Strategic Plan

Long-Term Goal 2:
Innovative High Quality Programs

Long-Term Goal 2:   Innovative High Quality Programs.  Develop, deliver, and continually improve high quality academic programs appropriate for a Metropolitan University.

1.  Data Sources for Measuring Achievement of Long-Term Goal 2

SIUE has two primary sources of information to measure achievement of Long-Term Goal 2:  the results of accreditation reviews and graduates’ perceptions of the quality of their programs.  Accordingly, Appendix 2 includes information on the accreditation status of SIUE programs which have recognized accrediting bodies, and information from the baccalaureate follow-up surveys of one, five, and nine-year-out graduates.

A secondary measure of Long-Term Goal 2 is the University’s own evaluation of its assessment program.  The Undergraduate Assessment Committee and the Graduate Council have evaluated the assessment programs of undergraduate and graduate programs, respectively.  The undergraduate evaluations are displayed in Appendix 2.

Finally, Appendix 2 includes data on items that may be leading indicators of changes in quality (e.g., percentage of credit hours taught by full-time faculty).

2.  Status in Achieving Long-Term Goal 2

What characteristics can be expected of the programs of a Premier Metropolitan University?  First and foremost, academic quality should be expected and demonstrated in pass rates on licensure examinations in fields in which they are available, and the programs eligible for accreditation should be accredited to demonstrate their academic quality to academic peers throughout the nation and to the citizens of the region.  Secondly, the program should serve the needs of the metropolitan area.  Lastly, graduates should be employed or in post baccalaureate programs.

SIUE's program inventory seems to match closely the needs of southwestern Illinois at the baccalaureate and master's degree level.  Full implementation of the Doctor of Pharmacy degree improves the match between SIUE's programs and regional needs.

The table on specialized accreditation in Appendix 2 shows that nearly all of the SIUE programs that could achieve specialized accreditation have done so.  In 2007, Theatre received initial accreditation from the National Association of Schools of Theatre.

NCLEX scores have generally been above the national average; however, the 2006-2007 scores reflected a pass rate of 79% with the national average at 86%.  This decrease in scores can be attributed to this class being the last class to complete the old curriculum.  A revised curriculum is now in place and NCLEX scores are expected to rise.  In 2007, the overall pass rate for first time test takers of the Certified Nurse Anesthetist exam was 50%.  This pass rate improved during the first half of 2008 to 95%.  The Advanced Practice Nurses (Family Nurse Practitioners) pass rate in 2007 for first time test takers was 93% and the 2008 data is not yet available.  A 100% pass rate was achieved in 2007 for the National Dental Board Examination, Part II, with SIUE’s rates consistently above the national average.

Graduates of SIUE report high perceptions of quality of their programs.  For example, in 2006 about 88% of one-year-out graduates reported that SIUE prepared them adequately to well for their jobs and 95% said they were prepared to seek advanced degrees.  Both numbers show an increase over the previous year with preparation for a job increasing 2% and preparation for an advanced degree increasing 1%.  Ninety-six percent of one-year-out graduates reported that their education at SIUE was average to among the very best when compared to that of friends at other schools, and this percentage represents a 3% increase.  Five- and nine-years-out graduates reported generally equivalent perceptions for the quality of education (93%) questions and the jobs questions (92%) with higher perceptions (95%) for the advanced degree question.

SIUE has had a formal assessment program in place since the late 1980s.  With an earlier start and a long-term commitment to assessment compared to many institutions across the nation, SIUE has gained a national reputation for its assessment work.  A vigorous examination of 2007 Senior Assignment processes revealed that only 4% are in need of significant improvement, a decrease of 1% since 2006.

In terms of leading indicators, the data on percentage of credit hours taught by full-time faculty show a low of 75% in Fall 2003 and then a mostly level pattern from Fall 2004 to Fall 2007 reflecting an average of 80%, surpassing the previous four-year average of 78.8%.  The percentage of credit hours taught by tenured and tenure-track faculty was 55% in FY07 compared to 59% in FY06.  However, the current four-year average of 56.8% is up slightly from the previous four-year average of 56%.

3.  Highlights from FY08 in Pursuit of Long-Term Goal 2.

Highlights from FY08 in pursuit of long-term goal 2 include:

1. Developed stronger collaborative programs with community colleges through the development and implementation of dual admission programs, partner programs such as the 2+2+2 engineering program with Lewis and Clark Community College, and the consideration of baccalaureate completion programs with regional community colleges.
   
