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Detailed Planning:
Achieving the Long-Term Goals
Engaged Students and Capable Graduates

Long-term Goal 1: Engaged Students and Capable Graduates. Attract a diverse student body, including traditional, non-traditional, commuter, and residential scholars, and nurture, educate and graduate students who achieve the objectives for baccalaureate, graduate, and professional degrees.

1. Data Sources for Measuring Achievement of Long-Term Goal 1

SIUE participates in two annual surveys that yield data on student engagement. The first, the National Survey of Student Engagement (NSSE), surveys freshmen and seniors about their academic behavior and their perceptions of SIUE. Over the long term, however, the NSSE study should provide excellent data to monitor student engagement.

The second survey covers SIUE alumni one, five, and nine years after completing their degrees. The survey of alumni also covers their perceptions of the quality of their experiences at SIUE and how those experiences compare with those of graduates of other institutions. The alumni survey has existed sufficiently long to provide a longitudinal analysis.

SIUE also has extensive data on student persistence-a measure of student engagement. The most important of these measures are the second year return rate and the six-year graduation rate.

SIUE has program-specific data that directly measure the extent to which graduates are "capable." For example, individual programs, particularly those in professional fields like nursing, dental medicine, accounting, education and engineering, do have examination data on how their students compare to those from other programs on a state and national level.

In addition to addressing "engaged students and capable graduates," Long-Term Goal 1 also seeks to attract a diverse student body. Accordingly, it is appropriate to monitor various components of the SIUE student body to identify trends that might be emerging. Factors to monitor include race, ethnicity, gender, geographical origin, and academic preparation.

Appendix 1 contains data from NSSE, data from the baccalaureate follow-up studies, and data about various measures of enrollment and diversity. Where available, data are also displayed for peer institutions. In the case of NSSE data, SIUE can be compared with a coalition of urban universities (the number of institutions in this coalition is growing, and will continue to grow, as NSSE comes into wider use).

2. Status in Achieving Long-Term Goal 1

What is the appropriate level of accomplishment on student engagement and achievement for a premier Metropolitan University? "Premier" suggests that SIUE should aspire to be significantly above the mean on appropriate measures of student engagement and accomplishments.

Are SIUE students "engaged"? The data from NSSE suggest that SIUE undergraduate students, both freshmen and seniors, are at least as engaged as those at other urban institutions participating in the NSSE project and, in terms of participating in co-curricular activities, SIUE seniors are more engaged (51% for SIUE vs. 35% for peers).

Another area in which SIUE seniors stand out above their counterparts is in the percent reporting having a culminating senior experience-a clear reflection of SIUE's senior assignment requirement (86% for SIUE vs. 65% for peers). For the six of the last seven years, U.S. News & World Report named SIUE among America's Best Colleges for our Senior Assignment Program, an integrative learning experience required of all seniors prior to graduation.

In terms of persistence as a measure of engagement, about 72% of Fall 2009 freshmen returned for a second year. As shown in Appendix 1, that percentage has fluctuated only slightly and has remained above 70% since Fall 2005. SIUE's six-year graduation rate has increased from a low of 45% in Fall 2001 to the most current year's data (Fall 2010) of 51%. The comparative persistence index for all undergraduates has increased from .98 in Fall 05 to 1.00 for Fall 2008 and held steady for Fall 2009 persistence. A Comparative Progression Index (CPI) of 1.00 indicates an institution is exactly at the persistence rate of the national sample.

SIUE has made positive progress in achieving its goal to attract a diverse student body by increasing the percentage of African-American (Black, Non-Hispanic) new first-time freshmen by 5% (from 14% to 19%) between Fall 2009 to Fall 2010, and showing an overall increase since Fall 2006 of 11%. The percentage of African-American graduate students remained stable at 8% between Fall 2009 and Fall 2010.

Are SIUE graduates "capable?" The baccalaureate follow-up studies provide data about graduates' perceptions of their capabilities. The data in Appendix 1 show that high percentages of graduates believe that their SIUE education has significantly improved their skills and knowledge in areas fundamental to a baccalaureate education, and the strength of that belief has held steady in recent years. For example, 95% (an increase of 1%) of 2009 graduates said that SIUE significantly strengthened their critical thinking skills.

3. Highlights from FY11 in Pursuit of Long-Term Goal 1 include:

The Student Success Advisory Council completed its recommendations for a university-wide retention plan.

A specific implementation strategy for the Lincoln Plan (including the New Freshman Seminar) has been finalized and endorsed by the Faculty Senate.

The CAS Advising Office has been fully staffed and pre-health and pre-law advising has been developed. Grades First has been implemented as the student performance monitoring software program.

A specific plan for addressing academic development needs has been developed, with full implementation in Fall 2013. On-line placement testing has been fully implemented through the use of COMPASS. Instructional Services has fully assumed oversight of the Speech Center.

The total number of reserved activity hours for the Student Activity Center increased by 49% during FY11.

Disability Support Services implemented a new Scholarship Database to inform students of potential funding sources for higher education.

A survey of students with disabilities indicates that 100% of students surveyed found the services to be exceptional (97%) or above average (3%)

Counseling and Health Services completed the full implementation of the Electronic Medical Record System, Point and Click. This system has greatly enhanced the effectiveness of the services; such features include web-based medical appointments, secure messages from providers, as well as information of general use, such as information about flu shot clinics, alcohol awareness programs and sexual assault programs.

