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 Goal2
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 will improve 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. Art and Design and Dance are preparing to seek accreditation.
NCLEX scores have generally been above the national average. The 2005-2006 scores are thought to reflect an anomaly due, in part to potential impacts of transitioning to a new nursing curriculum. Improved scores are anticipated in 2006-07. One hundred percent of Certified Nurse Anesthetists and Advanced Practice Nurses (Family Nurse Practitioners) passed their certification examinations in 2005. Sixty-six percent of 2005 graduates are practicing in Illinois. Pass rates for the National Dental Board Examination, Part II are consistently above the national average and the scores have ranked the School of Dental Medicine among the top 10 dental schools in the nation since 2001.
Graduates of SIUE report high perceptions of quality of their programs. For example, about 86% of one-year out graduates report that SIUE prepared them adequately to well for their jobs and 94% say they were prepared to seek advanced degrees. Both numbers show an increase over the previous year with preparation for a job increasing 3% and preparation for an advanced degree increasing 14%. Ninety-three percent of one-year-out graduates report 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 no change. Five- and nine-years-out graduates report generally equivalent perceptions for the advanced degree (95%) and quality of education (93%) questions and higher perceptions (92%) for the jobs questions.
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 2006 Senior Assignment processes revealed that only 5% are in need of significant improvement.
From review of leading indicators, the data on percentage of credit hours taught by full-time faculty show a slightly increasing pattern over the last five years, with an increase to 81% from the previous four-year average of 77.5%. Likewise, the percentage of credit hours taught by tenured and tenure-track faculty is 59%, up from the previous four-year average of 54.5%. This reflects the additional resources directed to additional faculty positions in FY05 and FY06.
3. Highlights from FY07 in Pursuit of Long-Term Goal 2.
Highlights from FY07 in pursuit of long-term goal 2 include:
a. Reviewed, revised, and implemented a dual admission program with Southwestern Illinois College and are developing a similar program with Lewis and Clark Community College.
b. Presented the findings of the Meta-Assessment in Response to the Systems Appraisal Feedback Report to SIUE's AQIP Systems Portfolio and National Survey of Student Engagement (NSSE) Results at the Higher Learning Commission meeting in April 2007.
c. In Phase II of the BRIDGE process, design teams created three different approaches to general education: a core curriculum, a distribution model, and linked courses in learning communities. The distribution model was selected at the All-Faculty Meeting held on March 29, 2007.
d. Non-recurring funds for the School of Pharmacy in the form of a $2.1 million grant from the Illinois Department of Financial and Professional Regulation has been included in the FY 08 budget.
e. Phase I of Project SAGE supported the reinvigoration of the curriculum in PAPA, Political Science, Chemistry, Physics, Social Work, and TESL.
f. A working group has developed a white paper on the SIUE Teacher-Scholar Model that will be finalized in FY 08 and serve as a guide for promotion and tenure decisions, faculty development, and relevant resource allocation.
g. A statewide initiative proposal was developed to increase programming for Nursing in the Springfield area.
h. A strategic approach through the creation of a new Office of Educational Outreach to improve student access to and success in SIUE academic programs and enhance enrollment at off campus locations in both undergraduate and graduate programs has been developed.
i. A comprehensive electronic charting system has been purchased and installed for University Counseling Services allowing the recording of intake summaries, diagnoses, treatment plans, progress notes, and outcome results, improving appointment scheduling, and sharing notes on clients using a common shared file.
j. Counseling Services hosts three counseling and psychology graduate students from the graduate Psychology Program. Interdepartmental coordination will result in the expansion of services to include second year graduate students in Social Work.
4. Short-Term Goals and Plans
Fiscal Year 2008
During FY08, SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 2.
a. Develop 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.
Responsibility: Provost and Vice Chancellor for Academic Affairs, Assistant Vice Chancellor for Enrollment Management, Dean of Engineering
Source of Funds: Existing staff time
Rationale: To meet the educational needs of the region, it is imperative that the University partner with community colleges in mutually beneficial ways.
b. 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.
