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Facilitating Academic Excellence During an Economic and Technological Revolution

Facilitating Academic Excellence During an Economic and Technological Revolution. Challenges, opportunities, and a few ideas for your consideration August 12, 2010 . Observations after 6 months:. Competent and caring university community: faculty, students, administration

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Facilitating Academic Excellence During an Economic and Technological Revolution

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  1. Facilitating Academic Excellence During an Economic and Technological Revolution Challenges, opportunities, and a few ideas for your consideration August 12, 2010

  2. Observations after 6 months: • Competent and caring university community: faculty, students, administration • Strong financial position • Generally excellent infrastructure • Great people – friendly, warm, welcoming, “Southern hospitability mixed with Midwestern values” • Interesting location: • “border town” – South and the Midwest, • Great shopping, restaurants, hospitals, family activities. • Record enrollment • Very strong academic programs

  3. The Rapidly Changing Higher Education Environment • Technology • New information management scenario • New higher education models • Demographics • Accountability • Economics • Higher cost for education • Fewer dollars for state support

  4. Academic Emphasis Areas • Institutional teamwork • Student Learning Outcomes • Assessment • Teaching technology • Course redesign • Shared governance • Financial efficiency

  5. 2010 – 2011 Academic Affairs Goals • Support and enhance student learning • Using program review and course redesign, enhance academic offerings to meet emerging societal demands • Modify average class size to reach approximately 25-30 students/class • Provide additional flexibility for student learning through winter intersession and summer sessions • Evaluate alternative assignments for faculty in an equitable manner

  6. Missouri Discretionary Budget 9.5 9.0 8.5 8.0 7.5 7.0 6.5 6.0 Billions 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Net General Revenue Collections and Transfers Net GR Collections, Transfers PLUS federal stabilization $

  7. The Challenge: Develop 5 year strategy to secure funds for: • $1.2 million/yr increased cost of doing business • $600,00/yr per 1% employee salary increase • 15 - 25% reduction in state appropriation • Cost of new initiatives

  8. Underlying principles: • Increase programmatic quality • Balance the budget • Maximize university capacity • Minimize negative impacts on students, employees, programs, infrastructure • Fund new strategic initiatives

  9. Program review: • Complete current efficiency analysis • Evaluate process with Faculty Senate • Under review: • Athletic Training (ATHL) • Theatre and Dance (THEA) • Physics and Engineering Physics (PHEP) • Historic Preservation (HSPV) • Economics (ECON) • Computer Science (CPSC) • Fashion Merchandizing (HESM) • Communication Studies (CSCC) • Child and Family Studies (CCFS) • Administrative Systems Management (ASMG)

  10. Faculty WorkloadECH model under consideration: • Generally, TT faculty teaching load is 12 equivalent credit hours (ECH) with additional service and scholarly productivity expectations. • Standard RNTT faculty teaching load is 15 ECH. • ECH = lecture contact hours + (.75 * lab contact hours) •  Additional weightings needed for various assignments such as clinical, practicum, etc. • Internship weightings may vary by college

  11. Small classes • Limit number of low enrolled classes • Minimum class sizes: • Undergraduate lecture: 15 • Undergraduate lab: 12 • Graduate class: 10 • A list of “special cases” is being developed (i.e. – nursing clinical minimum = 6) • Deans may permit a limited number of exceptions per semester (prorated - i.e. 10)

  12. Large classes • Develop a limited number (20) of large classes (enrollment greater than 100) • Develop faculty compensation protocol, for example: • Enrollment of 75 = ECH weighting of 1.5 • Enrollment of 100 = ECH weighting of 2.0 • Appropriate only for specific courses • Sample Goal: 20 courses with more than 100 students by Fall 2012 • Course Redesign Committee, Deans developing recommendations for specific courses

  13. Average University Class Size • Goal: Increase average class size from 21 to 26 • Financial analysis: • 5 students/class, • 3 sch/student-class, • 400 faculty, • $200/SCH, • 8 classes/faculty-year • Yields $9.6 million in annual revenue

  14. Course Redesign • Characteristics: • Focus on student learning outcomes • Increase student engagement, experiential learning • Increase use of technology • Utilize mix of teaching techniques • Consider use of Open Learning Initiative courses • Consider course cartridges (Blackboard) • Results • Increased learning • Increased student retention, satisfaction • Reduced costs

  15. Additional strategies • Winter Intersession • Summer session • Undergraduate Teaching Assistants

  16. Facilitating your success is our part of our job. Let us know how we can help you succeed. Enjoy your Southeast Missouri State University experience!

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