2015-16 SIUE Strategic Plan

Strategic Plan

2015/2016

TABLE OF CONTENTS

INTRODUCTION

1

THE PLANNING CONTEXT

2

SIU: A Synopsis

2

SIUE: A Synopsis

3

DETAILED PLANNING: Achieving the Long-Term Goals

13

15

Long-Term Goal 1: Prepared and Committed Students

Long-Term Goal 2: Innovative High-Quality Programs

SIUE LONG-TERM GOALS

5

6

Overview of the process and annual update to the strategic plan

Short-Term Goals and Plans

Long-Term Goal 3: Dedicated Faculty and Staff Short-Term Goals and Plans

Long-Term Goal 4: Supportive Campus Community

GUIDING STATEMENTS

10

10

SIUE Mission

Short-Term Goals and Plans

SIUE Values

11

SIUE Statement on Diversity

12

SIUE Vision

12

Short-Term Goals and Plans

Long-Term Goal 5: Outreach and Partnerships Short-Term Goals and Plans

Long-Term Goal 6: Physical and Financial Sustainability

Short-Term Goals and Plans

17 18 21 23 25 26 27 28 30 31 33

ACCOMPLISHED SHORT-TERM PERFORMANCE INDICATORS

34

UPDATING THE STRATEGIC PLAN

35

RESPONSIBILITY FOR THE STRATEGIC PLAN

35

APPENDICES

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

INTRODUCTION SIUE has a long history of planning, although it had not previously adopted a formal strategic plan until 2001. At that time, SIUE joined the Academic Quality Improvement Project (AQIP) of the Higher Learning Commission of the North Central Association. One of SIUE’s four AQIP action projects was to develop a comprehensive strategic plan.

The initial strategic plan was approved in 2002. Since then, SIUE moved into the Open Pathway option through the Higher Learning Commission. In 2013, faculty, staff, students, administrators, alumni, and Foundation Board members worked together to review and revise SIUE’s statements on values, vision, mission, diversity, and its long-term goals. Additionally, the group worked to articulate key performance indicators, 5-year targets, and short-term goals. These revised statements were shared with the larger community through open hearings. The SIU Board of Trustees approved revised mission statements for SIUE at its September 2013 meetings. This current strategic plan is part of a process that aligns budget and university planning. The University Quality Council 1 l

works with the University Planning and Budget Council to oversee the implementation of the plan.

SIUE operates in the larger context of higher education in Illinois as reflected by the policies and priorities of the Illinois Board of Higher Education (IBHE). Likewise, SIUE operates within the context of SIU and the policies, priorities, and goals established by the Office of the President and the Board of Trustees. This document combines components from the IBHE, SIU, and SIUE to provide the context for a strategic plan for SIUE. An SIUE strategic plan, like any other, is reexamined and modified periodically. Accordingly, this plan includes a timetable for periodic review.

The plan assumes steady enrollment, that there will be no new state resources available over time, and that there will be no radical mission shift.

2015/2016 STRATEGIC PLAN

THE PLANNING CONTEXT SIU: A Synopsis Southern Illinois University is a multi-campus university comprising two institutions, Southern Illinois University Carbondale (SIUC), with a School of Medicine at Springfield, and Southern Illinois University Edwardsville (SIUE), with a School of Dental Medicine at Alton and a Higher Education Center in East St. Louis which includes a Head Start Program and a Charter High School.

The University, with an annual operating budget of $895 million in FY15, enrolls more than 31,000 students in programs from two-year technical curricula to the Ph.D. and professional programs in a variety of fields including law, medicine, and dental medicine. SIU was chartered in 1869 as Southern Illinois Normal University, a teachers college. In 1947, the name was changed to Southern Illinois University, reflecting the institution’s academic expansion.

The University also expanded geographically. In 1949, SIU began offering off-campus academic courses in the metropolitan East St. Louis area, which led to the eventual development of a separate institution in Edwardsville.

A modern and comprehensive post-secondary educational institution, Southern Illinois University offers a broad range of academic programs that lead to Associate, Baccalaureate, Master’s, Specialist’s, Doctoral, and Professional degrees. The instructional, research, and service missions of the two constituent institutions reflect the needs of the geographic areas in which they are located. The University also is committed to serving statewide needs. This commitment is reflected in educational activities located off the main campuses in communities throughout the state, online programming, and the work of our alumni. It is realized also through research and training exchanges and through world-wide student exchange programs.

A nine-member Board of Trustees governs Southern Illinois University and sets policy that enables the University to carry out established missions and goals.

The President of Southern Illinois University is its chief executive officer and reports to the Board of Trustees. The University Chancellors report to the President and are responsible for the internal operations of SIUE and SIUC. l 2

SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

SIUE: A Synopsis Southern Illinois University Edwardsville traces its origin to a recommendation in 1956 by the Southwest Illinois Council for Higher Education. The Council was convinced that higher education facilities were needed in the Metro-East portion of the greater St. Louis area. Council members hired consultants, whose reports documented that need, and appealed to Southern Illinois University, 100 miles south, to establish satellite campuses.

In 1957, SIU opened residence centers in Alton and East St. Louis.

The University expected to enroll 800 students, but actual enrollment reached 1,776. By 1959, the number of students had more than doubled to 3,800, greatly exceeding the physical facilities and demanding services faster than the University could develop and supply them.

A planning team investigated sites in the Metro-East counties 3 l

and selected one just south of Edwardsville. In 1960, the Illinois legislature authorized a bond issue for construction of a new state university campus. Voter approval came in November 1960. After 2-1/2 years of planning, University officials and area residents attended groundbreaking ceremonies for the first permanent buildings.

In the fall of 1965, Southern Illinois University Edwardsville moved onto its new campus: 2,660 acres of rolling land and woods dotted with lakes. Much of the land still retains its natural shape. The academic center was designed by the internationally known architectural firm of Hellmuth, Obata, and Kassabaum of St. Louis. The brick, slate, and granite of the modern buildings complement the terrain and are softened by a carefully designed garden landscape that attracts visitors by virtue of

its physical beauty. The campus has received several awards in recognition of the successful blend of the aesthetic and the functional in a setting that enhances growth and development and is now featured among the top 150 Illinois Great Places by the American Institute of Architects Illinois Council.

Today, SIUE is a major public university, offering a broad choice of degrees and programs ranging from career-oriented fields of study to the essential, more traditional, liberal arts.

Here students have an opportunity to interact with outstanding teachers and scholars, as well as with other students from all parts of the United States and the world. They enjoy the excellent facilities of a young and growing campus, including extensive research laboratories, specialized equipment for professional preparation, and comfortable, spacious classrooms. In addition, academic

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services provide tutoring, testing, academic and career counseling, and other services designed to help students meet the demands of university life. At SIUE, students find comprehensive educational opportunities and a community in which individuals support each other in their search for knowledge and individual development.