Responsibility: Provost and Vice Chancellor for Academic Affairs, Associate Provost for Academic Planning and Program Development New Freshman Seminar/BRIDGE Integration and Implementation Working Group
Source of Funds: Existing staff time
Rationale: A coherent, well-developed, and effectively delivered general education program with an integrated freshman seminar component will better meet students' educational needs.
c. Seek 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 09)
Rationale: The program requires state funds according to the original financial plan for implementation of the School of Pharmacy.
d. Initiate the exploratory year of the reclassification to NCAA Division I and prepare for the subsequent four years of transition.
Responsibility: Chancellor, Vice Chancellor for Student Affairs
Source of Funds: Student Fees
Rationale: Athletics will compete at the highest level bringing it
in line with the other areas of the University.
e. Initiate 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.
Responsibility: Associate Provost for Research and Dean of the Graduate School , Deans of Education and Business, 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.
f. Enhance technology and integrate into the learning and teaching processes.
Responsibility: Provost and Vice Chancellor for Academic Affairs, Dean of Library and Information Services, Source of Funds: Existing staff time and budget
Rationale: The effective development, access, and use of informational technologies enhance the teaching and learning process.
g. Seek state funding for additional tenure-track faculty positions.
Responsibility: Chancellor, Provost
Source of Funds: New General Revenue
Rationale: Increasing student enrollment demands increasing the number of tenure-track faculty in order to maintain SIUE's commitment to quality by having tenured/tenure-track faculty teach the majority of classes.
h. Institutionalize the Chancellor's Literary Society
Responsibility: Vice Chancellor for Student Affairs, Provost and Vice Chancellor for Academic Affairs
Source of Funds: Existing
Rationale: Expand the program to enable every SIUE student an opportunity to participate in discussions with other students, staff and faculty.
i. Recard SIUE Campus
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing
Rationale: To enable the university to be in sync with the transition of records and ID cards from Social Security numbers to random University ID numbers.
j. Implement a Senior Week
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing
Rationale: Develop activities to celebrate SIUE graduates and to create traditions that enhance students' identification with the University.
k. Implement Commuter Student Support and Engagement Program
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing budget and staff time
Rationale: As SIUE has dramatically increased in its residential population, a possibility arises that the commuter students will feel marginalized. Specific programs to engage them, and encourage their campus involvement will address potential retention issues.
l. Review and revise, as necessary, the University's overall approach to information technology including recruitment and hiring of a new Associate Vice Chancellor for Information Technology as the Chief Information Officer (CIO).
Responsibility: Chancellor, Provost and Vice Chancellor for Academic Affairs, Vice Chancellor for Administration
Source of Funds: Existing staff time and technology fee
Rationale: From several events, including the resignation of the current Associate Vice Chancellor for Information Technology/Dean of Library and Information Services, implementation of Banner, and other connectivity challenges, the opportunity has emerged for renewed strategic planning.
m. Implement Chancellor's Leadership Academy
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing budget and staff time
Rationale: To cultivate underclass leadership and development that will engage students early in their college career. Focus will be on "budding" leaders who will take over key student leadership positions in their upperclass years. Desired outcomes include greater engagement and bonding with SIUE, resulting in retention.
n. Promote and support new outreach program for Healthy Lifestyles
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing
Rationale: A number of Student Affairs units will collaborate to promote healthy eating and other lifestyle choices.
o. Implement Cougar Academy and leadership opportunities for students.
Responsibility: Vice Chancellor for Student Affairs
Source of Funds: Existing
Rationale: Provide the support and training for students to expand and strengthen the student leadership pool.
p. Launch "RSS Feeds" in Public Affairs.
Responsibility: Vice Chancellor for University Relations
Source of Funds: Existing staff time, Marketing and Communications funds
Rationale: Use of new technology to build awareness of and interest in SIUE.
q. Update the Strategic Plan and re-evaluate the long-term goals.
Responsibility: Provost and Vice Chancellor for Academic Affairs, Quality Council
Source of Funds: Existing staff time and budget
Rationale: Renew and affirm the direction of the University through planning which focuses on both the short and the long term.
r. Continue to seek federal and state appropriations through the non-RAMP process to support academic programs.
Responsibility: Provost and Vice Chancellor for Academic Affairs, Associate Provost for Research, SIU President's Office
Source of Funds: Existing staff time and budget
Rationale: Obtain needed additional funding for academic initiatives to enhance programs and promote economic development in Southern Illinois.