum
The Outreach School does not control its own, separate faculty
to deliver credit and non-credit programs.
Indeed, one of the strengths of the institution’s outreach programs is
its close integration with academic colleges and departments and its use of
university faculty and academic professionals to deliver credit and non-credit
programs on the Laramie campus and around the state. Thus, each Outreach School unit plans and delivers programs in
conjunction with academic colleges and departments (Outreach Credit Programs
and UW/CC) or individual teachers and clients (Community Service Education,
WPR, and UWTV). The faculty, department,
and college partnerships that are essential to the operations of the Outreach School produce a collaborative effort that allows
us to deliver credit and non-credit programming of exceptional quality.
Assessment
Each
division of the Outreach School currently utilizes some
tools to assess its programs. We will
continue to develop and implement effective methods to assess learning in ways
that are appropriate to the mission of individual Outreach units (Action Item
2.1). Outreach Credit Programs and UW/CC
will collaborate with academic colleges and departments in the integrated
assessment of student learning in content areas. Community Service Education will continue to
survey students and clients to determine ways in which they can continue to
enhance services and programming.
Wyoming Public Radio will continue to utilize listener surveys and
listener giving levels as appropriate measures of listener satisfaction. Outreach Technology Services will evaluate
their performance as a provider of technical, production, and broadcast service
both within and outside the Outreach School.
The
Outreach School as a whole will continue to
assess its performance through a systematic series of statewide needs
assessments, as well as focus groups with current students and surveys of UW
alumni who pursued their academic programs or non-credit learning through the Outreach School. The newly initiated Outreach Advisory Council
will provide valuable perspectives on the directions and operations of the Outreach School. Continued interactions with academic departments,
colleges, and support units, along with surveys of these units’ knowledge of
and satisfaction with Outreach School processes and programs,
will also provide valuable feedback for the assessment of the Outreach School.
Outreach School
Action Items for Academic Plan 2004-2005
Areas of Distinction
The mission of the Outreach School is to extend the educational programs of the
University to the state of Wyoming
and beyond with innovative and unique opportunities for learners of many ages,
interests, locations, and motivations.
As a delivery unit, the Outreach School must look to its partnerships
with academic and support units within the University, as well as its partnerships
with citizens, organizations, and state agencies, to develop the content needed
to support the Areas of Distinction, but the Outreach School can enhanced
learning opportunities by making its programming
more available statewide through classes, conferences, and public lectures. The
delivery of this increased programming will depend on the expertise and support
of Outreach Technology Services so that new technologies for distance delivery
are appropriately researched, acquired, and operationalized.
Goal 1: Focus on
institutional Areas of Distinction.
The Outreach School will specifically address
these Areas of Distinction: professions
and issues critical to the region; environment and natural resources; statewide leadership in cultural endeavors,
the arts, and the humanities; and the history and culture of Wyoming and the Rocky Mountain region.
Action Item 1.1 (Credit program focus on Areas of
Distinction). UW/CC and Outreach Credit Programs will
address defined Areas of Distinction through degree programs, courses,
and lecture series developed in partnership with academic colleges,
departments, and support units.
Action Item 1.2 (Non-credit program focus on Areas
of Distinction). Community Service Education will address
defined Areas of Distinction
through the delivery of non-credit classes, conferences, and enrichment
opportunities. Wyoming Public Radio will
address defined Areas of Distinction through news reporting and cultural programming. Outreach
Technology Services will enhance the Outreach School focus on defined Areas
of Distinction through its technical support services.
Institutional and Outreach School Issues
The
Outreach School shares with the University,
academic colleges and departments, and academic support units the need to focus
on the institutional issues outlined in Moving Forward III. We will focus on these issues through our
partnerships with the academic and support units of the University, as well as
through our internal processes and goals.
Specifically, we will direct our focus through the four broad areas we
have identified.
Learning. Our focus on learning will
include these issues identified in Moving Forward III – the learning
environment; scholarship and graduate education; structure of the curriculum; and
outreach, extension, and community service.