In FY16, for the 12th-consecutive year, U.S. News & World Report Best Colleges lists SIUE among the top 15 public universities in the best Regional Master’s Universities Midwest. For the sixth-consecutive year, Washington Monthly ranks SIUE among the top 40 master’s universities in the nation for “contributions to the public good in… social mobility, research, and service.” Additionally, SIUE has been named for the fifth-consecutive year to the annual President’s Higher

Education Community Service Honor Roll. The University’s commitment to excellence and service continues to be recognized by leading authorities within higher education.

While attending the University, students may choose to live on campus for convenience and flexibility: this convenience extends to academic scheduling which is designed to accommodate individual student needs through weekday, evening, weekend and online classes.

In every format, SIUE students are assured quality instruction.

At SIUE, education is more than classroom learning. Campus activities present students with an everchanging spectrum of cultural, social, service, and recreational experiences designed to complement the academic program. Theater and dance productions, musical presentations, art exhibits, renowned speakers and artists, and the fine swimming, biking, hiking and other recreation

offered by the University’s 2,660 acres of rolling, wooded hills make SIUE an exciting place. In addition, the campus offers access to the resources of the metropolitan St. Louis area, located just 25 minutes away.

At SIUE, approximately 900 fulltime and part-time faculty members engage in instruction, scholarship, and public service. Though each of these activities enhances students’ academic opportunities, it is through instruction that students benefit most directly. Eighty percent of the full-time faculty possesses terminal degrees. SIUE’s faculty, staff, and research centers continue to excel in the area of research grants and scholarship. In FY15, SIUE faculty and staff submitted 217 new proposals to outside agencies and received more than $43 million in new externally sponsored research and public service awards.

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SIUE LONG-TERM GOALS Prepared and Committed Students—Recruit and engage a diverse student body ready to accept the rigorous challenges of higher education, to persist in academic study, An organization carries out its mission and achieves its vision by setting and working toward achieving long-term goals. The primary focus of SIUE’s long-term goals, revised and adopted in July 2013, is student learning.

and to become lifelong learners.

Innovative High Quality Programs—Develop and enhance curricular and co-curricular programs to fully support learning and degree completion.

Achieving the following goals will help students

Dedicated Faculty and Staff—Recruit, support, and

become lifelong learners and effective leaders in

retain a highly committed and diverse faculty and staff,

their professions and communities:

who continually strive for excellence by promoting student learning, producing significant scholarship, and serving multiple constituencies.

Supportive Campus Community—Foster an inclusive University community characterized by integrity, civility, shared governance and openness to and respect for different backgrounds, cultures, and perspectives.

Outreach and Partnerships—Develop and strengthen collaborative relationships to effect positive changes in the university, region, nation, and world.

Physical and Financial Sustainability—Develop, maintain, and protect the University’s assets by practicing and promoting economic, environmental, and social sustainability campus-wide.

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Overview of the Process and Annual Update to the Strategic Plan As part of SIUE’s new integrated planning process, SIUE will update the University’s strategic plan each year.

The new process connects the work of the University Quality Council (UQC) and their oversight of quality assurance and improvement with the planning and budgeting work of the University Planning and Budget Council (UPBC). Moreover, the new reporting and review process is intended to enhance alignment of unit and division plans with the University’s long-term goals.

During the 2015-2016 academic year, the UQC with representation from UPBC reviewed SIUE’s progress on the Key Performance Indicators and movement toward 2018 targets. The group also discussed the annual action reports and plans submitted from all major stakeholders. The members reviewed the University’s accomplishments on all short-term goals, and evaluated the short-term priorities recommended by action plan holders for the 2015-2016 year. The UQC noted that for many key performance indicators, SIUE is on pace to meet the 2018 targets. In other instances, the members called for greater progress.

Although many of the short-term goals from 2013-2014 will carry forward until they are completed, there are a number of new short-term initiatives that have been developed to increase progress toward the 2018 targets. After substantial review and feedback, the members selected a new set of short-term goals to include in the updated Strategic Plan. These new short-term goals will complement SIUE’s existing activities and advance our mission. Additions to the short-term goals include: n

n

n

n

Enhance efforts for supporting students to ensure timely progression to degree; Expand recruitment activities beyond the Graduate School Fair through online live recruitment events, recorded webinar recruitment materials, and graduate recruitment activities at each Academic Excellence Day; Establish a comprehensive strategic plan for online learning at SIUE;

Increase faculty development for high-impact practices (HIP) and ensure that all students have opportunities to engage in at least 1 HIP in addition to Senior Assignment;

n

Evaluate and determine optimal enrollment capacity.

n

Develop a process and launch academic and administrative program prioritization;

n

n

n

n

Implement a research and creative activities incentive program for new faculty; Implement revised Competitive Graduate Award scholarships to require participation in research and creative activities by awardees; Enhance search committee training for faculty and staff to ensure an equitable process; Pilot coordinated hiring initiative to increase research grant awards;

n Increase the diversity of faculty through the implementation of the strategic faculty hiring initiative; n

n

n

n

n

n

Complete the HEED award for professional schools and continue the HEED award for the University; Explore ways to collaborate with SIUC on selected ITS initiatives and IT licensing; Develop a new budget model that rewards innovation, growth, quality, and efficiency; Begin construction on phase 2 of the electrical distribution program; Begin construction on the replacement of the Art & Design East windows; Double internet speed on campus and connect to Internet 2;

n Replace campus identity and access management system; n

n

Develop a Strategic Fundraising Plan to support diversity and inclusion programming; Develop and implement a plan to increase revenue to replace the loss of state appropriated dollars.

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FY16 PROGRESS TOWARD THE LONG-TERM GOALS Prepared and Committed Students In addition to maintaining healthy enrollment, SIUE made progress towards several key performance indicators relating to this long-term goal. Southern Illinois University Edwardsville’s Fall 2015 semester was the second largest in University history with a freshman class of 2,096 students.

The mean ACT score for freshmen was also the second highest in SIUE’s history at 23.2. Overall enrollment grew to 14,265. This was 293 students more than last fall.

Graduate enrollment continued to exceed 2,000 students.

SIUE’s student body reflects the diversity and inclusive excellence that are integral to our University’s goals.

Several academic programs have shown growth in recent years: Undergraduate Enrollment Growth Areas n Business Administration n Chemistry n Computer Management and Information Systems n Criminal Justice n Exercise Science n Health Education n Nursing n Psychology Graduate Enrollment Growth Areas n Civil Engineering n Kinesiology and Health Education SIUE’s retention rate of current first-to-second year students climbed again from 72.6% last year to 74.4% this year. Meanwhile, the current six-year graduation rate (2008 cohort) is 49.3%. Improving retention and graduation rates remains a fundamental emphasis for the University and a priority for the state of Illinois.

