Alliant International University
WSCUC Reaffirmation 2019-20

WSCUC Standard 3

Meeting WSCUC Standards

Standard 3 and the Criteria for Review (CFRs) are below. Examples of evidence for achievement of this WSCUC Standard and CFRs are listed and linked below.

Standard 3: Developing and Applying Resources and Organizational Structures to Ensure Quality and Sustainability

The institution sustains its operations and supports the achievement of its educational objectives through investments in human, physical, fiscal, technological, and information resources and through an appropriate and effective set of organizational and decision-making structures. These key resources and organizational structures promote the achievement of institutional purposes and educational objectives and create a high-quality environment for learning.

Faculty and Staff

Criteria for Review (CFR)

3.1 The institution employs faculty and staff with substantial and continuing commitment to the institution. The faculty and staff are sufficient in number, professional qualification, and diversity to achieve the institution’s educational objectives, establish and oversee academic policies, and ensure the integrity and continuity of its academic and co-curricular programs wherever and however delivered. Guidelines: The institution has a faculty staffing plan that ensures that all faculty roles and responsibilities are fulfilled and includes a sufficient number of full-time faculty members with appropriate backgrounds by discipline and degree level.

-Core faculty to student ratios are calculated each fall and spring and new hires planned as part of the budgeting process; hiring decisions incorporate specialty accreditation standards and requirements and specific program expertise needs

-Staffing changes are made based on the number of students needing services, staff-to-student ratios, an assessment of Alliant program requirements, and required university functions at the graduate and undergraduate level

-Faculty and academic administration and support job descriptions are established with the dean, program director, or department head with input from the human resources department

3.2 Faculty and staff recruitment, hiring, orientation, workload, incentives, and evaluation practices are aligned with institutional purposes and educational objectives. Evaluation is consistent with best practices in performance appraisal, including multisource feedback and appropriate peer review. Faculty evaluation processes are systematic and are used to improve teaching and learning.

-Alliant provides an employee orientation for new staff and faculty

-Faculty workloads are described in the Faculty Handbook and determined annually

-Faculty undergo peer review through the Annual Report process

-A performance evaluation is conducted via forms housed in peoplenet and through a 360 degree feedback process for some manager-level employees

3.3 The institution maintains appropriate and sufficiently supported faculty and staff development activities designed to improve teaching, learning, and assessment of learning outcomes.

-Staff/employment development opportunities are provided by the human resources deparment, such as the Blue Carpet experience, AlliantPRIME, and periodic workshops on important supervisory topics.

-Alliant employees are eligible for Employee Tuition Benefits and have access to courses in peoplenet

-Core faculty are eligible for sabbaticals as described in the Faculty Handbook, have professional development funds, take part in AlliantPRIME, and have the benefit of continuing education through the Alliant CE department

-Faculty may apply for seed funding through the Alliant Educational Foundation

Fiscal, Physical, and Information Resources

nCriteria for Review (CFR)

3.4 The institution is financially stable and has unqualified independent financial audits and resources sufficient to ensure long-term viability. Resource planning and development include realistic budgeting, enrollment management, and diversification of revenue sources. Resource planning is integrated with all other institutional planning. Resources are aligned with educational purposes and objectives. Guidelines: The institution has functioned without an operational deficit for at least three years. If the institution has an accumulated deficit, it should provide a detailed explanation and a realistic plan for eliminating it.

-Alliant's financial turnaround continues to be successful with further sustainability improvements expected in 2020

-Alliant's shareholder has a long-term commitment to the university

3.5 The institution provides access to information and technology resources sufficient in scope, quality, currency, and kind at physical sites and online, as appropriate, to support its academic offerings and the research and scholarship of its faculty, staff, and students. These information resources, services, and facilities are consistent with the institution’s educational objectives and are aligned with student learning outcomes.

Guidelines: The institution provides training and support for faculty members who use technology in instruction. Institutions offering graduate programs have sufficient fiscal, physical, information, and technology resources and structures to sustain these programs and to create and maintain a graduate-level academic culture.

-Technology has been upgraded over the past four years, including the upgrade to Canvas for distance learning programs, implementation of Salesforce for admissions, use of Skype, Teams, and Zoom platforms to improve the efficiency of meetings and support remote instruction, improvement of classroom software, and addition of EvaluationKIT and Taskstream for course evaluations and assessment management, respectively.

Organizational Structures and Decision-Making Processes

Criteria for Review (CFR)

3.6 The institution’s leadership, at all levels, is characterized by integrity, high performance, appropriate responsibility, and accountability.

-Alliant establishes strategic plans and goals and reports progress quarterly to the Board of Trustees

-Alliant holds itself accountable to demonstrate the university's IMPACT values

3.7 The institution’s organizational structures and decision-making processes are clear and consistent with its purposes, support effective decision making, and place priority on sustaining institutional capacity and educational effectiveness.

Guidelines: The institution establishes clear roles, responsibilities, and lines of authority.

-Organizational Charts

-Decision making Matrix

3.8 The institution has a full-time chief executive officer and a chief financial officer whose primary or full-time responsibilities are to the institution. In addition, the institution has a sufficient number of other qualified administrators to provide effective educational leadership and management.

-President and CFO are full-time

-Executive Leadership Team provides strong and effective management at the senior level

-Each school and department is comprised of qualified academic leaders and/or managers, recruited and hired through rigorous processes supported by the human resources department

3.9 The institution has an independent governing board or similar authority that, consistent with its legal and fiduciary authority, exercises appropriate oversight over institutional integrity, policies, and ongoing operations, including hiring and evaluating the chief executive officer. Guidelines: The governing body comprises members with the diverse qualifications required to govern an institution of higher learning. It regularly engages in Self-review and training to enhance its effectiveness.

-Alliant Board of Trustees is an independent governing board that provides leadership and oversight and hires the President/CEO

3.10 The institution’s faculty exercises effective academic leadership and acts consistently to ensure that both academic quality and the institution’s educational purposes and character are sustained. Guidelines: The institution clearly defines the governance roles, rights, and responsibilities of all categories of full-time and part-time faculty.

-Faculty roles and the Bylaws of the Faculty Senate are described in the Faculty Handbook

-The Faculty Senate provides academic leadership and input at the institutional level; Faculty Assemblies provide academic leadership at the campuses

The Alliant WSCUC Reaffirmation Steering Committee invites you to participate in our institutional preparation for the WSCUC process: FAQs

Informational Meetings

Open Meeting Schedule

Questions? Reach out to: Tracy Heller, PhD Provost and Senior Vice President of Academic Affairs Patty Mullen Associate Provost for Institutional Research WSCUC information mailbox

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