Goal 2:
An effective learning environment. The Outreach School will focus on effective
learning environments through a closer partnership with academic colleges and
departments; enhanced working relationships with faculty; the development of
learning communities among distance students; increased access to learning
opportunities; and the development of unique and innovative learning
opportunities. The activation of the
Outreach School Advisory Council will be particularly important in the
development and support of effective learning environments.
Action Item
2.1 (Assessment of students). The Outreach School will address the assessment
of student learning through
2.1.a. The efforts of the Outreach Assessment
Coordinator as a participant on the University Assessment Committee.
2.1.b. The acquisition, maintenance, and enhancement
of appropriate and effective online assessment tools.
2.1.c. The collaborative and integrated assessment
of student learning between UW/CC and Outreach Credit Programs and academic
departments and colleges.
2.1.d. The evaluation by clients and participants of
non-credit learning opportunities.
2.1.e. An examination of ways in which the Outreach
School can evaluate the level of students’ skills and knowledge as they enter
UW programs through the Outreach School, and processes for directing students
toward appropriate remediation through university programs if necessary.
Action Item
2.2 (Personalized, connected education).
Personalizing
learning and keeping students connected to their learning environments can be a
challenge when learning takes place at a distance. However, a guiding Outreach School philosophy is that
“geography should not make a difference for student learning.” While we have a history of highly personal
student service and talented faculty focused on student learning, we know we
can do better by focusing our efforts, following best practices, and structuring
partnerships with other university academic and support units.
2.2.a. In cooperation with the E-CTL, individual
faculty, departments and colleges, the Outreach School will examine best practices
in distance learning to support faculty and students involved in outreach
programs, including structuring distance learning communities through new
features of the Online UW program on the eCollege platform and other innovative
methods to connect students learning at a distance.
2.2.b. In cooperation with academic departments,
colleges, and the Graduate School, the Outreach School will develop processes to
maintain closer links with students and graduates.
2.2.c. The Outreach School will develop and implement
unique learning opportunities through enrichment, conferences, and non-credit
programming.
2.2.d. The research efforts of Outreach Technology
Services will enhance our ability to acquire and utilize new technologies for
distance delivery that will allow us to structure a closer and more interactive
learning environment for students and faculty.
Action Item 2.3: (Student academic success). Through its
partnerships with the ECTL, the Libraries, and other academic support units,
the Outreach School will support as appropriate
the development and implementation of an academic success network (LeaRN) that
serves all university students, regardless of location.
Goal 3:
Scholarship and graduate education -- The Outreach School will focus on scholarship and
graduate education through its support of scholarship focused on distance learning,
its financial support of graduate assistants for academic programs involved in
outreach education, and its partnership with the Graduate School.
Action Item 3.1: (Bolster graduate education). Through its
partnership with the Graduate School and academic colleges and
departments involved in outreach programs, the Outreach School will support graduate
education. Some examples include the
distance teaching training program proposed by the Psychology Department as a
benefit for their graduate students and envisioned as a partnership with the
department, E-CTL, and the Outreach School; the graduate school test
prep courses offered statewide through Community Service Education; and regular
Graduate School Dean presentations and conversations with outreach graduate
students available through videoconferencing.
Action Item 3.2: (Support for interdisciplinarity). The Outreach School will support stronger
interdisciplinarity through our partnerships with academic colleges and
departments, as well as other units like the AHC, the Art Museum, the Graduate School and the Libraries. In particular we recognize the need for a
structural framework within which interdisciplinary academic programs can best
thrive. Therefore, we support the proposal
put forward by the Graduate School concerning its
administration of interdisciplinary programs as providing the structure and
institutional perspective necessary to support effective interdisciplinary
programs.
Action Item 3.3: (Support for research infrastructure
planning). The Outreach School will help planning for
research infrastructure by supporting faculty startup costs, when appropriate,
to enhance outreach programs (e.g., faculty assigned to UW/CC).
