Goal 1: Improve enrollment and retention at both SIUC and SIUE.

Objective 1:  By December 31, 2008, both campuses will have completed an enrollment and retention growth to increase the overall student population.  The plan will detail the University’s approach to the following issues:

1. A detailed enrollment management plan.
2. Developing a student profile and recruit to that profile (Gender, Academic)
3. Develop a 1st year academic success experience – Retention
4. Solve the math and science beginning year experience - Retention
5. Complete and implement a campus safety plan
6. Alumni Assistance and Follow-up on Individual Students
7. Out-of-State recruitment, including tuition and fee costs
8. A marketing plan to promote best aspects of the University
9. Develop a plan to expeditiously process all undergraduate and graduate applications
10. Develop on-line programs for courses and degrees
11. Steps to improve graduate enrollment
12. International student recruitment
13. Off-campus service center operations
14. Off-campus course offerings

Goal 2:  Sustain lobbying efforts for the SIU system at both state and federal levels while assuming a leadership role in the advocacy for higher education.

• Objective 1: By September 15, 2008, a complete lobbying schedule for both Springfield and Washington, DC, will be completed.
• Objective 2: Each campus will host a reception for key legislative leaders of higher education in the Illinois General Assembly by December 31, 2008.
• Objective 3: Individual meetings with Dave Gross, myself, and key legislators will continue on an as-needed basis in both Springfield and Washington.
• Objective 4: I will continue to work on a bi-partisan basis to complete a Capital Bill, as well as advocating for additional operations and MAP increases.
• Objective 5: I will continue to advocate for increases in PELL grant and Stafford loan programs to assist our needs-based students, as well as support the need for increased research funding.

Goal 3:  Actively lead the SIU system in the establishment and implementation of an effective compliance and risk management program.  Work with the Chancellors and senior staff to:

• Objective 1: By September 1, 2008, establish an Ad Hoc Committee to address matters raised by the Deloitte report and to begin establishing overall guidance on issues of audit, compliance, and risk management.
• Objective 2: By October, 1, 2008, establish the Ad Hoc Group as a permanent Committee with full membership representing the entire system.
• Objective 3:  By June 30, 2009, the Ad Hoc Committee will have completed the following:
  1. Develop a single document or guidelines for reporting violations or concerns regarding misconduct that informs employees how to report any issues of fraud, misconduct, unethical behavior, harassment, etc. This would resemble the Appendix H document in the Effective Compliance Systems, University of Texas Guide.
  2. To spearhead the development of a Code of Conduct to clarify for every University employee the conduct expected in addressing or being accountable for addressing ethical dilemmas they may face in their employment. Possible subsets for each campus and the School of Medicine may be necessary. The University of Pennsylvania and University of Connecticut have provided excellent examples of model Codes which could be adapted for SIU.
  3. To take actions necessary to fully address all of the Deloitte recommendations. (see below)

Summary of Recommendations
Deloitte & Touche, LLP
Report on the Proposed Audit Committee Charter
and the Structures of the Internal Audit and Risk Management Functions
December 21, 2007

4. Assess the breadth and responsibility for oversight on audit, compliance and risk issues.
5. Develop a list of briefings for the Audit Committee which will keep the BOT fully informed of progress on the issue of audit, compliance and risk management. These topics will include:
   1. p-card compliance
   2. internal controls
   3. risk management
   4. financial reporting and disclosure
   5. compliance with laws and regulations
   6. independent external auditors
   7. internal audit, as well as Enterprise board Auditing, which involves much more interaction with the BOT and senior administrators to develop priorities for the Internal Auditing Process
   8. compliance and ethics
   9. reporting responsibilities
   10. developing additional committees to address gaps in oversight

Members of the BOT, I have based this approach on those steps recommended by the Institute of Internal Auditors Research Foundation in the manual Effective Compliance Systems: A Practical Guide for Educational Institutions. Other systems which have developed and implemented this approach have taken more than three years to achieve full compliance and then have taken additional years to make effective changes and improvements. This is not a one-year effort and will require much time, energy, and resources to fully accomplish this objective. I cannot put specific time lines on these objectives because Dr. Stucky and I will lead this committee as time and resources permit.