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Innovative High Quality Programs SIUE is developing and modifying academic programs to better meet the needs of prospective students and the region’s employers. SIUE approved new undergraduate and graduate programs this year. Undergraduate programs included Bachelor’s degrees in Environmental Sciences, Mechatronics and Robotics Engineering, Middle Level Education, and International Studies. A Master’s degree in Pharmaceutical Sciences was approved this year.

Additionally, an option for a concurrent Doctor of Nursing Practice and Master’s in Business Administration and an option for a combined Bachelor’s and Master’s (3 + 2) in Industrial Engineering were approved.

SIUE also continues to develop new fully online programs to meet the needs of new student populations, particularly adult learners and students who wish to complete their degrees. For example, the accelerated RN to BS is a fully online program developed to support degree achievement.

The School of Nursing was selected to exclusively offer the accelerated online nursing degree program to Baptist Health, Kentucky, and SSM Health nurses. Additionally, online course offerings and student enrollment in all terms in 2015-2016 exceeded the 2018 targets.

Dedicated Faculty and Staff SIUE faculty and staff are active researchers and public servants. The total number of grant awards and percentage of faculty submitting external grants has remained fairly stable; however, the monetary value of grant submissions has increased above the 2018 target with more than $61 million awarded.

SIUE maintained the general diversity among the faculty and staff. Supporting diversity and inclusion is an ongoing priority. To this end, SIUE is implementing a strategic faculty hiring initiative.

2015/2016 STRATEGIC PLAN

Supportive Campus Community Southern Illinois University Edwardsville received the Higher Education Excellence in Diversity (HEED) award from INSIGHT Into Diversity magazine for the second year in a row. The HEED Award is a national honor recognizing U.S. colleges and universities for their outstanding commitment and work to support diversity and inclusion throughout campus.

SIUE was named to the honor roll of the LGBT Campus Climate Index and our overall institutional campus climate score is 4.5 out of 5 stars.

Approximately one-quarter of SIUE’s increasingly diverse campus is comprised of underrepresented races and international students. A significant element is growing international enrollment, which reached a ten-year high of 445 students in fall 2015. A diverse student body enriches the learning environment and vibrancy of SIUE. One aspect of SIUE’s internationalization efforts is also focused on enhancing SIUE students’ opportunities to study abroad. Although this number is down for this cycle, Academic Affairs is committed to increasing study abroad opportunities and participation. Preparation for global citizenship is a key educational outcome for SIUE students.

Outreach and Partnerships Washington Monthly ranked SIUE among the top 40 master’s universities in the nation and No. 1 among all public institutions in Illinois again in 2015. This ranking is based on an institution’s “contribution to the public good” in three broad categories: social mobility, research, and service. SIUE continued to invest in developing corporate partnerships. The number of students enrolled at SIUE through corporate partnerships increased in spring and summer 2015 and is likely to continue to grow.

Physical and Financial Sustainability SIUE, like other state institutions, has experienced reductions to its state appropriation. The percentage of the annual operating budget from the state declined to 40.1% in FY 2015. These kinds of reductions suggest that SIUE must continue to find efficiencies and increase enrollment in order to maintain our excellence. While these cuts pose challenges, the SIUE community has demonstrated an ongoing commitment to excellence and student learning.

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Challenges Although there is reason to celebrate, opportunities for continued improvement exist. Areas for concentration include the following: n

n

n

n

n

n

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Raising the retention and graduation rates remains a priority. Although SIUE’s retention or persistence rate improved, there is much work to be done to improve the 4-year and 6-year graduation rates for first-time, full-time freshmen and transfer students. SIUE is committed to improving retention and increasing student success.

SIUE will focus on growing graduate enrollment in the coming years by enhancing recruitment efforts and developing new programs.

SIUE is committed to enhancing internationalization and growing international enrollment.

SIUE strives to assure quality in all academic programming as well as be responsive to new needs to support students and faculty in their academic goals.

SIUE saw substantial increases in the number of online courses and programs, but improvement is needed to meet the 2018 targets for the number of students solely online. Although the progress is clear, this area of growth remains a significant institutional commitment and will allow the University to meet the needs of more potential students.

SIUE’s priorities for the coming year also include increasing the number of research grant awards, the total number of new awards, and the monetary value of awards. Again, this is an area where there is notable progress in terms of number of submissions, but there are also critical opportunities for improvement.

n

Importantly, SIUE set ambitious growth targets for the endowment. This goal will require significant leadership and effort. As such, the UQC and UPBC acknowledged the importance of developing a culture of philanthropy. Likewise, SIUE seeks to enhance annual giving and grow this amount.

Looking Forward Like other public universities, SIUE is in the midst of change. Throughout the state and nation, institutions of higher education are coping with the changing landscape they now face. A smaller pool of high school graduates, increased competition, diminishing state support, a significant deficit in the state’s pension fund, increasing political pressure, and waning public trust are challenges the University must find a way to meet.

At SIUE, we are working together to position ourselves for a successful future. To do so, we start by recognizing and building on our strengths and examining how we can better accomplish what we do. Likewise, we plan to better meet the needs of the people and employers in our region and state. SIUE’s commitment to continuous quality improvement and bedrock values will allow SIUE to thrive, meet new challenges, and achieve new heights.

SIUE faculty, staff and students have made many successes possible over the past year. Collectively, the University community remains committed to meeting the shared goals of the Strategic Plan. Together, we will make progress on those commitments to meet the needs of our students, serve our region, and achieve our vision.

Please take a few moments to review the following achievements and reflect on the progress yet to be made.

GUIDING STATEMENTS Southern Illinois University Edwardsville is a

SIUE Mission In a Mission Statement, an organization tells its publics why it exists. The following mission statement was adopted by SIUE in July 2013, and approved by the SIU Board of Trustees in September 2013, replacing a prior statement:

student-centered educational community dedicated to communicating, expanding and integrating knowledge. In a spirit of collaboration enriched by diverse ideas, our comprehensive and unique array of undergraduate and graduate programs develops professionals, scholars and leaders who shape a changing world.

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SIUE Values By adopting a Statement of Values, an organization signals to its publics those fundamental ideals and concepts on which it bases its plans and actions to achieve its vision.

SIUE adopted the following statement in July 2013, replacing earlier statements.