Action Item 3.4: (Support for distance learning
scholarship). The Outreach School will engage and support
faculty and Outreach School personnel in scholarship
devoted to effective distance learning.
Goal 4:
Structure of the curriculum. The Outreach School is a delivery unit and does not create
curricula. Therefore we will focus on
the structure of the curriculum only as it applies to its delivery through
outreach.
Action Item 4.1 (Appropriate course
rotations). In cooperation with academic colleges and
departments, the Outreach School will ensure that all
necessary courses for degree programs offered through Outreach are available in
a manner that facilitates students’ timely academic progress.
Action Item 4.2 (Breadth of course
offerings). In cooperation with academic
colleges and departments, the Outreach School will pursue a broader range
of course offerings for outreach students so they receive the best possible
learning opportunities.
Action Item 4.3 (Availability of USP
courses). In cooperation with academic
colleges and departments, the Outreach School will ensure that USP
courses are available to outreach students.
Goal 5:
Outreach, extension, and community service. The mission of the Outreach School directs our resources and
efforts to outreach, extension, and community service.
Action Item 5.1 (Meeting the diverse
needs of students and clients). The Outreach School will continue to extend
access to the resources of the University by offering degree programs,
certificate programs, professional development, and non-credit programming and
coordination in the form of conferences and enrichment classes to meet the
diverse learning needs of our students and clients. Specifically, we will
support the academic planning goals of academic colleges and departments that
have identified new programs for distance delivery.
Action Item 5.2 (Serving Wyoming
communities). The Outreach School will continue to serve
communities across Wyoming through
5.2.a.
Enhanced
and expanded programming from Wyoming Public Radio, including the expansion and
improvement of WPR infrastructure.
5.2.b.
Greater
utilization of the services of Academic Coordinators and staff assigned to
Regional Centers statewide in collaborative institutional outreach efforts.
5.2.c.
Our
support for public learning opportunities delivered through Community Service
Education programs and programs made available statewide through the video
conferencing capabilities managed by Outreach Technology Services.
Action Item 5.3 (Increased collaboration with Cooperative
Extension Service (CES). The Outreach School will focus on a better
interface and, where possible, integration, with Cooperative Extension with
regard to location, equipment, personnel, and services for citizens of Wyoming.
5.3.a.
The Outreach School Dean and
the Director of Cooperative Extension will discuss the development of a
University Outreach Coordination Council,
and
implement the Council if the concept is deemed appropriate and useful.
5.3.b. The
Outreach School Dean, the Director of CES, and other appropriate university
outreach units will explore the development of Community Learning Centers in
various communities in the state in partnership with county and local
governments. At least one pilot center
will be implemented and plans for a second will be developed.
5.3.c. The Outreach School Dean and the Director of CES will
explore opportunities for increased sharing and coordination between the Outreach School and the UW Cooperative Extension Service, especially
in the areas of communication and instructional technology.
Action Item 5.4 (Collaborative efforts to serve Wyoming). The Outreach School will collaborate with other
UW units dedicated to outreach efforts, especially Student Educational
Opportunity (SEO), the Art Museum, and the American Heritage Center (AHC), in
order to help extend the resources of these units to the state.
Action Item 5.5 (Enhance academic partnerships). The Outreach School will develop closer and
more productive working relationships with academic departments, colleges, and support
units.
5.5.a. The Outreach School will develop and activate
an Outreach School Advisory Council with representatives from academic colleges
and academic support units.
5.5.b. The Outreach School will engage in systematic
and continuous conversations with academic departments and colleges concerning
the maintenance and enhancement of outreach programs. The School will provide to departments and
colleges on a regular basis data concerning enrollment and tuition revenues in
programs delivered through outreach.
