APPENDIX A

APPENDIX A:

Structure And Governance Of Academic Affairs

The vice president for academic affairs, together with the deans of the academic colleges and the directors of the academic support units, is responsible for ensuring the academic integrity of the courses and programs offered by Dakota State University. Consequently, the vice president for academic affairs has direct responsibility for the academic programs offered by the institution, as well as direct responsibility for the Assessment Office, the Center of Excellence for Computer Information Systems, Computing Services, the Office of Distance Education, the Graduate Programs Office, and the Karl E. Mundt Library. To support the academic functions of the institution, the vice president for academic affairs also directs the activities of and receives guidance from these institutional committees / advisory groups: Academic Council, Assessment Coordinating Committee, Computing Resource Advisory Committee, Curriculum Committee, Honors Committee, and the Graduate Council.

Degree programs are offered in four colleges: the College of Business and Information Systems, the College of Education, the College of Liberal Arts, and the College of Natural Sciences. Each college is administered by a dean who reports to the vice president for academic affairs. Deans, rather than department heads, are responsible for the day-to-day management of the college and faculty as well as management and oversight of the college's curriculum, scheduling, faculty evaluation, administrative reporting, budget development, and outreach. Each college has a mission statement and strategic initiatives that guide the decision-making of both the college faculty and the dean.

College of Business and Information Systems

Mission: The mission of the College is to educate and prepare students to be life-long learners and professionals in business, information systems, computer science, business and computer education, and health information management. Through the integration of information technology throughout the curriculum, individuals are challenged to develop information management skills, to think logically, and to make sound decisions.

Academic Programs: The college offers degree programs in accounting (BBA), applications programming (A.S.), business education (B.S. Ed.), business management (A.S.), computer education (B.S. Ed.), computer science (B.S.), finance (BBA), health information administration (B.S.), health information technology (A.S.), information systems (B.S. and M.S.), management (BBA), management information systems (BBA), marketing (BBA), office management (A.S.), professional accountancy (B.S.), and minors in not-for-profit management, business education, information systems, and computer education.

FY00 Strategic Initiatives: In recent history, the college has experienced rapid enrollment growth in its undergraduate programs and has initiated the institution's first master's degree (in information systems), with the first courses in that program offered in Fall 1999. To accomplish the college's mission and to support its academic programs, the college adopted these strategic initiatives for FY00:

1. Implement the Masters of Information Systems and offer initial classes during the fall of 1999. This will entail developing all needed services and materials for marketing, application, student contact, advising, etc.

2. Define ACBSP accreditation standards for the entire college and establish initiatives to address areas of weakness. Seek initial candidacy for accreditation by 2000.

3. Work with the business faculty to set direction and priorities for these programs. A special focus will be made on the recruitment of highly qualified accounting, finance, and marketing professors during 1999-2000.

4. Strongly encourage an increased faculty emphasis on scholarly research through the mass attendance at an appropriate regional meeting for faculty presentation and publication in the refereed proceedings.

5. Continue to aggressively recruit outstanding faculty members in the information systems and computer science areas. The computer science area will receive particular attention during the next year in this regard.

6. Restructure the administrative structure of the college to provide better services to existing and potential students.

7. Plan and implement a major and minor in electronic commerce.

College of Education

Mission: The mission of the College of Education is to prepare teachers who are catalysts for change—teachers who will be able to identify new demands on schools and teachers, pose creative solutions and marshal a wide range of resources to affect necessary changes.

Academic Programs: The college offers degree programs in elementary education (B.S. Ed), elementary education / special learning and behavioral problems (B.S. Ed) and computer education and technology (M.S. Ed.). In addition, the college provides the professional education courses for the secondary education degree programs housed in the other three academic colleges.