Recognizing public education as the cornerstone of a democracy, SIUE fulfills its mission based on certain fundamental, shared values. We value:

CITIZENSHIP n

Social, civic and political responsibility—globally, nationally, locally, and within the University

n

Active partnerships and a climate of collaboration and cooperation among students, faculty, staff, alumni, and the larger community

n

Sustainable practices in environmental, financial and social endeavors

EXCELLENCE n

High-quality learning within and beyond the classroom

n

Continuous improvement and innovation

n

Outstanding scholarship and public service

INCLUSION n

A welcoming and supportive environment

n

Openness to the rich diversity of humankind in all aspects of university life

n

Respect for individuals, differences, and cultures

n

Intellectual freedom and diversity of thought

INTEGRITY n

Accountability to those we serve and from whom we receive support

n

Honesty in our communications and in our actions

WISDOM n Creation, preservation, and sharing of knowledge n Application of knowledge in a manner that promotes the common good n

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Life-long learning

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SIUE Statement on Diversity The SIUE Statement on Diversity reflects SIUE’s commitment to recognizing and valuing the contributions of the breadth of humankind. This statement, adopted in April 2013, replaces an earlier version:

All societies and peoples have contributed to the rich mix of contemporary humanity. In order to achieve domestic and international peace, social justice, and the development of full human potential, we must build on this diversity and inclusion. n

Southern Illinois University Edwardsville nurtures an open, respectful, and welcoming climate that facilitates learning and work. Each member of the University is responsible for contributing to such a campus environment.

n

Southern Illinois University Edwardsville is committed to education that explores the historic significance of diversity in order to understand the present and to better enable our community to engage the future.

n

Integral to this commitment, Southern Illinois University Edwardsville strives for a student body and a workforce that is both diverse and inclusive.

SIUE Vision A Vision Statement indicates what an organization wants to become—a statement of aspirations, a statement of what it expects to look like in the future. The following Vision Statement was adopted by SIUE in July 2013, replacing a prior version:

Southern Illinois University Edwardsville will achieve greater national and global recognition and academic prominence through innovative and interdisciplinary programs that empower individuals to achieve their full potential.

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DETAILED PLANNING: Achieving the Long-Term Goals

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2015/2016 STRATEGIC PLAN

Measuring Progress toward Long-Term Goals An organization will only know the extent to which it is achieving its long-term goals if it has mechanisms to measure its progress. Accordingly, each long-term goal needs measures for which data can be gathered and reviewed periodically. More than one measure is typically required, because the goals of not-for-profit organizations tend to be complex and, therefore, difficult to capture with a single measure.

Assessing Progress toward Long-Term Goals Since each long-term goal has multiple measures, the organization must evaluate the data from those measures to assess current status regarding each goal and the extent to which it has made progress in achieving each goal.

Setting Short-Term Goals Long-term goals, such as those adopted by SIUE, are achieved by meeting a series of well-defined short-term goals. Accordingly, an organization must develop clear short-term goals to be used as the means to achieve the long-term goals. This plan describes the short-term goals developed by SIUE in pursuit of its long-term goals for the next several years. Plans for the immediate future are more detailed than those for more distant years.

The short-term goals included in this plan describe new activities or actions for SIUE and, accordingly, are described against a background of ongoing activities that are assumed to continue.

This plan describes primarily “university level� short-term goals. All units will have their own short-term goals to assist the University in achieving its long-term goals.

Resources to Achieve Short-Term Goals Organizations achieve their long-term goals by allocating resources to meeting short-term goals and projects linked to the long-term goals. A strategic plan that is not linked to organizational resources is, in effect, not a plan.

Accordingly, the funds needed to meet specific objectives for the next several years, and the source of those funds, are detailed in this plan. To this end, SIUE has created a process that strengthens the connection between the University Quality Council and the University Planning and Budget Council.

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Performance Indicators KEY TO ABBREVIATIONS ADM Administration ADV Advancement AA Academic Affairs AIE Academic Innovation and Effectiveness ATH Intercollegiate Athletics BUD Budget/Finance D College/Schools or Deans DEPT Departments DIV Office of Institutional Diversity and Inclusion OUT Educational Outreach EM Enrollment Management EOA Office of Equal Opportunity, Access, and Title IX Coordination GS Graduate School

IR Institutional Research and Studies ITS Information Technology Services INTL International MKT Marketing and Communications NSSE National Survey of Student Engagement ORP Research and Projects RET Retention SA Student Affairs VCs Vice Chancellors UKN Unknown UPBC University Planning and Budget Council UQC University Quality Council URM Under-represented Minority

FA 10 Aug ´11 - Dec ´12 FA 12 FY 12 Fall ´12 - Sum ´13 AY 12-13 FA 13 FY 13 Baseline data only

LONG-TERM GOAL 1 Prepared and Committed Students Recruit and engage a diverse student body ready to accept the rigorous challenges of higher education, to persist in academic study, and to become lifelong learners.

OBJECTIVE 1

Maintain enrollment numbers for undergraduate and graduate students while securing a diverse student body ready to undertake the rigors of academic study at SIUE.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target

Responsibility

Undergraduate enrollment

11,229

11,781

11,802 (+5.10%)

EM, PROV, D, MKT

Undergraduate enrollment by gender

47.1% Men 52.8% Women

46.6% Men 53.4% Women

Maintain

EM, DIV

Undergraduate enrollment 22.8% URM by race/ethnicity 1.03% INTL

23.6% URM 1.3% INTL 1.2% UKN

30% URM/INTL

EM, DIV

Average ACT score

23.2

24

EM, AA, D

22.8

Persistence* first-time full-time 70.7% 74.4% 75% AA, SA, RET freshmen to second year (overall) Persistence from 58.7% 61.3% sophomore to junior

64%

AA, SA, RET

Persistence first-time full-time freshmen first year to second year (overall) by group

63% Black, Non-His. 66.4% Black, Non-His. 75% 73% Non-Black 76.1% Non-Black 75%

AA, SA, RET

Numbers of new transfer students

1,252

1,420

1,290 (+3.04%)

EM, D

Graduate enrollment

2,621

2,484

2,687 (+2.5%)

AA, EM, D, MKT

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OBJECTIVE 2

Facilitate students’ graduation and increase graduation rates, particularly for first-time, full-time freshmen.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target

Responsibility

6-year graduation rates (for first-time, full-time freshmen)

51.8%

49.3%

60%

AA, D, SA, RET

4-year graduation rates (transfer students)

54.8%

52.8%

60%

AA, D, SA, RET

Degrees granted (UG)

2,171

2,145

2,280 (+5%)

AA, D, SA

Degrees granted (G)

922

815

945 (+2.5%)

AA, D, SA

Utilization rate of academic resources, including tutoring, career services, advising

20,463 contacts/ 4,978 students served

24,793 tutoring 366 career services 12,490 advising

21,487 contacts/ 5,227 students served (+5%)

SA, AA

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Complete adaptive learning plans as 3 specified in the Academic Affairs Action Plan

AA, D

Develop proposals for additional scholarship funding to enhance both the quality of and the number of students enrolled at SIUE next year, as well as seek 3 to maximize affordability for SIUE students

ADV, EM

Develop plan to focus on earlier career counseling for undecided students; work with other offices on campus to develop a referral system to help identify these students; and begin a new Springboard to Success initiative for incoming 3 undecided students with the goal of providing career counseling services to at least 100 undecided students through these actions

SA

Develop funding plans for specific retention-based initiatives

3

ADV, RET, AA, SA, EM

Increase the domestic geographic diversity 3 of new student populations

EM

Expand recruitment activities beyond Graduate 3 School Fair through online live recruitment events, recorded webinar recruitment activities, graduate recruitment activities at each Academic Excellence Day

GS, EM

Enhance efforts for supporting students to ensure timely progression to degree

AA, SA, RET

New

New

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Short-Term Goals and Plans Fiscal Year 2016 During FY16 SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 1: n

Complete adaptive learning plans as specified in the Academic Affairs Action Plan.