Action Item 5.6 (Investment in outreach programs). The Outreach School will make investment in and
financial support for programs delivered through outreach a major focus. We will build on the gains of Academic Plan 1999-2004, and will seek
to create equitable mechanisms to support all academic units involved in the
distance delivery of degree and certificate programs.
Action Item 5.7 (Assessment of
programs). The Outreach School will rededicate its efforts
to appropriate and effective assessment, including systematic needs assessments
in cooperation with other university outreach units, and the utilization of
assessment results in planning and programming.
Access. The essence of the Outreach School is providing access to the
programs of the University for Wyoming citizens. We continue to be dedicated to improving
access for diverse learning opportunities.
It should be noted that access and rigor in academic programs are not
mutually exclusive, and attention will be devoted to ensuring that procedures
and expectations are in place that will support the rigor demanded in academic
programs.
Goal 6:
Diversity, internationalization, and access. Diversity, internationalization, and access are
issues as important to the Outreach School as to the rest of the
institution.
Action Item 6.1 (Support diversity programs). The Outreach School will continue to support programs
that encourage learning about and understanding of diversity, whether those are
academic degree programs, non-credit public programs, programs offered by other
units within the university, or Wyoming Public Radio programming. When possible and appropriate, we will
utilize distance education technology to make these programs available
statewide.
Action Item 6.2 (Enhance internationalization). In cooperation with the International Studies
Program and International Programs, the Outreach School will address the paucity of
international perspectives and opportunities in outreach academic programs by
6.2.a. Developing more international learning opportunities
(e.g., coursework and short-term travel opportunities) for outreach students.
6.2.b. Encouraging international student enrollment in
courses offered through Outreach.
6.2.c. Enhancing non-credit global learning and travel
opportunities.
6.2.d. Continuing the global reporting and international
cultural programming available on Wyoming Public Radio.
Action Item 6.3 (Increase access to university educational
resources). The mission of the Outreach School is to increase access to
university credit, non-credit, and general learning opportunities. We will meet this mission by
6.3.a. Continuing to meet the demand for additional
courses, course sections, and degree programs.
6.3.b. Supporting articulation between UW departments and
community colleges.
6.3.c. Developing
programs and processes that help students adjust to distance learning.
6.3.d. Increasing the physical accessibility of our
learning environments through attention to the needs of students with
disabilities.
6.3.e. Supporting the development of more financial aid for
part time students.
6.3.f. Attending to the special needs of non-traditional
and first generation students.
6.3.g. Planning CSE, UWTV, and WPR programming to
increase access to UW programs and resources.
Goal 7:
Technological Infrastructure. Making
university programs available to the state and beyond is accomplished in part
by utilizing the variety of technologies available. All divisions of the Outreach School have some dependence on
distance learning technologies to deliver programming, which makes Outreach
Technology Services an essential part of the Outreach School. The Outreach School is dedicated to the support
of a robust, effective, flexible, and affordable set of technologies that will
enhance learning opportunities – in traditional as well as distance learning
environments.
Action Item 7.1 (Evaluation of
technological infrastructure). The Outreach School will assist in the
evaluation of UW’s current infrastructure and support. We have already begun the process with an
evaluation of these issues within the Outreach School.
Action Item 7.2 (Technology planning, funding, and implementation). The Outreach School will collaborate with
Information Technology, the ECTL, the Office of Research, and the University
Libraries in the development of an institutional technology plan, the examination
of funding strategies for new technologies, and the implementation of these new
technologies. The potential for
productive collaboration has already been demonstrated in the process utilized
to develop an Internet-based video conferencing system supported by a U.S.
Department of Education grant (2003).
Action Item 7.3 (Distance learning technologies).
Outreach Technology Services will continue to research, test,
acquire, and implement new distance learning technologies to support credit and
non-credit programs delivered by the Outreach School.