FY 00 Strategic Initiatives: At the undergraduate level, the State of South Dakota recently approved new state administrative rules governing teacher preparation, which become effective September 1, 2000. Curriculum within the College of Education and within the secondary education degree programs in the other three colleges was revised during the 1999-2000 academic year to meet the new state administrative rules. These curriculum changes were reviewed by the Professional Education Council and University Curriculum Committee prior to submission to the State Board of Regents and the State Department of Education and Cultural Affairs for review and approval. The college is currently working to design a

Appendix A

computerized tracking system to ensure all students experience diversity and exceptionalities in their pre-service and student teaching assignments. Also during the 1999-2000 academic year, the college planned and implemented a master's degree in computer-based education and technology in collaboration with DSU's College of Business and Information Systems and with the University of South Dakota in Vermillion. The graduate degree program was approved by the Board of Regents in June 1999 and received final approval from NCA in April 2000. To accomplish the college's mission and to support its academic programs, the college adopted these strategic initiatives for FY00:

1. Plan and implement a master's degree in computer-based education and technology in collaboration with other DSU colleges and the University of South Dakota.

2. Continue to provide field experiences that are sequenced, of high quality, extensive, and diverse so as to provide every candidate the opportunity to study and practice in a variety of communities with students of different ages, and with culturally diverse and exceptional populations.

3. Assure that all education programs meet or exceed the new state administrative rules that become effective September 1, 2000; the learned society standards as approved by NCATE; the standards from the International Society for Technology in Education (ISTE) for designing and delivering curriculum for pre-service teachers; and are inclusive of the K-12 state content standards.

4. Continue to enhance the use and integration of technology as a tool for teaching, learning, and professional productivity.

5. Actively recruit and retain a diverse faculty to assist the academic community in appreciating the positive contributions of diversity.

6. Actively recruit and retain a diverse student body.

7. Foster an environment that encourages and supports faculty members' personal and professional growth in knowledge, skills, judgment, and contributions to the professional community. The College of Education faculty will continue to represent DSU through research, publications, presentations, active participation, and leadership in professional organizations.

College of Liberal Arts

Mission: The College of Liberal Arts offers programs and courses that are the foundations of successful careers. Liberal Arts courses are essential parts of higher education, and, in addition, they are worthwhile for their own sake, and they will provide lifetime activities.

Academic Programs: The college offers degree programs in English for information systems (B.S.), English education (B.S. Ed.), fitness-wellness management (B.S.), physical education (B.S. Ed.), general studies (A.A.), and minors in art, English, French, health, history, music, physical education, social systems, Spanish, speech communications/theatre.

FY00 Strategic Initiatives: Because the college provides many of the courses accepted as general education credit, the college's faculty were instrumental in guiding the discussion and curricular changes that occurred at DSU as a result of changes in the system-wide general education policies and procedures and in the goals, outcomes, and criteria for courses accepted for general education credit. In addition, the

Appendix A

college has taken an active role in proposing new, technology-based degree programs for the institution. To accomplish the college's mission and to support its academic programs, the college adopted these strategic initiatives for FY00:

1. Review present courses and curricula and plan and promote new curricula - in particular, the following:

• Multimedia/Web Design Minor

• Multimedia/Web Development Major

• Multimedia/Web Master's Degree

• Information Society Major

2. Review and revise assessment plans in each major area; continued development in each major will be guided by regular college assessment procedures.

3. Discuss renovation of the Dakota Prairie Playhouse and the addition of set-building space; discuss plans for renovation of the Performing Arts Center.

4. Discuss the means of recruiting and retaining a diversified student body and a diversified faculty and staff - including an emphasis on international students.

5. Provide rationale for and promote the continued update in hardware and software for the college (with a focus on multimedia and the web); continue to promote and expand the intensive and imaginative use of computers in courses and programs throughout the college - in particular, the se of the Internet web and Intranet web.

6. Continue scholarship and artistic endeavors including conference presentations, publications, and artistic presentations and showings.

7. Continue to support a high level of activities in art, athletics, drama, music, speech, and student publications.

College of Natural Sciences

Mission: The mission of the College of Natural Sciences is to provide DSU students with quantitative skills, scientific reasoning abilities and an introduction to one or more aspects of the natural world. In achieving that mission, we are committed to the integration of technology and to interdisciplinary approaches across the college that model the interconnected nature of learning.

Academic Programs: The college offers degree programs in biology for information systems (B.S.), biology education (B.S. Ed.), mathematics for information systems (B.S.), mathematics education (B.S. Ed.), physical science with chemistry and physics tracks (B.S.), physical science education with chemistry and physics tracks (B.S. Ed.), and respiratory care (A.S. and B.S.).

