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New Millennium Strategic Plan:
Repositiong the University for Excellence in the New Centry

Faculty

Clearly, the quality of a university depends most heavily on the quality of its faculty. The CSU faculty consists of a dedicated, effective, accomplished and outstanding community of scholars. They have worked diligently over the years, sometimes not under the best conditions, to prepare those students who entered their classes for life and for work. The Task Force on the Faculty was charged by the president to examine the current CSU faculty evaluation processes (DACs), determine if there are common elements and if any aspects should be standardized; to survey the faculty to ascertain: a) their perceptions about their role and working conditions, b) how their perceptions compare to what is done at other universities, c) the current level of faculty morale, d) the accuracy of these perceptions when compared to the assigned duties and working conditions at universities similar to CSU, and e) recommend mechanisms through which excellence in professional performance in all areas of faculty life can be reinforced and rewarded and to provide information as to how the administration and faculty can work together better to achieve their shared goals and objectives. In light of the current negotiations between the union that represents the CSU faculty and the administration, this task force was advised by the university counsel not to collect data or make recommendations on any contractual issues.

The task force reviewed all Departmental Application of Criteria (DAC) and discovered that, in fact, few common criteria could be found. Members further determined that many of these documents lacked specific qualitative and quantitative criteria for evaluation. Despite some differences, the task force members were surprised by the level of agreement among faculty groups to survey questions. Based on responses to these survey questions, clearly CSU faculty perceive teaching and related responsibilities, research/creative activity, and service to the professions as their most important duties. Tenure-track faculty perceive research and creative activity as more important than do tenured faculty. When asked questions about the impact of improved work conditions, faculty did not consider CSU better than similar institutions for any of the work conditions included in the survey. CSU is perceived as equal to similar institutions with regard to fringe benefits. Responses also indicated that tenured and tenure-track faculty perceive salaries, teaching load and physical working conditions as the three most important factors, followed by available support staff,

travel for professional development (tenured faculty) and process for rewarding faculty for good teaching (tenure-track). Faculty indicated that they perceive CSU to be the lowest on all of these factors of the institutions considered.

Faculty indicated that a lighter teaching load would lead to an increase in research/grant writing and professional growth and development activities. Tenured faculty indicated that, to a much lesser degree, improved availability of technology would also lead to an increase in the same two areas. Tenure-track faculty also suggested, again to a lesser degree, that improved availability of technology would also lead to an increase in research/grant writing activity.

Overall, 50% of both tenured and tenure-track faculty indicated a belief that CSU faculty are less satisfied with their jobs compared to those at similar institutions. Lecturers were more positive on job satisfaction while they indicated that they did not know how CSU compared with similar institutions regarding work conditions. The task force reviewed and compared several institutions that it considered similar to CSU on these factors and reported that although data were not available for all factors (such as amount of travel funds), in general, CSU did rank lower on the factors considered.

There is a long history of greater support of the natural and physical sciences by federal government through grant programs. Although some money is available from private foundations and a few federal programs, there are few opportunities for those in the humanities and fine arts to secure funding for their research and scholarship efforts. Therefore, consideration will be given in all CSU grant programs to the use of a weighted evaluation and selection process that will favor grants in these areas where outside grants are less available.

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.      
  • Interview prospective faculty to determine degree of institutional match.
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.      
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.      
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.

 
 
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