Partnerships and Synergism. “Partnerships are paramount for the
Outreach School” was one of the early conclusions
from the scenario planning process initiated by the Outreach School in 2001-2002. Partnerships and synergism include the
institutional topics of the learning environment; scholarship and graduate
education; diversity, internationalization, and access; structure of the
curriculum; faculty positions and new programs; technological infrastructure;
and outreach, extension, and community service. The Outreach School’s dedication to partnerships and
the synergisms they produce is integrated throughout this planning
document. However, we will focus efforts
to enhance partnerships and synergy in specific ways.
Goal 8: Faculty positions, new programs, and
collaborative efforts. In addition to the other partnerships discussed
throughout this planning document, a specific example of productive
partnerships is found in the institutional issue of Faculty Positions and
New Programs. To this we would add the need for
collaborative efforts across the university. This is of particular importance
to the Outreach School with regard to accommodating increasing demands for
outreach programming and developing appropriate financial investment in and
reward structures for programs delivered through Outreach.
Action Item
8.1 (Planning new programs). The Outreach School will continue to work collaboratively with academic
units as they plan new programs for outreach delivery.
Action Item
8.2 (Support for instructional positions).
Through the Central
Position Management process the Outreach School will continue to support faculty positions that
include outreach responsibilities. We
will also continue to provide funding for academic professionals and graduate
assistants, as appropriate, for the support of programs offered through
outreach.
Action Item
8.3 (Investment in programs offered through outreach). As
noted above, the Outreach School will work cooperatively with academic colleges and
departments to develop flexible and equitable investment in and rewards for
involvement in outreach programs.
Action Item
8.4 (Written agreements). In
cooperation with our partners, the Outreach School will develop and maintain written agreements with all
university units offering programs through the Outreach School so that details of the partnership are understood by
all those involved and all those who may take over programs in the future.
Action Item
8.5 (Non-credit programming
partnerships). The Outreach School will maintain current and develop new collaborative
programming in non-credit areas through Community Service Education, WPR, and
UWTV.
Action Item 8.6 (Community college
partnerships). The Outreach School will maintain and enhance
community college partnerships by updating cooperative agreements and defining
additional ways in which to collaborate effectively with community colleges.
Action Item 8.7 (International partnerships).
In
cooperation with International Programs, the Outreach School will explore
opportunities to establish relationships with outreach programs at UW partner
institutions.
Action Item 8.8 (UW Education and Conference Center). Through its Community
Service Education Division, the Outreach School will support the
development and operation of the proposed UW Education and Conference Center.
Accommodation of Growth. The demand for outreach programs is
reflected in continually increasing enrollments in academic programs;
increasing demand for non-credit courses, conferences, and programs; increased
interest in statewide Wyoming Public Radio programming; and rapidly developing
interest in technologies that allow broad access. We have addressed our dedication to
accommodating growth throughout this planning document. However, specific issues associated with the
accommodation of growth are noted here.
The Outreach School will utilize needs
assessments and other sources of information to help address growth
effectively. We will structure our path
to accommodation of growth on our learning from the scenario planning process
in which the Outreach School has been engaged since
2001. Our scenario planning process will
allow us to better understand the environment and influences that affect us and
to be prepared, responsive, and effective in the near, medium, and long term.
We will continue to look at the critical uncertainties that characterize the
environment in which we must operate, as well as the early indicators that
provide up-to-date information about the realities of the evolving
environment.
Goal 9:
Facilities. The need for space is one of the
most pressing concerns for the Outreach School as it addresses the demands
of growth. Therefore, the Outreach School will seek appropriate space for
its operations to accommodate the growth in demand for all Outreach School programs.
Action Item 9.1 (Facilities inventory). The Outreach School will undertake an inventory
of space currently allocated to the School and an analysis of Outreach School space needs.
Action Item 9.2 (UWCC facility
planning). The Dean of the Outreach School and the Associate Dean and
Director of the UW/CC Center will work with Casper College to determine the
feasibility of joint facilities development and consolidation to support the
common missions of Casper College and the UWCC Center. Increasing enrollment and
lack of space make this a high priority for the Outreach School.