FY00 Strategic Initiatives: During the 1999-2000 academic year, the college faculty revised the curriculum for four degree programs (Chemistry for Information Systems, Physics for Information Systems, Chemistry Education, and Physics Education), collapsing the four programs into two programs (Physical Science and Physical Science Education). This curricular change removed the isolation commonly found in traditional physics or chemistry degree programs and highlights the intimate relationship between these

Appendix A

disciplines. It also provides a modern, technology-intensive approach to the program content because of the emphasis on computational tools and computer modeling. Currently, South Dakota has a state-wide shortage of science teachers at all levels of K-12 education, with a particularly critical shortage in chemistry and physics. The curricular changes in physical science education were specifically designed to meet the standards for 7-12 endorsements in chemistry education, physics education and physical science education. To accomplish the college's mission and to support its academic programs, the college adopted these strategic initiatives for FY00:

1. Maintain a faculty of high quality professionals with strong disciplinary backgrounds,
interdisciplinary interests, and competences with educational technology. Retain that faculty by providing suitable working conditions and opportunities and support for professional development and career advancement.

2. Provide students with the disciplinary, communication, reasoning, and technology skills to be well-qualified, successful professionals in 21st century education, business, government, and public services. This effort will be guided by relevant accrediting agencies, the recommendations of professional societies, and by close collaboration with the College of Education.

3. Expand ongoing efforts in providing technologically enhanced teaching/learning environments and on-line interactive educational resources within the college, including collaborations with other SD BOR Universities, other post-secondary educational institutions, and K-12 schools. Provide (through collaborative work with the University, CRAC, Physical Plant, and other responsible groups) facilities for this effort which are technologically current, universally connected to the Internet, up to appropriate standards and maintained in proper condition for use by faculty and by all students in all classes.

4. Increase efforts at recruitment and retention of highly qualified students through on-campus visits, visits to schools, expansion of the informational/educational aspects of the college web site, liaisons with school teachers and administrators, and continued participation in campus-wide programs to increase retention of students.

5. Continue to serve the South Dakota public through projects on university level science/math pedagogy, and educational outreach initiatives in teacher development, such as those supported by the National Science Foundation and the Eisenhower program, and through health-related outreach efforts by the Respiratory Care program.

Assessment Office

Mission: The Assessment Office is responsible for implementing DSU's Assessment Program and the Board of Regents' proficiency testing requirements. The Assessment Office provides the campus with a series of assessment reports that are designed to be one means of assessing the curriculum, monitoring students' opinions, and providing additional information on the academic status of DSU's students.

Assessment Programs: The Assessment Office is directly responsible for assessment of academic programs at three levels / intervals: entry-level assessment (appropriate course placement of freshman and transfer students); general education and BOR proficiency testing; and major-field assessment of graduating students. In addition, the office is responsible for all data collection related to institutional effectiveness: satisfaction survey of students, faculty, staff, and administration; retention and graduation rates; and graduate and employer surveys.

Appendix A

FY00 Strategic Initiatives: To accomplish the office's mission and to support its assessment programs, the office has adopted these strategic initiatives for FY00:

1. Develop additional publications to inform students, faculty and staff.

2. Create an assessment brochure for faculty and staff.

3. Revise the assessment office literature provided to students.

4. Continue to improve the assessment web site.

5. Document the link between strategic planning and institutional effectiveness.

6. Assist with the implementation and review of the university's assessment program.

7. Work with assessment committees and the colleges to ensure that assessment data are being used in curricular changes.

8. Review and update the DSU Assessment Plan.

9. Review assessment methods and standards for incoming students.

10. Expand the assessment plan to include graduate programs.

11. Assist in the development and use of new assessment tools.

12. Work with Distance Education Office to create on-line survey forms for students.

13. Create web-based forms for assessment documents.

14. Administer computer integration survey.

15. Continue to work with system assessment committee.

16. Develop common coding conventions for placement and proficiency data.

17. Utilize multi-institutional screens for tracking proficiency data.

Center of Excellence in Computer Information Systems

Mission: The Center of Excellence in Computer Information Systems, working collaboratively with administrators, faculty, and students at Dakota State University and within the College of Business and Information Systems, will achieve regional and national recognition for DSU's computer information systems (CIS) program. This mission will be achieved through the recruitment of outstanding students and faculty, the continuous improvement of the CIS program and its offerings, the encouragement of faculty and student research in the field, and the extension of CIS educational programs beyond the traditional classroom.