Responsibility:

Source of Funds: Rationale:

n

Develop proposals for additional scholarship funding to enhance both the quality of and the number of students enrolled at SIUE next year, as well as seek to maximize affordability for SIUE students.

Responsibility:

Source of Funds: Rationale:

n

Chairs, Department of Mathematics and Statistics, Department of English Language and Literature Director of Retention and Student Success Director of Instructional Services Existing staff time and budget To increase student success and retention

Chancellor Enrollment Management Foundation To strategically target scholarships for student segments likely to yield higher enrollments

Develop plan to focus on earlier career counseling for undecided students; work with other offices on campus to develop a referral system to help identify these students; and begin a new Springboard to Success initiative for incoming undecided students with the goal of providing career counseling services to at least 100 undecided students through these actions.

Responsibility:

Source of Funds: Rationale:

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Vice Chancellor for Student Affairs Career Development Center Existing staff time and budget To increase student retention and promote student success

n

Develop funding plans for specific retention-based initiatives.

Responsibility:

Source of Funds: Rationale:

n

Budget Director Academic Affairs Budget Director Vice Chancellor for Student Affairs Associate Provost for Academic Planning Director of Retention Associate Vice Chancellor for Enrollment Management University Planning and Budget Council Increasing SIUE’s retention and graduation rates is not only an important goal, but the increase of these rates would also improve SIUE’s performance in the IBHE performance funding model, which would result in more favorable future state appropriation funding levels

Increase the domestic geographic diversity of the new student population.

Responsibility: Source of Funds: Rationale:

Enrollment Management Existing staff time and budget To increase SIUE's service to the region and to enhance access

Expand recruitment activities beyond Graduate School Fair through online live recruitment events, recorded webinar recruitment materials, and graduate recruitment activities at each Academic Excellence Day. Responsibility: Graduate School,

Enrollment Management Source of Funds: Existing staff time and budget Rationale: To increase graduate student

recruitment and enrollment n

n

Enhance efforts for supporting students to ensure timely progression to degree.

Responsibility: Academic Affairs, Student Affairs Source of Funds: Existing staff time and budget Rationale: To increase student graduation rates

2015/2016 STRATEGIC PLAN

LONG-TERM GOAL 2 Innovative High-Quality Programs Develop and enhance curricular and co-curricular programs to fully support learning and degree completion.

OBJECTIVE 1 Develop and enhance curricular programs to fully support learning and degree completion.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

Number of online degree programs

5

11

15

ITS, D

Number of online courses

64 - FA/SP; 84 - SU

51 - FA; 84 - SP 145 - SU

100 - FA/SP; 200 - SU

ITS, D

Number of students solely online

418 - FA/SP; 568 - SU

311 - FA; 417 - SP; 1,396 - SU

550 - FA/SP; 1000 - SU

ITS, D

Number of articulation agreements for formalized 2+2 programs

18

38

50

EM, AA

Student learning outcomes for Senior Assignment

95% (Exceeded or Met) 94%

100%

AA, SA

Pass rates for average required 94.75% professional licensure exams

94.1% - Dentistry Part I 91.3% - Dentistry Part 2 75% - Nursing, RN 92.2% - Pharmacy NAPLEX 94.6% - Pharmacy MPJE

100%

AA, D

Higher Order Learning (NSSE)

38.2 Mean for FR; 40.3 Seniors

37.3 Mean for FR; 39.1 Seniors

45FR 55SR

AA, D

Reflective and Integrative Learning (NSSE)

33.1 for Mean for FR; 37.5 for Seniors

32.5 for Mean for FR; 36.8 for Seniors

45FR AA, D 55SR

High Impact Practices (NSSE)

47% 1 or More for FR; 85% for Seniors

50% 1 or More for FR; 85% for Seniors

60FR 95SR

Employer survey

*new initiative

NA

SIUE administers NSSE bi-annually (next in Spring 2017)

AA, SA, D IR, AA

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

OBJECTIVE 2 Develop and enhance co-curricular programs to fully support learning and degree completion.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

Number of undecided students seeking career counseling

355

366

370 (+10.41%)

SA

Number of new participants in the 104 Student Leadership Development Program

421

115 (+10.41%)

SA

Number of students with learning disabilities utilizing assistive technology online community

25%

5% of population SA

232

261 (-10%)

*new initiative

Number of students at risk 292 due to social misconduct *information from Dean of Students and University Housing

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SA

2015/2016 STRATEGIC PLAN

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Implement Honors Program initiatives as outlined in the Academic Affairs Action Plan 3

AA

Develop new academic programs through the 3 SIUE rapid course development initiative

AA, ITS, D

Continue implementation of the Lincoln Program and the General Education 3 Assessment Plan

AA, D

Improve the website and software support for International Services 3

SA, AA, ITS

Improve or develop comprehensive SA, AA assessment plans within Student Affairs 3 and enhance alignment of curricular and co-curricular outcomes The SIUE Foundation will work with each of the University units to initiate a mini-campaign 3 to enhance curricular and co-curricular programs

ADV

Establish a comprehensive online strategic plan for online learning at SIUE

New

New

ITS, AA

Increase faculty development for high-impact practices (HIP) and ensure that all students have opportunities to engage in at least 1 HIP in addition to Senior Assignment

New

New

AA

Evaluate and determine optimal enrollment capacity

New

New

IR, EM, BUD

Develop a process and launch academic and administrative program prioritization

New

New

VCs, AA

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Short-Term Goals and Plans Fiscal Year 2016 During FY16, SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 2: n

Establish a comprehensive strategic plan for online learning at SIUE.

Responsibility:

Information Technology Services, Academic Affairs

Source of funds: Existing staff time and budget

Rationale:

To provide a plan for building programs and enrollment based need and resources

Increase faculty development for high-impact practices (HIP) and ensure that all students have opportunities to engage in at least 1 HIP in addition to Senior Assignment.

Responsibility:

Source of funds: Existing staff time and budget

n

Rationale:

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Academic Affairs To help improve student engagement and retention

n Evaluate and determine optimal enrollment capacity.

Responsibility: Institutional Research and Studies,

Enrollment Management,

Budget Director

Source of funds: Existing staff time and budget

Rationale:

To determine a the optimal balance between enrollment growth and resources

Develop a process and launch academic and administrative program prioritization.