Action Item 9.3 (Physical co-location
of Outreach School
units). As part of the implementation
of the university’s capital facilities planning processes, the Outreach School will seek a long-term
solution to the problems associated with the dispersal of Outreach School units across the Laramie campus. Of particular importance is the inappropriate
and inadequate space currently assigned to WPR, one of the university’s most
important and far-reaching statewide connections.
Action Item 9.4 (UW facilities in Cheyenne). The Outreach
School Dean will explore the development of permanent UW facilities in Cheyenne based on the UWCC
model. These facilities might include
permanent employees, a slate of baccalaureate and graduate program offerings,
and cooperative instructional arrangements with Laramie County Community College. An additional goal should be the
consolidation of diverse UW offices and administrative functions now located in
Laramie County.
Action Item 9.5 (Enhance Regional Centers). As part of the university’s capital facilities
planning processes, the Outreach School will develop a plan for the
enhancement of specified Outreach School Regional Centers across the state,
seeking where possible to co-locate with other University outreach units.
Goal 10:
Human Resources. As we have noted throughout
this plan, the Outreach School continues to be faced with
rapidly increasing demands for all Outreach School programs. It is clear that the Outreach School
continues to be a major vehicle through which the University interacts with the
citizens of the state of Wyoming: Student credit hours offered through Outreach
constituted 13% of the student credit hours offered by the university in
2003-2003; over one-quarter of the university’s students are enrolled in
programs offered through outreach.
Community Service Education had over 14,000 participants in non-credit
and enrichment programs in 2002. Every
week more than 58,000 individuals from across Wyoming listen to Wyoming Public Radio.
Action Item 10.1 (Personnel – task
analysis). The Outreach School will undertake a review of
its responsibilities and the personnel available to meet those responsibilities,
in order to determine how best to handle growth and continue to serve students effectively
in outreach programs.
Goal 11:
Development. As the Outreach School has become integrated into the core of the university,
it has taken on the character and responsibilities of core institutional
units. The Outreach School will assist the university in its capital campaign
and more closely link Outreach students, clients, and listeners to the
University through a development program.
Action Item 11.1 (Outreach School
development program). The Outreach School will create and implement an effective development
plan in cooperation with academic colleges and the UW Foundation.
Appendix I
Outreach School
Progress on Academic Plan 1999-2004
Action Items
1.
Action items for which the Outreach School was directly
responsible
Action Item 48: Complete a
comprehensive statewide educational needs assessment to determine the demand
for baccalaureate and graduate-level degree and non-degree programs. Use the results from this effort to determine
current and future off-campus program commitments, including the possibility of
a more significant institutional presence in Cheyenne. Needs assessments
completed (1999 and 2003) and results
utilized in planning (e.g., teacher education in literacy and middle school
math instruction). completed, but will
receive ongoing attention.
Action Item 49: Determine core
and entrepreneurial off-campus degree programs, and develop the procedures for
the implementation of each. Core programs identified;
a select number of entrepreneurial programs initiated; continuing adjustments
and initiatives made as needed. completed, but will
receive ongoing attention.
Action Item 50: The Outreach School will allocate compressed video time to
maximize instructional and financial efficiencies. Implemented and maintained interactive video
conference (compressed video) course management that maximizes instructional
and financial efficiencies (2000). completed, but will
receive ongoing attention.
Action Item 51: Academic
Affairs, the Outreach
School, and InfoTech will cooperate in
investigating all appropriate alternatives for replacing the existing
compressed video system. This will
require exploring opportunities associated with the US West network, the State Telecommunications
Office, and Wyoming community colleges. The Outreach School participated in the
initial implementation of the Wyoming Equality Network (WEN),
including the delivery of pilot programs in middle school math teacher
preparation and a first year German course.
Research undertaken by Outreach Technology services; planning and
implementation of a pilot video conferencing system delivered through the
Internet undertaken collaborative with a variety of academic units funded by a U.S. Department of Education
grant (2003). Initiated and will
receive ongoing attention.