Center of Excellence Programs: The Center of Excellence includes faculty, staff and students who have a high level of information systems skills, together with knowledge in a traditional discipline. The center encourages and funds the research and development activities of faculty / student teams and hosts an annual conference to assist in the dissemination of the latest research in the information systems discipline.

FY00 Strategic Initiatives: To accomplish the center's mission and to support its programs, the center adopted these strategic initiatives for FY00:

Appendix A

1. Develop educational opportunities for students, faculty, businesses and agencies to learn about current competitive strategies relating to the utilization of new technology and information management methods and the application of information technology and information systems to solve problems, increase effectiveness, or enhance productivity:

• Host a one-to two-day symposium and exposition for faculty, students, and business community in April 2000.

• Develop presentation tracks for students, faculty, and industry professionals.

• Invite local and regional companies and agencies to exhibit their computing products and services.

• Develop a CECIS minor in computer information systems for students at Dakota State University.

• Develop a CECIS minor that can be offered through distance education to students at other state universities in South Dakota in the future.

• Support the initiation, development, and continuous improvement of the Master of Science in Information Systems degree.

2. Work with Enrollment Services to attract outstanding students to DSU and CECIS

• Allocate CECIS scholarships to current and incoming students.

• Work to obtain personal computers for all incoming CECIS students.

• Meet with prospective students and their parents to explain the benefits of CECIS.

3. Support research by faculty members and students:

• Provide financial support to faculty members to mentor students through the research process.

• Award grants ranging from $1000 to $3000 to encourage joint faculty-student research.

• Allocate $2000 to support faculty and students to present joint papers presented at conferences.

• Provide financial support to allow faculty members to reduce their teaching loads by one course as needed to provide the necessary time for joint faculty-student research projects.

• Award two registration and travel stipends (maximum $300 each) to faculty members to attend professional development opportunities.

• Allocate five registration and travel stipends (maximum $100) to students to attend professional development opportunities.

4. Develop outreach activities for students to network with managers from businesses and governmental agencies to enhance internship and employment opportunities:

• Work with Placement Services to ensure that employers are knowledgeable about CECIS students and their capabilities.

• Arrange an opportunity for corporate and agency partners to visit with CECIS students and faculty at DSU each semester.

• Support student job search efforts.

• Provide information and support for students to attend the Annual Career Fair in Sioux Falls and other corporate on-site job fairs.

Appendix A

• Invite corporate recruiters to conduct workshops on resume writing, interviewing techniques, evaluating benefits, and negotiation skills.

5. Participate in various opportunities with local, regional, and international organizations to help DSU and CECIS become regionally, nationally and internationally known:

• Expand the CECIS advisory board.

• Encourage faculty to serve on committees of nationally and internationally known professional organizations and conferences and to make presentations at those conferences.

• Encourage faculty to provide information systems solutions to organizations through presentations, training sessions, or consulting.

Computing Services

Mission: The mission of Computing Services is to provide computing resources (including personnel, hardware, and software) to support the varied computing activities required at DSU for all academic and administrative units of the institution.

Computing Services Programs: Computing Services is organized into five functional teams: Maintenance and Repair, Connect the Schools, Educational Technology Support, Administrative Support Services, and Network Services. Computing Services employees are the only individuals on campus authorized to move, service, and repair DSU's computing equipment. In addition, they are responsible for all computer lab maintenance, including software installation, upgrade support, preventative maintenance, machine regeneration protocols, and hardware repairs. The office maintains an electronic information desk for ordering supplies and for requesting machine maintenance, trouble-shooting or problem-solving and a web-based FAQ site that addresses common hardware and software problems / issues on campus. One team of Computing Services staff is dedicated full-time to the Connect the Schools Project _ literally connecting K-12 schools and K-12 instructors electronically through server equipment housed and maintained by DSU. Currently, 92 school districts and 222 individual schools are connected through the DSU project. The schools that are part of the project can be found on the map at http://cts.state.sd.us/images/ctstatus.gif Finally, the office also provides application software development for academic and administrative systems, including new development, current application maintenance, and ad hoc support requirements. Resource allocations are controlled centrally through this office but are guided by the recommendations of the Computing Resource Advisory Committee, a predominantly faculty-based committee.