Responsibility:

Source of funds: Existing staff time and budget

n

Rationale:

Vice Chancellors, Academic Affairs To best utilize resources to allow for growth and creation of highly sought after programs while ensuring we continue to meet the mission of SIUE

2015/2016 STRATEGIC PLAN

n

Continue Implementation of Lincoln Program and the General Education Assessment Plan.

Responsibility:

Assistant Provost for Academic Innovation and Effectiveness Director of General Education

Source of Funds: Resources provided by UPBC

Rationale:

To ensure continuous quality improvement in the General Education curriculum

n

Responsibility:

n

Improve the website and software support for International Services.

Responsibility:

Vice Chancellor for Student Affairs International Programs

Source of Funds: Existing time and budget

Rationale:

To enhance our international education program

To assess the quality and effectiveness of these programs

The SIUE Foundation will work with each of the University units to initiate a mini-campaign to enhance curricular and co-curricular programs.

Responsibility:

Vice Chancellor for Student Affairs Kimmel Student Involvement Center

Source of Funds: Existing staff time and budget

Rationale:

n

Improve or develop comprehensive assessment plans within Student Affairs and enhance alignment of curricular and co-curricular outcomes.

Vice Chancellor for University Advancement Provost All Deans and Unit Directors All Directors of Development

Source of Funds: Donors

Rationale:

To keep the units engaged in major-gift fundraising

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

LONG-TERM GOAL 3 Dedicated Faculty and Staff Recruit, support, and retain a highly committed and diverse faculty and staff who continually strive for excellence by promoting student learning, producing significant scholarship, and serving multiple constituencies.

OBJECTIVE 1

Recruit, support, and retain a highly committed and diverse faculty and staff.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

Demographic profile of:

Staff

23.5% URM 66.2% Women

23.8% URM 66.7% Women (FA 2014)

23.57% URM 66.2% Women*

DIV

Faculty

16.7% URM 48.8% Women

17.8% URM 49.2% Women (FA 2014)

Varies by Discipline

DIV, D

Senior administration 12% URM

43% Women

12.1% URM 40.4% Women (FA 2014)

12.0% URM 43.0% Women*

DIV

Employee Retention Rate

N/A

OBJECTIVE 2

*new initiative

All VCs

Faculty and staff will promote student learning.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target

Responsibility

Student-faculty interaction

19.7 Mean NSSE Freshmen; 25.1 NSSE Seniors

19.1 Mean Freshmen; 21FR 22.5 Seniors 26SR

AA, D

Effective teaching practices

39.8 Mean NSSE Freshmen; 40.1 Mean NSSE Seniors

39.1 Mean Freshmen; 41FR 41.3 Seniors 42SR

AA, D

Supportive campus environment

36.1 Mean NSSE Freshmen; 28.9 Mean NSSE Seniors

36.3 Mean Freshmen; 31.9 Seniors

All VCs

37.5FR 34SR

* Targets will be set by the Office of Equal Opportunity, Access & Title IX Coordination in collaboration with the Diversity Council.

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2015/2016 STRATEGIC PLAN

OBJECTIVE 3 Faculty and staff will produce significant scholarship.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

Total number of research grant awards

189

174

198

AA, ORP, D

Percentage of tenured/tenure track 33% 29% 38% faculty submitting external grants

AA, ORP, D

Percentage of tenured/tenure track 22% 29% 27% faculty on active awards

AA, ORP, D

Total number of proposal submissions

272

217

312 (+14.71%)

AA, ORP, D

Total number of awards (active and new)

405

174

515 (+27.16%)

AA, ORP, D

Monetary value of grant submissions and awards

$60,977,014 $74,600,000 submissions submissions $42,216,712 $61,000,000 awards awards

$62,501,439 submissions $43,061,046 awards

AA, ORP, D

OBJECTIVE 4

Faculty and staff will serve multiple constituencies.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

Public Service

53%

47%

58%

PROV, D

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Develop and implement University-wide 3 New REALITY plan to address the changing landscape in higher education

AA, D, ITS, SA, EM

Implement other aspects of the Administration Action Plan (including compliance with the 3 Affordable Care Act and the Annuitants Act and the development of an automated tracking system for searches

ADM

Student Affairs will develop and implement comprehensive training for groups stipulated 3 in the Student Affairs Action Plan (e.g., student group advisors, etc.)

SA

Implement a research and creative activities incentive program for new faculty

New

New

GS, AA

Implement a revised Competitive Graduate Award scholarship to require participation in research and creative activities by awardees

New

New

GS

Enhance Search Committee Training for faculty and staff to ensure an equitable process

New

New

DIV, EOA

Pilot a coordinated hiring initiative to increase research grant awards

New

New

AA, GS

Increase the diversity of faculty through the implementation of the strategic faculty hiring initiative

New

New

AA

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Short-Term Goals and Plans Fiscal Year 2016 During FY16, SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 3. n

Develop and implement University-wide New REALITY plan to address the changing landscape in higher education.

Responsibility:

Provost and Vice Chancellor for Academic Affairs Vice Chancellors Deans Directors Faculty Staff

Source of Funds: Source of funds to be determined

as initiatives are prioritized

and implemented

Rationale:

n

To ensure the success of SIUE as a quality, value-added institution in the face of a changing higher education landscape

Student Affairs will develop and implement comprehensive training for groups stipulated in the Student Affairs Action Plan (e.g. student group advisors, etc.).

Responsibility:

Vice Chancellor for Student Affairs Morris University Center

Implement revised Competitive Graduate Award scholarships to require participation in research and creative activities by awardees.

Responsibility: Graduate School

Source of Funds: Existing budget

n

Rationale:

n

To increase research and creative activities

Enhance search committee training for faculty and staff to ensure an equitable process.

Responsibility: Institutional Diversity and Inclusion,

Office of Equal Opportunity, Access,

and Title IX Coordination

Source of Funds: Existing staff time and budget

Rationale:

To increase diversity of faculty and staff

Pilot coordinated hiring initiative to increase research grant awards.

Responsibility: Academic Affairs, Graduate School

n

Source of Funds: Reallocation of existing funds within

the Graduate School budget

Rationale:

To increase research

Source of Funds: Existing staff time and budget

Increase the diversity of faculty through the

implementation of the strategic faculty hiring initiative.

Rationale:

Responsibility: Academic Affairs

Source of funds: Resources provided by UPBC

Rationale:

To better serve our students

Implement a research and creative activities incentive program for new faculty.

Responsibility: Graduate School, Academic Affairs

n

Source of Funds: Reallocation of existing funds within

the Graduate School budget

Rationale:

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To increase research and creative activities

n

To increase diversity of faculty

2015/2016 STRATEGIC PLAN

LONG-TERM GOAL 4 Supportive Campus Community Foster an inclusive University community characterized by integrity, civility, shared governance, and openness to and respect for different backgrounds, cultures, and perspectives.