   
2. Began to coordinate the activities of the BRIDGE (Baccalaureate Reform Through Integrated Design of General Education) and New Freshman Seminar Committees to review, revise, and implement the Distribution Model for General Education.
   
   
3. Allocated Income Fund increases to hire 4 new tenure-track positions in addition to new School of Pharmacy faculty hired during FY08.
   
   
4. Received a $2.1 million one-time grant for the implementation of the School of Pharmacy.  Grants have been received during each of the last three years in amounts equal to the originally approved funding plan for state support.
   
   
5. A 1.8% increase in General Revenue state appropriation was received to cover a portion of salary and Medicare increases.  SIUE was able to allocate Income Fund increases to hire 4 new tenure-track positions in addition to new School of Pharmacy faculty hired during FY08.
   
   
6. Initiated Phase II of the Strategic Advancement of Graduate Education (SAGE) Project for the Schools of Education and Business to revise and reinvigorate graduate programs and support an increase in graduate enrollments.
   
   
7. Reviewed and revised the University’s overall approach to information technology and hired a new Associate Vice Chancellor for Information Technology as the Chief Information Officer (CIO).
   
   
8. Updated the Strategic Plan and re-evaluated the long-term goals.
   
   
9. Continued to seek federal and state appropriations through the non-RAMP process to support academic programs.
   
   
10. Based upon burgeoning demand for Biology classes to serve pre-health majors, the Biology Initiative Task Force was formed to address: 1) planning and budget management issues; 2) Biology course scheduling/admission issues; 3) faculty time and resource issues; 4) enrollment management approaches; and 5) course mix and content.
    
    
11. The Office of the Registrar led several new academic initiatives including online registration and software for online degree audit and course articulation.
    
    
12. The campus community was successfully recarded Fall 2007.  All faculty, staff and students received a new card with a University ID number in place of the Social Security number.
    
    
13. An implementation group met in Fall 2007 to discuss the Chancellor’s Leadership Academy for Spring 2009.  A planning committee will meet in Fall 2008 to design the program and begin the recruitment and nomination process.
    
    
14. A new outreach program, Cougar Balance, resulted from the collaboration of Health Services, Campus Recreation, Dining Services and Counseling Services to promote education about nutrition, fitness, medical and mental health to freshmen.
    
    
15. Thirty freshmen participated in the first Cougar Academy, a program developed to promote student leadership.
    
    
16. Constituted a Commuter Support and Engagement Group and initiated activities to encourage involvement of commuters in the life of the University, as well as to identify issues that are unique to commuters.
    
    
17. Completed the exploratory year in the transition to NCAA Division I athletics culminating with the development of an SIUE Intercollegiate Athletics overall Strategic Plan and plans for the two fast-track sports.
    
    
18. Became a member of the Ohio Valley Conference as an NCAA Division I participant.
    
    
19. The Department of Special Education and Communication Disorders collaborated with Southwestern Illinois College (SWIC) and East St. Louis to develop the “Grow Your Own” Program to provide access for nontraditional students working toward careers in special education in their district.
    
    
20. Developed a “Culture of Academic Success” program with a focus on the sophomore year experience.  Several initiatives have been undertaken and a plan will be implemented for the fall.
    
    
21. Worked to improve SIUE participation in the Diversifying Higher Education Faculty in Illinois Program.
    
    
22. RSS feeds were launched in late summer 2007.  Subscribers include media, alumni, and anyone who wishes to keep up with the news at SIUE.  The technology can be accessed at: http://www.siue.edu/news/rss.shtml

4.  Short-Term Goals and Plans

Fiscal Year 2009

During FY09, SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 2.

a. Seek recurring state funding to continue implementation of the School of Pharmacy.

Responsibility: Chancellor, Provost and Vice Chancellor for Academic Affairs, Dean of Pharmacy

Source of Funds: New general revenue: $2,500,000 (RAMP 10)

Rationale The program requires recurring state funds according to the original financial plan for implementation of the School of Pharmacy.

b. Through close collaboration with academic units, develop and implement a strategic plan for Information Technology organization and services to the campus.