Action Item 52: The Outreach School should reorganize UWTV from a stand-alone
unit and integrate it with the other outreach technology support services. The
primary mission of UWTV should be providing instructional support for outreach
academic programs. Outreach Technology
Services division has been organized within the Outreach School to include
UWTV, video engineers to maintain compressed video equipment and support UWTV,
and computer support for distance delivery technologies. UWTV has refocused on outreach efforts and
upgraded production facilities for instructional program productions (e.g.,
“Cent$ible Nutrition,” broadcast on Wyoming Public Television). completed, but will receive ongoing
attention.
Action Item 116: The instructional designer positions, located
in the Outreach School, should be consolidated into the Center for
Teaching Excellence (CTE) to establish a central resource for electronic course
development. This move is consistent
with the recommendations made in the 1997-1998 Outreach Plan. Implementation of this action item should
take place when the future role and mission of the CTE are more firmly
established and a permanent director of the CTE is in place. Outreach School instructional designers
and CTE (now called the Ellbogen Center for Teaching and Learning
– ECTL) instructional designers work closely together to meet the needs of
faculty utilizing technology to enhance learning. It has been determined that physical
consolidation is not necessary, especially given the close partnership between
the Outreach School and the ECTL developed
after 2001. Completed and will
receive ongoing attention.
Action Item 156: To tailor
tuition revenues to delivery costs and fluctuating demand, the Outreach School should establish a flexible tuition policy
for entrepreneurial courses. AND Action
Item 158: The Outreach School will
recommend a single tuition rate and an additional technology delivery fee for
outreach courses offered via Online UW and WGU to offset the associated
overhead costs. The tuition and delivery
fee should anticipate future modes of delivery of “core” outreach
programs. In 2000, the UW Board of
Trustees approved a streamlined tuition schedule for outreach students. The new schedule establishes a single tuition
rate for all core programs, allows for variability in entrepreneurial programs
(such as Online UW and the outreach MBA program), and assesses a $10 per credit
delivery fee. Completed.
Action Item 157: For entrepreneurial
programs, the Outreach
School should establish an incentive-based salary
scale that will allow revenues in excess of program costs to be shared between
the instructor or department and the Outreach School. Some revenue sharing is
utilized in select outreach graduate programs; comprehensive incentive-based
salary scale not researched or implemented.
Should
be considered in academic plan 2004-2009
as part of program investment research and planning.
Action Item 159: In accordance
with the recommendations of the 1998 Outreach Report, the Vice President for
Academic Affairs, in concert with the Dean of the Outreach School, should develop a mechanism to incorporate
the infrastructure costs of distance education as an institutional responsibility. No action taken.
Should
be addressed in Academic Plan 2004-2009.
Action Item 160: Permanent
teaching positions currently budgeted with off-campus programs should be
transferred to Academic Affairs in the next budget cycle. At a schedule to be determined by the Vice
President for Academic Affairs, control of teaching positions will be
transferred to their academic homes.
…[T]he instruction associated with those personnel will remain as
permanent obligations of the colleges to the Outreach School. Positions transferred to
academic departments/colleges (2002). Completed.
2. Action items that addressed Outreach issues
Action Item 17:
Review the rules governing the distribution of scholarships for
part-time, non-traditional, and distance students; implement procedures to
convert an appropriate percentage of student aid to programs that serve
part-time and non-traditional students. Federal aid is available to part-time
students. Additional scholarships have
been identified for part-time and non-traditional students. The Outreach School has undertaken communication and procedures in
partnership with Wyoming community colleges to secure federal financial aid eligibility for
students who enroll in a community college and the University at the same
time. completed.
