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Academic Innovation & Effectiveness
Academic Innovation & Effectiveness
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Integrative Planning and Quality Improvement Process

Action Project Declaration

Institution: Southern Illinois University Edwardsville
Status: ACTIVE Submitted:
Contact: Denise Cobb Telephone: (618) 650-5609
Email: pcobb@siue.edu
Timeline:
Planned Project Kickoff Date: 12/03/2013 Created: 11/25/2013
Target Completion Date: 12/02/2014 Last Modified:

A. Give this Action Project a short title in 10 words or fewer:

Integrative Planning and Quality Improvement Process

B. Describe this Action Project's goal in 100 words or fewer:

Though SIUE made a substantial step forward by developing the University Quality Council (UQC) in 2007 through a successful Action Project, we are now poised to integrate distinct planning elements and structures to create an improved planning process. Our goal is to align planning, budgeting, & quality improvement processes. At present, SIUE’s quality improvement planning & budgeting processes are neither well-integrated nor aligned. Nevertheless, SIUE can capitalize on the strong structures already in place and our system of shared governance to move toward the goal of developing a more integrative planning and quality improvement process.

C. Identify the single AQIP Category which the Action Project will most affect or impact:

Measuring effectiveness

D. Describe briefly your institution's reasons for taking on this Action Project now - why the project and its goals are high among your current priorities:

SIUE has received feedback in its most recent systems appraisal that suggests that we can strengthen our use of evidence, develop more comprehensive quality improvement processes, and connect the work of the University Quality Council and University Planning and Budget Council. These ideas are reinforced by our University's leadership and through our own reflections that suggest we need to facilitate the evolution of the UQC and better support our quality improvement process. Though we are able to demonstrate
significant data collection and reporting processes, we have not yet moved to a level of integrative planning and budgeting to ensure all units are aligned with the university’s strategic plan. We believe this project is critical to our efforts to approach our use of evidence holistically and to contribute to our quality improvement agenda.

E. List the organizational areas - institutional departments, programs, divisions, or units - most affected by or involved in this Action Project:

The following offices, councils, and leaders will be most affected by this action project.

  • University Quality Council (UQC),
  • University Planning & Budget Council (UPBC),
  • Institutional Research & Studies,
  • Senior Leaders: Vice Chancellors, Deans, Directors, Action Plan Holders, and the
  • Assistant Provost for Academic Innovation and Effectiveness

In the long-term, we are hopeful that this effort will have an enduring impact on the w hole of the campus –community. All major divisions (i.e., Student Affairs, Academic Affairs, Administration, and Advancement) as well as other major support areas will contribute reports and respond to the feedback they receive.

F. Name and describe briefly the key organizational process(es) that you expect this Action Project to change or improve:

The results of this project will lead to a new design for integrative planning and budgeting. It will require revision of council operating papers and practices. We will need the support of the Councils, Vice-Chancellors, Directors, and other reporting units.

G. Explain the rationale for the length of time planned for this Action Project (from kickoff to target completion):

The action project can be accomplished with existing resources. In the future, we would ideally invest in a data warehouse & data analytics software. Initial planning will be concluded by December 2013. The project will require an additional one-year implementation period to allow action plan holders to transition to a new reporting process & template.

H. Describe how you plan to monitor how successfully your efforts on this Action Project are progressing:

The Action Project progress and results will be shared with the University Quality Council. We have an opportunity to establish a clearer structure, to clarify roles and responsibilities, and to dedicate resources to support an integrative continuous quality improvement process. In order to successfully execute this project, we will use the following guidelines as markers for our progress. They will be incorporated into a timeline with appropriate leadership. We will:

Engage relevant faculty, staff, and students throughout the process
Establish a project team to work with relevant stakeholders and campus leaders to strengthen our planning process.
Develop a short-term plan that builds on structures & strengths
Review the functions of the University Quality Council (UQC) and the University Planning and Budget Council (UPBC) and will identify opportunities to integrate and strengthen these two groups.

  1. Work with these groups to rewrite their operational papers to enhance connections between their efforts.
  2. Explore the possibilities of joint meetings, retreats, and other planning engagements.
  3. Create relationships between groups submitting annual action plans and reports to UQC-UPBC

Identify relevant and useful data sources.
Identify and agree on key performance indicators. In so doing, we will identify benchmarks, targets, and responsible parties/offices.
Create a continuum of reporting and feedback that supports annual progress on the strategic plan.
Align university, division and school/college planning efforts. Create a planning and annual reporting process that builds on our current
work but leads to a more coherent and unified system that supports quality improvement and strategic budgeting for academic,
student, and administrative affairs as well as all major functional areas.

  1. Develop reporting templates
  2. Create feedback loops and formalize communication

Accordingly, our final product will be a clear and transparent design for quality improvement and strategic budgeting that creates a shared understanding of the university’s priorities and integrative planning process. Our strategy forum team will work with UQC & UPBC to finalize an integrative planning process that reflects the principles we have identified. The Assistant Provost will develop reporting templates & work with appropriate groups to coordinate a reporting & planning schedule. We will develop a communication
system that reflects our commitment to shared governance.

I. Describe the overall "outcome" measures or indicators that will tell you whether this Action Project has been a success or failure in achieving its goals:

The project will be successful to the extent that we have developed and implemented an integrative planning and budgeting process.  Ideally, we will also be able to do the following:

  • Demonstrate how budgeting is informed by assessment data, retention data, and SIUE’s key performance indicators;
  • UQC, UPBC and other relevant constituencies will express understanding of the process, use evidence for improvement, and align their plans with the university’s goals;
  • Establish relevant data, use that evidence, and demonstrate how it informs change efforts;
  • Create systems that encourage engagement with and use of evidence related to continuous improvement and budget planning; and
  • Quality improvement efforts are broadly inclusive, involving faculty, staff, students, and administrators.

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