Responsibility: Provost and Vice Chancellor for Academic Affairs, Interim Associate Vice Chancellor for Information Technology/Chief Information Officer'

Source of Funds: To be determined

Rationale: To effectively meet the information technology needs of the campus.

c. Continue to review and develop transformative AQIP Action Projects in support of the commitment to continuous quality improvement in cooperation with the Higher Learning Commission.

Responsibility: Provost and Vice Chancellor for Academic Affairs, Director of Assessment

Source of Funds: Existing staff time and budget

Rationale: Through strategic AQIP Action Projects the University strengthens its commitment to excellence.

d. Initiate Phase III of the Strategic Advancement of Graduate Education (SAGE) Project for the Schools of Engineering and Nursing to revise and reinvigorate graduate programs and support an increase in graduate enrollments.

Responsibility: Associate Provost for Research and Dean of the Graduate School, Deans of Engineering and Nursing

Source of Funds: Internal reallocation: $80,000

Rationale: Renewing graduate programs will enhance quality.  Following review, some graduate programs will be expanded, some will be reformatted to strengthen them and to allow for distance education delivery, and some will be considered for elimination.  Consideration will be given to the expansion of graduate programming at multiple off-campus locations.

e. Continue to evaluate technology options to support university assessment processes.

Responsibility:  Provost and Vice Chancellor for Academic Affairs, Interim Associate Vice Chancellor for Information Technology/Chief Information Officer, Director of Assessment

Source of Funds: Existing staff time and budget

Rationale: The effective development, access, and use of informational technologies enhance assessment processes.

f. Support completion of ABET reaccreditation for the School of Engineering and CCNE reaccreditation for the School of Nursing.

Responsibility:  Provost and Vice Chancellor for Academic Affairs, Deans of Engineering and Nursing

Source of Funds: Existing staff time and budget

Rationale: The University is committed to maintaining high quality programs.

g. Develop plan for improving STEM-related academic programs.

Responsibility: Provost and Vice Chancellor for Academic Affairs, Deans of CAS, Education and Engineering

Source of Funds: Existing staff time and budget

Rationale: Strong, coordinated STEM programs are essential to meet students’ educational and professional needs.

h. In cooperation with the University Quality Council, revise the AQIP Systems Portfolio.

Responsibility:  Provost and Vice Chancellor for Academic Affairs, Director of Assessment

Source of Funds: Existing staff time and budget

Rationale: The University is committed to continuous assessment and quality improvement.

i. Implement the MAP-Works program.

Responsibility:  Vice Chancellor for Student Affairs

Source of Funds: Funds have been budgeted; existing staff time

Rationale:  This is an assessment program to ensure student success and retention and make students aware of, and confront issues related to the first year.

j. Implement the Org-Sync online management system.

Responsibility:  Vice Chancellor for Student Affairs

Source of Funds:  Funds have been budgeted; existing staff time

Rationale: A user friendly online management system to assist student organizations in data base management which includes policies, procedures and interactive forms.

k. Implement Electronic Media record management system for Health and Counseling Services.

Responsibility:  Vice Chancellor for Student Affairs

Source of Funds:  Funds have been budgeted; existing staff time.

Rationale: Technology will allow better coordination of services, and access through an open access scheduling system.

l. Develop plan to address the second year experience.

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

Source of Funds:  Existing staff time and budget

Rationale: The second year of the students’ experience is as critical time for retention, as they make decisions regarding majors as well as other career and life goals.

m. The Early Childhood Center will staff two additional classrooms and hire an Office Support Associate.

Responsibility:  Vice Chancellor for Student Affair

Source of Funds: User fees

Rationale:  To meet the needs of a growing demand from students, faculty and community.

n. Implement Campus Recreation Assessment Program using the National Intramural and Recreational Sports Association (NIRSA) benchmarks.

Responsibility:  Vice Chancellor for Student Affairs

Source of Funds:  Existing staff time and budget

Rationale: To assess effectiveness of campus recreational programs as they are related to national benchmarks.

o. Continue to use and improve “RSS Feeds” in Public Affairs.

Responsibility:  Vice Chancellor for University Relations, Executive Director of Marketing and Communications

Source of Funds: Existing staff time, Marketing and Communications Funds

Rationale: Use of new technology to continue to build awareness of and interest in SIUE.