Goal 4: Continue implementation of campus land use plans and the overall capital development of our campuses.

SIUC

• See Presidential Report, Year-End Evaluation, 2007 – 2008, pg. 7.
• By June 30, 2009, implement first-year deferred maintenance plan for SIUC.
• Throughout academic year continue improvement at Touch of Nature.
• By June 30, 2009, finish remaining $18 million campaign for completion of Arena and Football Stadium.
• By June 30, 2009, finish and prepare construction plans for Student Services Building.
• Throughout the academic year continue lobbying efforts for funding Morris Library.
• Throughout the academic year continue lobbying efforts for funding the Transportation Education Center.
• Throughout the academic year continue lobbying efforts for a new Energy and Academic Affairs Building.
• By June 30, 2009, ten additional old buildings will be demolished on the northwest campus.
• By June 30, 2009, the Southern Hills Retirement Complex plans will be completed and construction ready to begin.
• By June 30, 2009, new plans will be developed for reconstruction of Greek Row.
• By June 30, 2009, all new campus entrance signs will be completed.

SIUE

• See Presidential Report, Year-End Evaluation, 2007 – 2008, pg. 8.
• By March 31, 2009, finish the GIS/Biology Labs.
• By December 31, 2008, finish the Vadalabene Center (gymnasium) renovation.
• By March 2009, finish the Early Childhood Center renovation.
• By March 31, 2009, finish plans and begin the Spring Green Lodge construction.
• Throughout the academic year continue to lobby for new Science Building.
• By June 30, 2009, finish Student Services Success Center.
• By May 2009, finish Student Fitness Center.
• By June 30, 2009, develop a strategic plan for future use of NCERC operations.

Goal 5: Advocate for improving diversity in all segments of our University community by first improving diversity in our University administrative ranks.

• By November 1, 2008, form committees on each campus for overseeing proactive actions to improve female participation in University administrative ranks.
• By December 31, 2008, finish the sexual harassment policy for the system as well as each campus.
• By June 30, 2009, each college should improve their administrative ranks by gender by 10%.
• By June 30, 2009, Chancellors’ and President’s offices should improve administrative female ranks by 10%.
• By June 30, 2009, increase diversity by 5% in total full-time faculty on both campuses.
• Throughout the academic year each search committee should have one designated member whose role is to emphasize the goal of diversity.
• During the 2008 – 2009 school year the University will appropriate such additional funds as necessary to complete the DFI program for students currently enrolled.
• By December 31, 2008, the position of Associate Chancellor for Diversity will be searched and filled on the SIUC campus.
• Throughout the academic year diversity workshops will be developed and presented on each campus.
• All undergraduate academic scholarship programs must have requisite percentage of racial/ethnic minority and other under-represented students.
• By June 30, 2009, expand international student program by 10%.
• Throughout the academic year expand purchasing and other business transactions with minority-owned firms by 5%.

Goal 6:  Conduct a vigorous and timely effort to hire a new Chancellor on the Carbondale campus while taking a strong leadership position in recruiting a pool of Chancellor candidates.

• During the Fall Semester 2008, under the direction of the Vice President for Academic Affairs, a pool of candidates will be collected.
• During the Spring Semester 2009 the pool will be delimited to the top 15 candidates by the Vice President for Academic Affair’s committee.
• During the Fall Semester 2009 a campus-wide search committee will be appointed whose role will be to delimit the pool to the top 6 candidates.
• During the Spring Semester 2010 the search committee will select the top three candidates, will conduct constituency interviews, and provide the President with their recommended candidates strengths and weaknesses.
• During the Summer Semester 2010 the President will select a new Chancellor.
• During the Fall Semester 2010 the new Chancellor will begin.
• By October 1, 2008, hire new Vice President for Academic Affairs.
• By December 31, 2008, fill Associate Provost position at SIUC.
• During Fall Semester 2008 begin search for new Provost and have position filled beginning of Fall 2009.
• During 2008 – 2009 academic year fill remaining dean positions on each campus.

Goal 7:  Work with the two Chancellors and administrative teams to implement strategies that will enhance department level accountability.