OBJECTIVE 1

Foster an inclusive University community.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target Responsibility

Percentage of students who 2.4% 3.0% are international

4.6%

EM, AA, SA, D

Number of students studying abroad

162 (+20%)

SA, RET, D

OBJECTIVE 2

136

111

Cultivate openness and respect for persons of different backgrounds, cultures and perspectives.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target Responsibility

Discussions with Diverse Others (NSSE)

41.3 Mean for FR and 39.3 for Seniors

37.8 Mean for FR and 44FR 40.7 for Seniors 44SR

DIV

Create a Multi-Cultural Environment (Issues believed to be of high or highest priority) (HERI Faculty Survey)

55.1

N/A

56

DIV

LGBT Campus Climate Survey

4 Rating

4.5

5 Rating

DIV

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Measure campus climate for 3 underrepresented students

SA, DIV

Implement items in Campus-wide 3 Diversity Plan

DIV, SA, EM

Implement a new mentoring program

DIV, RET, SA, AA

for underrepresented students

3

Accomplish System-Wide Diversity and Inclusion Initiatives

New

New

DIV

Complete the HEED award for professional schools and continue the HEED award for the University

New

New

DIV

Short-Term Goals and Plans Fiscal Year 2016 During FY16, SIUE will focus on the following short-term goals and plans relative to Long-Term-Goal 4:

n

Measure campus climate for underrepresented students.

Responsibility: Vice Chancellor for Student Affairs

SOAR Director, Associate Chancellor

for Diversity and Inclusion

Responsibility:

n

Source of Funds: Existing staff time and budget

Rationale:

n

Implement items in Campus-wide Diversity Plan.

Responsibility:

To promote civility and improve campus climate for all students

Chancellor and Vice Chancellors Administrators Faculty and Staff

Source of Funds: Existing staff time and budget

Rationale:

To strengthen inclusion in the University

Implement a new mentoring program for underrepresented students.

Source of Funds: Existing staff time and budget

Rationale:

To promote retention and student success initiatives while serving diverse students

Accomplish System-wide Diversity and Inclusion Initiatives. n

Responsibility:

Institutional Diversity and Inclusion

Source of Funds: System support and existing staff

time and budget

Rationale:

To improve diversity and inclusion, awareness, and cultural competency

Complete the HEED award for professional schools and continue the HEED award for the University.

Responsibility:

Source of Funds: Existing staff time and budget

n

Rationale:

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Associate Chancellor for Institutional Diversity and Inclusion, Director of Retention and Student Success, Vice Chancellor for Academic Affairs, Vice Chancellor for Student Affairs

Institutional Diversity and Inclusion To achieve national recognition for diversity and inclusion efforts

2015/2016 STRATEGIC PLAN

Long-Term Goal 5 Outreach and Partnerships Develop and strengthen collaborative relationships to effect positive changes in the university, region, nation, and world.

OBJECTIVE 1

Develop opportunities for students to partner with the local community to learn through professional practice, engagement, and experience.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target

Responsibility

Service Learning

67 courses

89

74 (+10%)

SA

Community Outreach 433 Fac-Staff N/A

2,174 Students

233,941 benefited

447 Fac-Staff 2,392 Students 257,335 benefited (+10%)

AA, D

Patients and clients served

Maintain

AA, D

60 (+10%) 60 (+10%)

AA, D

64,054

N/A

# of unduplicated students enrolled FA12-54 FA14-49 in corporate educational partnerships SP13-53 SP15-88 SU15-83

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Create and expand academic programming with external partners (e.g. SIU School of Medicine, U.S. Steel, etc.) as outlined in the 3 Academic Affairs Action Plan. Master of Science in Healthcare Informatics to hospitals affiliated with the SIU School of Medicine

AA, D

Conduct research to determine the best online program portfolio based upon market 3 opportunities and the ability to differentiate SIUE from other online providers

AA, ITS, D

Develop a plan to enhance marketing of the Career Development Center services, 3 including raising awareness of the Workforce Recruitment Program (WRP)

SA

Explore ways to collaborate with SIUC on selected informational technology initiatives and licensing

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New

New

ITS

2015/2016 STRATEGIC PLAN

Short-Term Goals and Plans Fiscal Year 2016 During FY16, SIUE will focus on the following short-term goals and plans relative to Long-Term Goal 5:

n

Conduct research to determine the best online program portfolio based upon market opportunities and the ability to differentiate SIUE from other online providers.

Responsibility:

Associate Provost for Academic Planning and Program Development Assistant Director for Credit & Distance Education Activities, Office of Educational Outreach Office of Marketing and Communications

Source of Funds: Existing budget to employ a market

research firm

Rationale:

To increase the number of programs that meets the needs of working adults, non-traditional students or community college graduates seeking baccalaureate degrees

n

Develop a plan to enhance marketing of the Career Development Center services, including raising awareness of the Workforce Recruitment Program (WRP).

Responsibility:

Vice Chancellor for Student Affairs Career Development Center

Source of Funds: Existing staff time and budget

Rationale:

To enhance our efforts at outreach to promote use of our services by students, alumni, faculty and staff

Explore ways to collaborate with SIUC on selected informational technology initiatives and licensing.

Responsibility:

Source of Funds: Existing staff time and budget

n

Rationale:

Information Technology Services To enhance savings through shared resources

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

LONG-TERM GOAL 6 Physical and Financial Sustainability Develop, maintain and protect the University’s assets by practicing and promoting economic, environmental, and social sustainability campus-wide.

OBJECTIVE 1

Develop, maintain and protect University assets through sound economic practice.

Performance Indicator

2013 Baseline

2015-2016 Status 2018 Target

Responsibility

Annual State Appropriated Fund Actual Expenses

$59,746,002

$59,872,000

N/A

BUD

State Appropriated Fund Budget as a % 40.70% of Total SIUE State Budget - Actual Expenses

40.1%

N/A

BUD

State Appropriated Fund Budget as a % of Total SIUE Actual Expenses

22%

22.1%

N/A

BUD

Annual Income Fund - Tuition Revenue

$85,346,784.00

$90,278,082

$87,053,720 (+2%)

BUD

Tuition and Fees Rate $6,948.00 $7,296

Lowest of BUD Illinois Public Universities

Fees

<3%

BUD

Growth of the Endowment $18,713,000.00 $20,447,000

$27,495,536 (+46.93%)

ADV

Growth in Annual Giving

$3,526,772.00

ADV

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$2,302.90 $2,4421.1

$3,358,830.00

$3,389,000

2015/2016 STRATEGIC PLAN

OBJECTIVE 2

Develop, maintain and protect University assets through sound environmental and social sustainability efforts.

