Southeast Missouri State University

September 21, 2007

AQIP Steering Committee Meeting - UC Board Room

In Attendance: R. Althaus, A. Gathman, L. Fluegge, C. Frazier, G. Gasser, C. Kaufman, D. Probst, D. Starrett, S. Swartwout,

Absent: D. Holt and J. Stephens M. Clifton, A. Vandeven

Recorder: Christie Renner

Action Project Team meetings

The steering committee shared their observations from the Action Project #1 & #2 team meetings that were held the week of September 3. The liaisons for each team will update the steering committee on their progress.

Systems Portfolio

The committee continued brainstorming on the category processes questions.

Category 8 – Planning Continuous Improvement
Below are the comments from the committee as they brainstormed on the “processes” questions for this category.

8P1 – What is your planning process?

  • University Planning Committee
  • Are there plans for strategic planning??
  • Departments/division long-range goals
  • Various bodies have strategic plans (e.g., ITC, Campus Master Plan) and how are they connected with others?
  • Budget Review ??
  • Student Government identifies annual goals

 

8P2 – How do you select short – and long-term strategies?

  • Strategic Plan
  • Communicated at annual convocation by President
  • Is the perception from the upper administration that it is making it down to all levels for input? and is this reality?
  • Do staff have an avenue for input
  • Action Project in place
  • Last couple of years University has be reactive, instead of proactive ??

8P3 – How do you develop key action plans to support your institutional strategies?

  • Shared governance
  • Department annual reports
  • Going to people who are active to get things implemented
  • We are good at implementation
  • Communicated at annual convocation by President
  • KPI’s (key performance indicators)

8P4 – How do you coordinate and align your planning processes and overall institutional strategies and action plans with your varying institutional levels?

  • In theory, have hierarchical structure, planning processes in place but Examiner lead us to believe that there is a communication breakdown
  • Action Project in place

8P5 – How do you select measures and set performance projections for your institutional strategies and action plans?

  • Local level (department to department, division to division)
  • Action Project #2 in place
  • SEM goals (Strategic Enrollment Management)
  • University Assessment Committee
  • Departments

8P6 – How do you account for appropriate resource needs within your strategy selection and action plan implementation processes?

  • Budget Review Committee
  • Donations – Foundation as an auxiliary raises funds for projects
  • Chancellor Nitzschke (lobbyist)
  • Program Review (last time it was an emergency)

8P7 – How do you ensure faculty, staff, and administrator capabilities will be developed and nurtured to address requirements regarding changing institutional strategies and action plans?

  • Professional development (e.g., identify key people to attend training and bring back to campus)
  • Training & Development
  • Examples – Banner training and CSTL training faculty
  • Students are technically advanced; faculty and staff must keep up with technology
  • Priorities go to executive level
  • May be Foundation dollars available (if account set up)
  • Is there a process?
  • Board of Regents (how do they fit in?)
  • Committees are RECOMMENDING bodies, administrator over committee makes final decision – committees can not be liable then
  • Administrators have periodic reviews
  • Do a good job overall
  • Resource allocation controlled at top level

8P8 – What measures of the effectiveness of your system(s) for planning continuous improvement do you collect and analyze regularly?

  • Do not think we are there yet
  • Do not think we do
  • Do not have anything to measure
  • Examiner shows some things

Category 9 – Building Collaborative Relationships

9P1 – How do you create, prioritize and build relationships with the:
- educational institutions and other organizations from which you receive your students?

  • Recruitment with high schools in St. Louis and service areas
  • Articulation agreements
  • Contact Admissions
  • Some departmental recruiting
  • Senate Bill?? DESE project?
  • Check on if graduate studies is doing anything

-educational institutions and employers that depend on the supply of your students and graduates that meet these organization’s requirements?

  • Career Linkages
  • Departments
  • Relationships w/ e.g., medical school
  • Local level
  • Employers communicate back with us
  • Department advisory councils (e.g., IET, College of Business, College of Health & Human Services)
  • IAMSoutheast (Alumni website)
  • College of Business sends juniors to St. Louis Employer Fair ?? to interview with different companies

-organizations that provide services to your students?

  • What does this mean?

-education associations, external agencies, consortia partners, and the general community with whom you interact?

  • Several accreditations
  • SAIC
  • NIH
  • NSF
  • Granting institutions
  • Contact Teresa Wildman, Research & Grant Development
  • Developing networks with contacts at different organizations
  • Chamber of Commerce Business After Hours
  • Good at creating, good at building, but at local level
  • Interact with DESE
  • Regulating

9P2 – How do you ensure the varying needs of those involved in these relationships are being met?

  • IT doing surveys for satisfaction
  • Exit interviews
  • Feeder institutions – meeting needs of students
  • Relationship with high schools

9P3 – How do you create and build relationships within your institution? How do you assure integration and communication across these relationships?

  • Action Project #1
  • University Studies upper level indisciplinary courses
  • Less resources to work with

9P4 – What measures of building collaborative relationships do you collect and analyze regularly?

  • Speak Out
  • Outside publicity
  • Data we get from feeder institutions
  • Job placement
  • MCAS (medical schools)
  • Local, sporadic, semi-complete
  • Contact Bruce Domazlicky – Center Economic & Business Research
  • Contact Leon Book – Student Transitions
  • Contact Bill Holland – Corporate Relations
  • Alumni events
  • Levels of giving, talk to Foundation Office
  • Boosters
  • River Campus season ticket holders
  • Not going to give money for something not worthwhile
  • How many new scholarships have been developed?

The writing team will begin drafting the Systems Portfolio with the brainstorming comments from the Processes questions. A copy of all the brainstorming comments will be e-mailed to committee members. The committee will identify other sources that need to be contacted for input and prepare a list of questions. Also, data sources need to be identified. C. Frazier will work on a timeline. The committee would like to meet with Executive Staff to get their comments on some of the questions.

The next meeting is scheduled for Friday, October 5, at 2:00 pm, in the UC Board Room.

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