Emphasis on equal responsibility and cooperation between individual colleges and central enrollment management. (See Pell Institute Study)

1. Recruitment
2. Retention
3. Grass roots knowledge of students
4. Intervention
5. Counseling and mentoring
6. Course maintenance
7. Program quality
8. Program efficiency
9. Assessment

Ultimately goals, objectives and matters of policy and direction are fruitless unless they are embraced and carried out by management and staff throughout the entire chain of command.  We have attempted throughout the last two years to stay close to those areas outlined in the Southern @ 150 plan as well as the SIUE long range plan and we have made considerable progress (see Office of the President website).

If in fact the administrative team of the President and the Chancellors are to enhance college and departmental level accountability, then I believe very specific long range goals must be conveyed and not just annual goals which may prevent people from understanding the broader mission.  Faculty, department chairmen, as well as deans and vice chancellors must be able to see exactly where this university intends to be in eight years.  We need concrete, real, possible, and achievable results which move the university forward.  None of this can be accomplished unless the individual colleges buy into the vision, the big picture.

SIUE has developed an excellent academic reputation and competes effectively against other Master’s Level Midwestern Universities.  However, the long range plans for SIUE must incorporate important academic innovations to maintain these rankings, solving the problems of growth and student retention.  Again, these plans must be concrete, real, and embraced by the faculty.

It is said that President Morris carried in his pocket a list of ten objectives he wanted to achieve for SIU.  They were mostly buildings at SIUC, a new university at Edwardsville, a Law School, a rehabilitation program, etc.  Today, the needs are very different, the challenges just as great, and the need for our people to believe again in the future of our university is paramount.  While needs both great and small arise on a daily basis that will be attended to in the normal course of running the university, I would like to share with you the twelve greatest needs upon which I would like to concentrate my efforts over the next eight years to make our system both competitive and desirable for future students.

Eight Year Plan

1. Increase student population for SIUC to 25,000 students and at SIUE to 16,000 students by increasing enrollment and retention.
1. Develop an appropriate student profile and recruit to that profile.
2. Create appropriate academic advancement tools to help students succeed.
   1. Comprehensive academic advisement
   2. Effective first year experience plan including the development of a Center for Integrative Math and Science Education
   3. Create effective tutoring services
   4. Great attention to transfer students, undecided and probationary students
   5. Provide quality control for the General Education program
   6. Focus greater attention on Honors Scholars Program
   7. Create special incentives for out of state students
   8. Develop broad on-line course programs and degrees
3. Focus efforts on individual colleges (SIUC) and new Academic Advisement Center (SIUE) as communities who have responsibilities for:
   1. Recruitment
   2. Retention
   3. Grass roots knowledge of students
   4. Intervention
   5. Counseling and Mentoring
   6. Course Maintenance
   7. Program Quality
   8. Alumni Follow-up
   9. Program Efficiency
   10. Assessment
2. Develop the SIU Achievement Program to offset rising tuition.
3. Increase diversity in gender and color in faculty and administrators’ ranks by a minimum 3% per year.
4. Increase both 4 and 6 year graduation rates by 10%.
5. Raise salaries for faculty and staff to within 5% of national peer group average.
6. Reverse the trend of losing transfer students from area community colleges by developing a strong service model for cooperation such as the Preferred Provider Program.
7. Improve national research standing for SIUC and SIUE.
8. Complete campus land use plans including:

   SIUC new buildings:

   1. TEC Building
   2. Student Services Building
   3. Academic Research Building
   4. Arena Renovation
   5. Football Stadium
   6. Greek Row
   7. Southern Hills Retirement Village
   8. Alumni Foundation Building
   9. $200 million deferred maintenance

   SIUE new buildings:

   1. GIS/Biology Labs
   2. Science Building
   3. Student Services Success Center
   4. Student Fitness Center
   5. Renovate Vadalabene Center (Gymnasium)
   6. NCERC Renovations
   7. Spring Green Lodge
   8. Renovate Early Childhood Center
   9. $50 million deferred maintenance
   10. New Residence Hall
9. Establish and Implement an effective and compliant risk management program.
10. Develop a strong alumni-foundation relationship for recruitment and fundraising.
11. Lobby extensively for increased state operations funds to avoid lay-offs in personnel.
12. Lobby extensively for federal needs based assistance to accommodate students from middle and low income families.