FY00 Strategic Initiatives: To accomplish the office's mission and to support its programs, the office adopted these strategic initiatives for FY00:

1. Within networking services, implement Phase I of the plan to convert from hubs to routers/ switches to provide gigabit backbone services to 6 principle campus buildings.

2. Within networking services, support the implementation of new standard software

• License and install Office 2000

• Plan for conversion from W-95 to NT-Workstation

Appendix A

• Continue to migrate web pages from Unix to NT-Servers to permit offices to maintain web-based information through FrontPage.

• Install Oracle server in collaboration with business and information systems faculty.

3. Establish a unit to support the Governor's Connecting the Schools project.

• Implement servers to support K-12 e-mail and web-hosting.

• Develop procedures/processes to add new students and teachers to the sites.

4. Within administrative support services, continue to support the implementation and utilization of the Datatel/Colleague record system.

• Implement EPOS phone interface to Datatel

• Implement reporting components of Datatel/Colleague

• Continue to provide training/support for DSU faculty/staff.

5. Within educational technology support, continue to support faculty development of web pages to support instruction or to deliver distance education classes.

• Continue to plan for adequate server resources to support faculty efforts to develop web-based instructional materials.

• Collaborate with distance education and business/information systems faculty to implement an Oracle server to support database classes and web-based delivery.

6. Continue to develop proposals to plan, install, and implement video-networking services to complement existing and proposed data networking initiatives and to support delivery of academic programs, with special emphasis on connectivity to the K-12 video network to be implemented by the state in 2000.

Distance Education

Mission: The Office of Distance Education redefines the university experience for students by providing a flexible learning environment that is not directly linked to the classroom. Through innovation in technology, applied to the academic programs at DSU, the Office of Distance Education will deliver programs to diverse populations throughout the state, the nation, and the world, applying technology with a personal touch.

Distance Education Programs: The Office of Distance Education provides development, marketing, and delivery support for the institution's distance-delivered programs and courses. To aid faculty in course development, the office annually funds a summer grant development program. To aid in course delivery, the office funds on-line student assistants for faculty and provides instructional technology assistance. The office is also responsible for all course / program marketing efforts, for providing enrollment and student services to distance students, and for encouraging course development by faculty.

FY00 Strategic Initiatives: To accomplish the office's mission and to support its programs, the office adopted these strategic initiatives for FY00:

1. Effectively and aggressively market the DSU online courses and programs.

• Develop and distribute course and program brochures.

Appendix A

• Work with colleges to find appropriate markets for the new programs.

• Increase enrollments in the online courses and programs.

2. Provide University services to the distance students in the online programs.

3. Work with the colleges and the graduate coordinator to develop admissions and registration procedures for upcoming graduate programs.

4. Provide a one-stop atmosphere for enrollment and student services for distance students.

5. Provide support to the faculty for the design, development and delivery of off-campus courses and programs.

Graduate Programs Office

Mission: The mission of the Graduate Programs Office is to promote excellence in graduate education at DSU. To this end, the director of the Graduate Programs Office collaborates with and supports the functions and responsibilities of the Graduate Council, the graduate admissions committees within each college, and the graduate faculty in order to prepare life-long learners and future leaders in the information age.

Office Functions and Responsibilities: The Graduate Programs Office was organized and the first director hired in June 1999, following approval of the first graduate program. The office is responsible for developing and maintaining the application and admission process; for maintaining communications with current graduate students; for establishing and enforcing policies and procedures related to graduate programs; and for providing support services to graduate students. The Graduate Programs Office shares in the responsibility for program promotion and student recruitment; for course scheduling; and for program development.