Performance Indicator

2013 Baseline

2015-2016 Status

2018 Target

Responsibility

STARS Rating

32.25 (Bronze)

32.25 (Bronze)

Silver

ADM

Other Short-Term or Secondary Performance Indicators Performance Indicator

Ongoing

Pending

Responsibility

Expand the â&#x20AC;&#x153;Go Greenâ&#x20AC;? sustainability 3 campaign to include composting

SA

Modernize and streamline the Foundation so that it is more effective in raising, 3 managing, and disbursing private funds for the University

ADV

Complete construction of the Engineering School Student Project Space 3

ADM

Explore alternative revenue models for academic offerings

BUD, AA, D

Complete new high impact campaigns in several academic units

ADV, D

3

3

Develop a new budget model that rewards innovation, growth, quality, and efficiency

New

New

UPBC

Begin construction on phase 2 of the electrical distribution program

New

New

ADM

Begin construction on the replacement of the Art & Design East Windows

New

New

ADM

Double Internet speed on campus and connect to Internet 2

New

New

ITS, AA

Replace campus identity and access management system

New

New

ITS, AA

Develop a Strategic Fundraising Plan to support diversity and inclusion programming

New

New

DIV, ADV

Develop and implement a plan to increase revenue to replace the loss of state appropriated dollars

New

New

VCs, UPBC

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Short-Term Goals and Plans Fiscal Year 2016 During FY16, SIUE will continue to focus on the following short-term goals and plans relative to Long-Term Goal 6: n

Expand the “Go Green” sustainability campaign to include composting.

Responsibility:

Source of Funds: Budget to be determined

Rationale:

n

Vice Chancellor for Student Affairs Morris University Center To take the lead in sustainability initiatives to educate our student population

Modernize and streamline the Foundation so that it is more effective in raising, managing, and disbursing private funds for the University.

n

Complete high impact campaigns in several academic units.

Responsibility:

Source of Funds Existing staff time and effort

Rationale:

Responsibility:

Board of Directors of the SIUE Foundation Vice Chancellor for University Advancement University Advancement staff

Existing staff time and budget

To respond to the consultant’s recommendations, the Foundation will be looking at decreasing the size of the Board of Directors, requiring a minimum contribution of board members, developing specific attendance requirements, constructing a board orientation program, structuring the board with more committees so that all board members have more participation in the Foundation’s activities

Rationale:

Source of Funds:

Rationale:

Explore alternative revenue models for academic offerings.

Responsibility: Provost and Vice Chancellor

for Academic Affairs,

Budget Director

Source of Funds: No additional funds required n

Rationale:

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To create incentives for new online program development and alternative programming

n

Institutional Diversity and Inclusion, Advancement

Source of Funds: No additional funds required To enhance diversity and inclusion initiatives

Develop and implement a plan to increase revenue to replace the loss of state appropriated dollars.

Responsibility:

To help the University continue to move forward with decreased state support

Develop a Strategic Fundraising Plan to support diversity and inclusion programming.

Rationale:

n

University Planning and Budget Council

Source of Funds: No additional funds required

Responsibility:

To pursue goals within each academic unit that align with the University’s strategic plan. There are critically important goals that need additional external funding for completion, and the high-impact campaigns can be helpful in this regard. External funding is particularly important in this budgetary climate

Develop a new budget model that rewards innovation, growth, quality, and efficiency.

Responsibility:

n

Deans, Provost and Vice Chancellor for Academic Affairs, Vice Chancellor for University Advancement

Vice Chancellors, University Planning and Budget Council

Source of Funds: No additional funds required

Rationale:

To help the University continue to move forward with decreased state support

2015/2016 STRATEGIC PLAN

Accomplished Short-Term Performance Indicators Prepared and Committed Students Goal 1: Recruit and engage a diverse student body ready to accept the rigorous challenges of higher education, to persist in academic study, and to become lifelong learners.

• Implement caseload approach for academic advisors • Implement Starfish retention software • Implement a “conditional admission” Summer Bridge Program Innovative High Quality Programs Goal 2: Develop and enhance curricular and co-curricular programs to fully support learning and degree completion.

• Develop new degree programs as outlined in the Academic Affairs Action Plan

1. Baccalaureate Integrative Studies degree

2. Graduate Integrative Studies degree

3. BS in Mechatronics degree

4. PharmD specialization in Pediatrics

5. Concurrent degrees in Nursing/MBA Dedicated Faculty and Staff Goal 3: Recruit, support, and retain a highly committed and diverse faculty and staff who continually strive for excellence by promoting student learning, producing significant scholarship and serving multiple constituencies.

• Pilot at least one crowdfunding project to support research Supportive Campus Community Goal 4: Foster an inclusive university community characterized by integrity, civility, shared governance and openness to and respect for different backgrounds, cultures, and perspectives.

• Complete hiring handbook for search committees outlining best practices Outreach and Partnerships Goal 5: Develop and strengthen collaborative relationships to effect positive changes in the university, region, nation and world.

• Create and expand academic programming with external partners (e.g. SIU School of Medicine, U.S. Steel, etc.) as outlined in the Academic Affairs Action Plan

1. RN to BSN programs for the SSM and BJC Healthcare organizations

2. Master of Business Administration at U.S. Steel • Complete 2+2 agreements with LCCC and SWIC in Special Education, Elementary Education, and Early Childhood Education • Complete curricula for international dual diploma programs in Engineering as outlined in the Academic Affairs Action Plan Physical and Financial Sustainability Goal 6: Develop, maintain and protect the University’s assets by practicing and promoting economic, environmental, and social sustainability campus-wide.

• Raise funds for specific projects to enhance the overall University environment: Scholarship Funds for the Special Semester- Abroad Program; the SIUE East St. Louis Charter High School; The Gardens at SIUE; and the radio station, WSIE • Complete construction projects as outlined in the Administration Action Plan

1. Science Building West

2. Multi-Disciplinary Lab on the Alton Campus

3. Lukas Annex build-out

4. Engineering Building additions

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SOUTHERN ILLINOIS UNIVERSITY EDWARDSVILLE

Updating the Strategic Plan A strategic plan must be a living document that will be changed periodically in response to a changing environment, but not all parts of the plan need revision on the same schedule. The following schedule reflects the time variations among the elements of the plan, while recognizing that an extraordinary event might require a change in the schedule.

Element

Review Schedule

Next Review

SIUE Mission

10 years

2023-2024

SIUE Statement of Values

10 years

2023-2024

SIUE Diversity Statement

10 years

2023-2024

SIUE Vision

10 years

2023-2024

SIUE Long-Term Goals

5 years

2018-2019

Measures of Long-Term Goals*

Annually

2015-2016

SIUE Short-Term Goals

Annually

2015-2016

*After a set of measures is better defined, the data would be updated annually, but the measures themselves would not change annually, and should have the same cycle as do long-term goals (five years).

Responsibility for the Strategic Plan The Chancellor is ultimately responsible for the development and maintenance of SIUEâ&#x20AC;&#x2122;s Strategic Plan.

That responsibility is met through collaboration with the entire SIUE community through its strong shared governance system.

APPENDICES are found at http://www.siue.edu/inrs/factbook/goals.shtml.

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