| Strategic Goal 2: Continue to recruit and retain a dedicated, caring and culturally diverse faculty whose teaching is informed by research and embodies engaging learning experiences that enable students to flourish academically and personally. |
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- Interview prospective faculty to determine degree of institutional match.
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Provost, Deans and Department Chairs |
on-going |
1. Comparison of number of faculty hired whose major interest is teaching, but who are also active researchers year-to-year. |
| 2. Expand opportunities for faculty to teach in rigorous, research-oriented doctoral programs. |
Dean of Graduate Studies |
on-going |
1. Comparison of number of faculty who teach in doctoral programs who also are active researchers year-to-year.
2. Comparison of number of doctoral programs that require students to conduct original research & to write a dissertation describing that research year-to-year.
3. Comparison of number of masters level programs that require students to conduct research & to write a thesis describing that research year-to-year. |
| 3. Provide institutional support to foster active research environment. |
President |
on-going |
1. Comparison of the number of faculty who are actively engaged in research year-to-year.
2. Comparison of the number of research grants submitted and funded year-to-year.
3. Comparison of the number of faculty who publish in referred journals year-to-year. |
| 4. Work with the union to develop powerful incentives for excellence in teaching. |
President |
Immediately and on-going |
1. Number of incentives presented to the union year-to-year.
2. Number agreed on year-to-year. |
| 5. Reinforce collegial programs among faculty to enhance teaching effectiveness. |
Provost, Deans and
Director of Faculty Development |
Immediately and on-going |
1. Number of mutual assistance
programs to increase instructional effectiveness among faculty year-to-year. |
| 6. Determine areas of greatest impact on faculty satisfaction and retention at CSU. |
Vice President for Planning |
Fall 1999 |
1. Survey faculty satisfaction and retention year-to-year to determine areas of greatest impact. |
| Subgoal 2.1: Support and enhance the professional stature of faculty. |
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| 1. Departmental faculty include qualitative and quantitative standards for each of the levels of evaluation on DACs. |
Department Chairs |
1999-2000 |
1. Comparison of qualitative and quantitative aspects of DACs year-to-year.
2. Survey faculty in every department as to effectiveness of DACs year-to-year.
3. Number of DACs modified to be more assessable year-to-year. |
| 2. Increase faculty salaries to competitive levels through increased appropriated funds. |
President,
Faculty and
Union |
1999-2000 and on-going |
1. Comparison of CSU's faculty salaries with other Illinois public universities year-to-year.
2. Comparison of CSU's faculty salaries with averages for all U.S. universities year-to-year.
3. Comparison of number of lobbying efforts with assistance of union. |
| 3. Strengthen annual evaluation procedures to provide opportunities for development, improvement and accountability throughout the career path. |
Provost, Deans, Faculty and Union |
Immediately and on-going |
1. Comparison of number of receiving unsatisfactory ratings on annual evaluation year-to-year.
2. Comparison of number of these engaging in improvement activities year-to-year.
3. Comparison of number who improve after engaging in these programs year-to-year.
4. Number of portfolio workshops each year for new faculty. |
| 4. Develop and implement a consistent, clearly written faculty handbook that contains all policies and procedures that govern the faculty. |
Provost and University Counsel |
Fall 1999 |
1. Ratings given Faculty Handbook by faculty on Satisfaction Survey year-to-year.
2. Comparison of number of inquiries about policies & regulations from faculty year-to-year. |
| 5. Institutionalize the Code of Excellence and the expectation that all CSU community members conform to it. |
Vice President for Student Affairs |
Fall 1999 and on-going |
1. Comparison of activities used to institutionalize Code year-to-year.
2. Comparison of levels of institutionalization indicated in faculty/staff survey year-to-year. |
| 6. Seek funds to support a technology innovation fund through which faculty, staff and administrators can borrow interest free funds to purchase computers and other advanced technology that will support their professional activities. |
Executive Director of CSU Foundation, Vice President for Planning, Director of Sponsored Programs and Chief Information Officer |
1999-2000 |
1. Terms of technology loans.
2. Comparison of number of faculty that use this program to buy instructional equipment year-to-year.
3. Comparison of amount borrowed through this program year-to-year.
4. Comparison of faculty ratings of impact of this program year-to-year. |
| 7. Enhance the travel grant program to provide support for travel to present papers at research conferences. |
President and Director of Faculty Development |
1999-2000 |
1. Comparison of the number of travel grants made year-to-year.
2. Comparison of the number of faculty who apply for travel grants year-to-year. |
| Subgoal 2.2: Support faculty members to secure the time, financial support and collaborations to maximize their success in research, scholarship, grantsmanship and other creative activities. |
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| 1. Conduct workshops on writing grants. |
Director of Sponsored Programs and Director of Faculty Development |
Immediately and on-going |
1. Comparison of number and type of workshops conducted year-to-year.
2. Ratings given these workshops by participants.
3. Faculty ratings of impact of these workshops on their abilities to submit obtain funding year-to-year.
4. Comparison of number and amount of federal, state and private grants submitted & funded year-to-year. |
| 2. Increase funds for travel to professional conferences through faculty development programs. |
President, Director, Faculty Development |
1999-2000 and on-going |
1. Comparison of amount available and spent on faculty travel year-to-year.
2. Comparison of number of faculty trips to conferences & to granting sources year-to-year.
3. Faculty ratings of impact of travel on their abilities to submit & obtain funding year-to-year. |
| 3. Reward grant acquisition through investing five percent of indirect costs in more support personnel and more technology resources for faculty. |
President |
1999-2000 and on-going |
1. Comparison of percentage of indirect cost funds invested in support personnel & technology resources for the faculty year-to-year. |
| 4. Increase distribution of information regarding grant opportunities. |
Director of Sponsored Programs |
on-going |
1. Comparison of number of faculty/staff on the distribution list of grant opportunities year-to-year.
2. Faculty ratings of impact of grant opportunities information on their abilities to submit & obtain funding year-to-year. |
| 5. Provide start-up monies for new faculty in the first two years of their appointments as an investment in their productivity. |
President
Executive Director of CSU Foundation and Director of Faculty Development |
2001-2002 and on-going |
1. Comparison of monies available & expended for faculty start-up year-to-year.
2. Comparison of new faculty productivity pre- & post-start-up program & year-to-year. |
| 6. Award seed monies for conduct of pilot studies through an established Committee on Research. |
President
Executive Director of CSU Foundation and Director of Faculty Development |
1999-2000 and on-going |
1. Comparison of amount of seed monies provided to faculty for pilot studies year-to-year.
2. Faculty ratings of impact of seed monies on their abilities to obtain funding & conduct research year-to- year. |
| 7. Optimize administrative funding to encourage faculty in maintaining grantsmanship efforts. Study paper flow and budget handling processes. |
Task Force appointed by President |
on-going |
1. Task Force report.
2. Administrative changes introduced.
3. Results of questionnaire to grant- active faculty. |