FY00 Strategic Initiatives: To accomplish the office's mission and to support its programs, the Graduate Programs Office adopted these strategic initiatives for FY00:

1. Support and assist the Graduate Council in the development of academic policies related to graduate study and degree programs, particularly those policies that involve admission, standards of work, courses and programs of study, and other requirements for advanced degrees.

2. Develop procedures related to application and admission to graduate programs.

3. Work with deans to ensure coherent program development.

4. Assist prospective students in learning about the university and its graduate programs.

5. Review and evaluate application packages to ensure applications are complete and accurate and that all requirements and prerequisites for admission are met; coordinate graduate admission committee activities to facilitate application review and admission decisions; communicate with students about application status.

6. Serve as a ex-officio member of the graduate admission committees within each college and provide supporting documentation to facilitate their decision-making.

7. Report annually to the Graduate Council to update them on admissions and the admission process of each graduate admissions committee.

Appendix A

8. Work with the deans and graduate faculty to coordinate course sequencing / rotation and course selection to ensure students complete their programs of study in a timely fashion.

9. Apprise students of course sequencing and scheduling; monitor student progress; assist students in planning their program of study.

10. Provide faculty and students with information, assistance, and support services related to the curriculum and academic policies.

11. Assist deans and other administrators with the promotion of the graduate programs.

12. Collaborate with academic departments and other university administrative units to provide a quality experience for graduate students, from inquiry to graduation.

13. Manage the day-to-day operation of the office in an efficient, focused, and client-centered manner to enhance student experience at DSU and enable graduate faculty and staff to effectively carry out their responsibilities.

14. Work with deans and faculty to develop cooperative programs, working relationships, and applied research activities with area employers to ensure we are meeting both student needs for experiential learning activities and employer needs for well-prepared employees.

15. Facilitate the awarding of assistantships to graduate students by helping in the development of assistantship opportunities, creating a database of these opportunities, coordinating the review of student credentials, tracking student performance, and monitoring the availability of assistantship funds.

16. Serve as a liaison between the deans, Graduate Council, graduate faculty, and students and the Assessment Office to ensure that assessment plans are implemented, evaluated, and used for program improvement.

17. Certify that students have successfully completed their program of study and are eligible for graduation.

Karl E. Mundt Library

Mission: The library exists as an archive of accumulated knowledge, a gateway to scholarship, and a catalyst for the discovery and advancement of new ideas. In fulfilling its obligation to provide knowledge to the university and the scholarly community at large, the library collects, organizes, and provides access to recorded knowledge in all formats. The library's professional staff / faculty initiate discussions and propose creative solutions to the information challenges facing the university and the scholarly community. The library's faculty and staff actively participate in providing quality service, access, instruction, and management of scholarly information.

Library Programs: In an information society, information literacy is critical. DSU students should be able to find, evaluate and use information for problem solving and decision making in all aspects of their lives — at home, in the workplace, and as informed citizens in a democratic society. This goal has been institutionalized in DSU's information technology /literacy general education goal. Information literacy is also incorporated into other parts of the general education requirements; e.g. Goal 1 Writing includes a criteria (6) to incorporate formal research into writing. The goal of the Karl E. Mundt Library is to provide the bibliographic instruction, services, and tools students need to be effective information users.

Appendix A

Collaboration between classroom faculty and library faculty has been shown to produce projects and activities that not only teach students how to use information effectively but also to increase the amount of subject matter covered, enrich in-class discussions, and strengthen students' understanding of the subject matter.

The Karl E. Mundt Library strives to create an environment in the building and on the Web that will help students develop the higher order thinking abilities necessary for continued learning and work in their fields. The library provides a wide range of library services as well as a diverse collection of reference and informational materials for the use of the students, faculty, and staff of Dakota State University. The library building is regularly open seven days a week, but 24-hour access to many library resources and services is available through the world wide web www.departments.dsu.edu/library  . The library has been quite deliberate in its creation of an online portal that complements the physical library in its wide-ranging opportunities to search for information, request services, and learn more about research and the library.

