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Assege HaileMariam, Ken Baker and I invite the campus community to participate in the 2011 strategic planning process. We hope to have stimulating, productive discussions that will prepare us to educate the next generation of students and help us build a sustainable future for EIU. William Weber

First Session
Attendees self-selected a strategic theme to begin developing goals for each theme.  Each group presented the suggested goals to all participants.  Then, participants prioritized the suggested goals.

Attendees at a Table Whiteboard with Notes Barbara Burke writes on whiteboad

Second Session
Each group created detailed action plans for their two top-priority goals (including three steps toward implementing goals, resources needed, time frame, a person who is responsible for the successful completion and those who will assist, description of what success would look like, and potential hurdles); the action plans were presented to the whole group for constructive feedback. Finally, each group incorporated the feedback to refine the action plans and gave a report, see below, to the large group.

Academic Excellence | Marketing & Communication | Campus & Community Life | Financial Stability | Emerging Technologies | Global competition & Changing demographics

Academic Excellence Goals | Group 1

Number in parenthesis denotes votes

  1. Institution of opportunity and access for students seeking rigorous academic programs (34 votes)
  2. Enhance the integrative learning experience for all students (29 votes)
  3. Meets needs of students we attract (25 votes)
  4. Build the best internships/practical field experience across the academic curriculum (24 votes)
  5. Enhance faculty focused and student engaged research and creative activities (17 votes)

 

Ranked Goal #1: Be an institution of opportunity and access for students seeking rigorous academic programs.

Steps:

  1. Identify current and potential programs that increase opportunity and access (on and off campus, graduate and undergraduate, international and adult and non-traditional).
  2. Create a commitment to recruit students interested in our programs using appropriate marketing/recruiting strategies.
  3. Create an academic culture of rigor and high expectations that supports teaching, research and service.

Time Frame:5 Years; Year 1 – Consultation

Resources:

  1. Restructure and integrate the enrollment management structure
  2. Effective faculty development
  3. Quality data on effective recruiting strategies
  4. Financial support for programs
  5. Financial support for new recruitment strategies

Champion: The Provost

Who needs to be involved?

  1. Provost
  2. Management Team (Dean’s Council)
  3. Faculty Governance
  4. Admissions Counselors

What does success look like?

  1. The quality of students we seek are attending beyond our capacity
  2. The faculty and staff we seek will choose EIU because of what EIU represents
  3. Our learning outcomes show improvement

Hurdles:

  1. Lack of buy in from all segments of the EIU community
  2. Willingness to embrace change
  3. Lack of financial resources
  4. Inability to collaborate


Ranked Goal #2: Enhance the integrative learning experience for all students

Steps:

  1. Connect rigor to integrative learning
  2. Connect integrative learning to our distinctiveness
  3. Create a learning centered culture for faculty and students

Resources:

  1. Faculty development with an integrative learning emphasis
  2. More awareness of integrated learning awards
  3. Faculty “buy-in”

Time Frame: 5 Years

Suggested Champion: Faculty development and partners across campus

Who needs to be involved?

  1. Deans Council
  2. Faculty Governance
  3. All Faculty etc. (Fac. Dev. Adv. Comm.)

Success:

  1. Students who ask questions and are intentional about recognizing the connections between their academic and co-curricular programs
  2. EIU faculty can articulate what integrative learning is to the students they mentor i.e., have a unified vision.
  3. Students who graduate from EIU have a strong sense of self and purpose.

Hurdles:

  1. Belief that serious scholarship is diminished by integrative learning
  2. Lack of clarity about how integrative learning functions in each discipline and the connections across disciplines  (Lack of unified vision)

Feedback Themes:

  1. Better definition and implementation of rigor and quality
  2. Faculty and staff involvement and commitment in recruitment and integrative learning
  3. Clarification of who we are as an institution
  4. Evaluate the coordination of recruitment and enrollment management
  5. Resolve to create a high impact learning experience for all students regardless of preparation



Academic Excellence Goals | Group 2

Number in parenthesis denotes votes

  1. Enhance/improve critical thinking (35 votes)
  2. Create a culture of academic rigor among faculty (29 votes)
  3. Better integrate formal and informal curricula (22 votes)
  4. Increase relevance of academic activities among students (22 votes)
  5. Create a culture of academic rigor among students (17 votes)

 

Ranked Goal #1: Enhance/improve critical thinking

Implementation Steps/Timeline:

  1. Define critical thinking-- 1 Semester
  2. Implement/Develop-- 3 Sem.
  3. Assess – Each semester – monitor, formal assessment after, new instrument.                           