The Center for International Programs facilitated participation of 135 students in direct international experiences.

In collaboration with University Housing, the Center for International Programs initiated planning for an International House.

University Housing and the Kimmel Leadership Center collaborated on the planning and implementation of Greek housing; this program was endorsed by the Greek community, but had to be put on hold due to cost estimates.

Academic Marketing was merged with the overall University Marketing and Communications Office to better achieve a consistent message.

"The e" brand was enhanced in all aspects of advertising and reporting.

The University's capital campaign, Defining Excellence - The Campaign for SIUE, was expanded to include external funding for study abroad scholarships.

The Alumni Association continued "Senior Send-Offs" (but changed the name to "Hometown Parties") in four cities (Springfield, Chicago, St. Louis and Effingham) to bring alumni and incoming freshmen and their families together in order to enhance their familiarity with SIUE.

4. Short-Term Goals and Plans

Fiscal Year 2012

During FY12 SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 1:

a. Hire Director of Retention and begin to implement recommendations of the Student Success Advisory Council.

Responsibility: Provost and Vice Chancellor for Academic Affairs, Vice Chancellor for Student Affairs

Source of Funds: Existing staff time and budget

Rationale: To enhance student success and retention as a system-wide priority

b. Finalize a specific implementation strategy for the SIUexperience to begin in Fall 2012. Responsibility: Provost and Vice Chancellor for Academic Affair, Vice Chancellor for Student Affairs, Associate Provost for Academic Planning and Program Development, Director of General Education Source of Funds: Existing staff time and budget

Rationale: To improve student success and retention rates by providing a common experience for all SIUE freshmen and creating a sense of community and connectedness through New Freshman Seminar courses

c. Complete implementation of Grades First and Map-Works for all students.

Responsibility: Associate Provost for Academic Planning and Program Development, Director of Academic Advising

Source of Funds: Existing staff time and budget Rationale: To enhance student success and retention

d. Finalize curricula for English and Mathematics adaptive learning sections to replace academic development classes in those areas.

Responsibility: Associate Provost for Academic Planning and Program Development, Director of Instructional Services, Chair of English Language & Literature, Chair of Mathematics & Statistics

Source of Funds: Existing staff time and budget

Rationale: To enhance student success and retention

e. Begin to phase in a direct admission program for top tier students.

Responsibility: Provost and Vice Chancellor for Academic Affairs

Assistant Vice Chancellor for Enrollment Management

Source of Funds: Existing staff time and budget

Rationale: Enhance strategic recruitment of academically well-prepared students.

f. Conduct a cost-benefit analysis of a caseload approach for Academic Advising.

Responsibility: Associate Provost for Academic Planning and Program Development

Director of Academic Advising

Source of Funds: Existing staff time and budget Rationale: To enhance student success and retention

g. Examine a new approach for Summer Bridge to include a greater number of students.

Responsibility: Associate Provost for Academic Planning and Program Development, Assistant Vice Chancellor for Enrollment Management, Director of Instructional Services

Source of Funds: Existing staff time and budget

Rationale: To enhance student success and retention

h. Develop a targeted market campaign to recruit and admit strong, academically prepared American and international students into graduate programs whose enrollments are below optimal capacity.

Responsibility: Acting Associate Provost for Research and Dean of the Graduate School, Assistant Vice Chancellor for Enrollment Management, Assistant Vice Chancellor, Marketing and Communications

Source of Funds: Existing staff time and budget

Rationale: To attract accomplished students into high quality, but under-subscribed graduate programs

i. Develop a strategic plan for Family Housing.

Responsibility: VCSA

Source of Funds: Existing staff time and budget

Rationale: Family housing has markedly changed since the number of traditional students has increased. It is appropriate to determine the needs of families and how best to meet them.

j. Enhance the effectiveness of MAP-Works by reaching out to campus partners in the faculty and staff to facilitate the program.

Responsibility: VCSA

Sources of Funds: Existing staff time and budget

Rationale: Effective retention measures are a campus-wide initiative. MAP-Works is a tool to enhance retention and the more partners involved in its use will likely result in greater retention.

k. In collaboration with Academic Affairs, implement the Freshmen Experience.

Responsibility: VCSA

Source of Funds: Funds have been budgeted for this purpose

Rationale: This initiative is part of the "Lincoln Plan" which is focused on curricular enrichment and student retention.

l. Implement the International Education Task Force Report with particular focus on the utilization of international and domestic students as ambassadors for International Education events thereby heightening awareness of students' engagement in international education.

Responsibility: VCSA

Source of Funds: Existing staff time and budget

Rationale: To enhance the presence of the international dimension in the students' experience. Students need to develop an understanding and appreciation of other cultures to be competitive in a global community.

m. Develop specific scholarship funds for students to study at least one semester in a foreign country.

Responsibility: Vice Chancellor for University Relations, Deans, Directors of Development

Source of Funds: Existing staff time and budgets

Rationale: Many students who would benefit from an international experience lack the funds for travel and the other entities that are necessary. These funds would be available for all deserving and needy students who might desire such an experience.

n. Continue to increase alumni membership.

Responsibility: Vice Chancellor for University Relations, Director of Alumni Affairs

Source of Funds: Existing staff time, alumni membership funds

Rationale: To continue to increase the membership and quality of alumni connections to the University