FY00 Strategic Initiatives: To accomplish the library's mission and to support its programs, the library adopted these strategic initiatives for FY00:

1. Information Literacy: Assist the university to graduate individuals who are information literate. Information literate students are able to recognize when they need information and then have the ability to locate, evaluate, and effectively use information to solve problems and make decisions.

• Continue to work with the faculty to create a plan to develop a shared vision of information literacy on campus.

• Host a series of at least 2 faculty workshops and at least 2 faculty colloquies.

2. High Touch: Review its policies and forms to solve and overcome restrictions on access; provide library web pages specifically for students to help them carry out research.

3. Providing Content on the WWW: Make improvements and additions to library homepage and develop additional content for its site on the World Wide Web. The content will take the form of instructions, standard forms, tutorials, links, and subject webliographies.

4. Collection Development: Continue to develop its collection of print and electronic journals, indexes and texts. The library is particularly concerned with providing appropriate access and materials for the new graduate programs. The library will seek opportunities to expand its holdings of print and digital information. The library will incorporate appropriate new technologies and changes in systems and software.

Academic Council

The Academic Council meets weekly to consider academic issues, policies, and procedures. The Academic Council serves an advisory role to both the vice president for academic affairs and the president. Members are the vice president for academic affairs (chair), the academic deans, the directors of the academic support areas (the Library, Center of Excellence, Computing Services, Assessment Office, Graduate Programs Office, Sioux Falls Center for Public Higher Education, Sioux Falls Programs), and the Registrar.

Appendix A

Assessment Coordinating Committee

The Assessment Coordinating Committee was formed in 1987 and oversees the institution's assessment program, policies and procedures (aided by the Entry Level Assessment Committee and major field assessment committees within each college). The committee is responsible for setting policy and procedures for all aspects of institutional assessment. The committee evaluates the DSU Assessment Plan and its activities on an annual basis and advises the vice president for academic affairs on the implementation of the plan. The committee is also directly responsible for general education assessment. Voting members are the academic deans, director of the center of excellence, the director of distance education, the director of Sioux Falls programs, the director of the graduate programs, two faculty representatives from each college, one faculty representative from the library, and one student representative. Non-voting members are assessment coordinator (chair) and the assessment specialist.

Computing Resource Advisory Committee

The Computing Resource Advisory Committee ensures that DSU computing resources (hardware, software and personnel) are utilized to best meet institutional goals and that computer usage is in compliance with local, state and federal regulations. Members are the vice president for academic affairs (chair), director of computing services (secretary), vice president / dean of student affairs, director of athletics, vice president for administration and university advancement, director of distance education, director of the library, director of the center of excellence, the academic deans, one faculty representative from each college, and two student representatives.

Curriculum Committee

The Curriculum Committee reviews the institution's undergraduate curriculum and recommends and approves all curricular changes. The committee is also responsible for ensuring that standards of all state and national accrediting bodies are met. Voting members are two faculty representatives from each college, one faculty representative from the library, and one student representative. Non-voting members are vice president for academic affairs (chair) and the Registrar.

Graduate Council

The Graduate Council is responsible for examining and approving all curricular matters at the graduate level and for approving graduate faculty. Additionally, it monitors the quality of graduate courses to ensure they meet DSU standards of excellence and comply with accrediting agency guidelines. Voting members are the academic deans, the director of the center of excellence, and one faculty representative from each college. Non-voting members are the vice president for academic affairs (chair), the registrar, the director of the library, and the director of the graduate programs office.

Appendix A

University Honors Program Committee

The university's honors program is designed to meet the educational needs of talented, highly motivated students by offering increased opportunities for an enriched and demanding curriculum. The program offers students the opportunity to cultivate the habits of critical thinking, independent analysis, and creative expression through small classes, infused honors courses, and independent study under the direction of scholar-teachers. The program also offers a setting in which students who share a similar enthusiasm for learning are brought together in intellectual fellowship and provides recognition for superior academic achievement. (A brochure describing the honors program and requirements for admission to the program will be available in the documents room.) The honors program is administered by the University Honors Program Committee, which is responsible for approving courses and determining students' eligibility for admission. Voting members are the deans and one faculty representative from each college, the director of the center of excellence, the director of the library. The vice president for academic affairs is a non-voting member.