Champion: Provost

Resources:

  1. Curriculum
  2. Fac. Dev focus
  3. Instrument $

Who needs to be involved?

  1. Administrative councils
  2. Deans
  3. Faculty
  4. Karla Sanders

What does success look like?

  1. Instrument – high –impact experience
  2. Research
  3. Study abroad
  4. Svc. Learning

Hurdles:

  1. Instrument
  2. Inertia
  3. Buy-in

 

Ranked Goal #2: Create a culture of academic rigor among faculty

Implementation Steps/Timeline:

  1. Study determine role of faculty evaluation in enhancing rigor (1-2 Years)
  2. Evaluate incentives for rigor  (1 Year)
  3. Provide support for rigor  (1 Year)
  4. Assess rigor  (1 Year)

Resources:

  1. Time-reassigned-- or
  2. Internal grants
  3. Support for student travel

Time Frame: 5 Years

Suggested Champion: Jeff Cross, Associate Vice President for Academic Affairs

Who needs to be involved?

  1. Faculty
  2. chairs
  3. deans
  4. AA
  5. Faculty Development
  6. UPI
  7. shared governance  councils
  8. external

What does Success Look Like?

  1. More time spent studying
  2. Student feedback
  3. Faculty self evaluation
  4. Presentation / publications with students

Hurdles:

  1. Faculty buy-in, shared vision
  2. Student expectations
  3. Understanding role of evaluation in rigor

Feedback Themes: Goals 1 & 2

  1. How best to assess Critical Thinking & Rigor
  2. Need to measure and define Critical Thinking & Rigor
  3. Linking culture of Rigor to other Strategic Goals
  4. Combine student/faculty Rigor into one goal/culture
  5. Widespread support for both goals



Academic Excellence Goals | Group 3

  1. Create large pool of tiered scholarships for above average students 1k-5k (42 votes)
  2. Create more opportunities for retention through student mentoring/internships and advising (39 votes)
  3. Create programs that will keep students (minors into majors) enhance majors (23 votes)
  4. Fill and increase # of tenure-track faculty (13 votes)
  5. Model successful research, academic excellence  (i.e., week-long research conf) (13 votes)

 

Ranked Goal #1: Large pool of tiered scholarships for above average students ($2,000-$5,000) – Continuing scholarships if academically successful 3.0 and above

Steps:

  1. Raise or re-allocate funds to establish $5 million endowment
  2. Develop criteria to identify qualified students
  3. Market scholarships to qualified students (IL & beyond) 

Time Frame:

  1. Raising $ in 5 years
  2. Set limited roll out in first yr.
  3. Identify criteria in first yr.
  4. Market scholarship to qualified students in first year

Champion: President Perry

Resources: $10 million endowment (need $500,000/year)

Who needs to be involved?

  1. President Perry
  2. VP Martin
  3. Brenda Major
  4. Leslie McDaniel
  5. College Deans
  6. Stacia Lynch

What does success look like?

  1. Getting $5 million by benchmark
  2. Awarding scholarships to targeted, qualified students
  3. Having attracted and retained qualified, targeted students

Hurdles & Challenges:

  1. Attracting donors
  2. “Spreading the word”
  3. Size of scholarship may not attract targeted students

 

Ranked Goal #2: Retain more students through successful mentoring/internship opportunities.

Steps:

  1. Identify students interested in mentoring/internships early in academic career
  2. Create opportunities for departments to encourage faculty/student interactions (i.e., open house, orientations)
  3. Investigate models for successful mentoring

Resources:

  1. Faculty development
  2. Student affairs

Time Frame: Immediately-implement summer 2012

Champion: Blair Lord, Provost and Vice President for Academic Affairs

Who needs to be involved? Not Specified

What does Success Look Like?

  1. Increased retention of students who participate in faculty-led, independent research and creative activities
  2. Increased interest among students in mentoring/internship opportunities/research opportunities

Hurdles:

  1. Student apathy
  2. Inappropriate faculty/student ratios (in some departments)
  3. Lack of awareness of opportunities

Feedback: Goal 1

  1. Minimum $2000 scholarship
  2. Scholarship continues for 4 years if GPA  is maintained
  3. Increase endowment to at least $10 million

Feedback: Goal 2

  1. Coordinate between departments and career services to generate student interest
  2. Incentives for faculty participation?      



The work created during the Goals Conference will serve as the foundation for our strategic plan, and the Strategic Planning Steering Committee will seek further input from the campus community develop and refine these ideas in the coming weeks. In accordance with the guidelines that President Perry established when we began the planning process, the new strategic plan will be presented to the Board of Trustees at its January 20, 2012 meeting.