Action Item 19: Within the
constraints imposed by federal financial aid regulations, explore ways of
tailoring student aid specifically to meet the needs of non-traditional and
distance-learning students. Distance learning students
currently received the same level of aid as campus students, including
appropriate adjustments for the purchase of computers. Non-traditional students’ budgets are
adjusted on a case-by-case basis to reflect special needs. The Outreach School has designed and produced
a brochure and corresponding procedures for Wyoming National Guard member
access to legislative educational funding in partnership with Student Financial
Services. completed, but will receive ongoing attention.
Action Item 20: The Vice
President for Academic Affairs and the Deans of the Graduate School and the
Outreach School, in close consultation with the Faculty Senate and the Graduate
Council, should consider guidelines for creating and implementing certificate
programs. Certificate program approval procedures
defined and approved by the deans' council; distance learning certificate
programs initiated in Real Estate, Land Surveying, and Early Childhood
Administration (2001). Completed.
Action Item 26: Continue efforts
to help academic personnel, staff, and students understand issues related to
diversity, including but not limited to faculty and staff development
programs. The Outreach School has co-sponsored
workshops, seminars, and institutes promoting a greater understanding of issues
related to diversity. The School has
also supported the development of distance courses critical to students’
educational experience and understanding of multicultural issues, a diverse
society, and contemporary challenges. We
have initiated discussions regarding universal design standards for more
effective access for students with disabilities and supported instructor
workshops in course design for access. Initiated, and will
receive ongoing attention.
Action Item 57: The Vice President
for Academic Affairs, in consultation with the SENR and IENR Director, deans,
and the SENR faculty and IENR advisory committees, will design and provide
on-campus courses for non-ENR majors and off-campus outreach and extension
courses and services to meet the needs of Wyoming citizens for both
professional development and general interest learning about ENR issues
important to the West. The Outreach School supported the development
and delivery of courses in web-based technologies as well as extensive professional
development activities for teachers. The
Outreach School, in conjunction with SENR
has supported a course and public speaker series focused on environment and
natural resources issues at the UW/CC Center.
Initiated
and will receive continuing attention.
Action Item 95: College of Education:
Eliminate the undergraduate programs in Industrial Technology, Business
Education, and Family and Consumer Science Education. Where appropriate, pursue discussions and
articulation with Casper
College and other community colleges that may be
interested in absorbing some of the curricula related to these areas. Industrial Technology Education degree has been
transferred to the UW/CC Center and is offered through the collaboration of the
College of Education, the UW/CC Center, and Casper College. Faculty member hired and methods courses
offered 2003-2004). Completed.
Action Item 109: The Vice
President for Academic Affairs will meet with the Dean of Outreach and the Dean
of the College [of Health Sciences] to see what steps can be taken to increase
the production of bachelor's degrees in Dental Hygiene. Curricular integration (Sheridan College and UW) examined and
adjusted. In the years covered by
Academic Plan 1999-2004, the number of students completing bachelor’s degrees
has, on the average, doubled. Initiated and will receive ongoing attention.
Action Item 145: Central
Position Management: …In addition to
soliciting advice from the academic deans, the President and Vice President for
Academic Affairs will also seek counsel from the Vice President for Research,
the Dean of the Outreach School, and the Dean of the Graduate School. The Outreach School Dean is involved in
Central Position Management discussions and decisions. In 2002 the Outreach School began financial support
for academic college CPM requests. Completed and will receive ongoing
attention.
Action Item 155: Units involved in core off-campus programs
should include off-campus teaching in the job descriptions of all newly hired
academic personnel. These units should
also consider schemes for distributing these responsibilities among all of
their instructional staff. Academic
position allocations should also recognize the needs of certain units charged
with delivering core off-campus programs. The position
allocation process initiated in 2000 began integrating off-campus instructional
responsibilities into faculty job descriptions; departments with outreach
programs distribute outreach teaching across department faculty; and outreach
needs are a priority in CPM. The Outreach School participates in
the selection of faculty and the development of job descriptions for faculty
whose responsibilities include distance instruction and advising (e.g., Adult
Learning and Technology, African American Studies, Political Science). Completed and will receive ongoing
attention.