Institutional Self-Study Report 2000 - Southeast Missouri State University [PDF]

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JOUTHEAST MISSOURI STATE UNIVERSITY C L l

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SELF STUDY

FOR THE COMMISSIONON INSTITUTIONS OF HIGHERBDUCATION

NORTH CENTRAL ASSOCIATIONOF COLLEGES AND SCHOOLS

FALL,2000

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Tableof Contents

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Chapter One Introductionto The Institution.

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Contextfor the Self Study Response to the 1990EvaluationTeamConcerns Self StudyProcess Organizationof the Self Study

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Chapter Two CriterionOne:InstitutionalMissionandPurposes

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Mission Our Mission InstitutionalPurposes Values MissionEnhancement GeneralInstitutionalRequirements Self Evaluation

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Chapter Three CriterionTwo: lnstitutionalResources

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OryanizationalStructure Governance Facultyand Staff Resources FacultyDevelopment StaffDevelopment FinancialResources EnrollmentManagement FacilitiesManagement StudentServicesOverview LibraryandLearningResources Centerfor Schola¡shipin TeachingandLeaming The Writing Center Fundingfor Results InstructionalTechnologyandTechnologySupporting Teaching SelfEvaluation

Chapter Four CriterionTwo: AcademicServices AcademicAflairs Processes Schoolof University Studies HonorsProgram Schoolof GraduateStudies Schoolof ExtendedLearning

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IntemationalPrograms Articulationwith CommunityColleges Consortia SelfEvaluation

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Chapter Five CriterionThree:ArademicPrograms DonaldL. HarrisonCollegeof Business Collegeof Education Collegeof HealthandHumanServices Collegeof Liberal Arts Collegeof ScienceandMathematics The Schoolof PolytechnicStudies SelfEvaluation Chapter Six CriterionThree:Servicesto Students Admissions New StudentPrograms AcademicAdvising RegistrationandRecords Residence Life CareerServices FinancialAid Services Centerfor HealthandCounseling AbusePreventionandEducation Substance LearningEnrichmentCenter Office of Minority StudentPrograms CommuterandNon-TraditionalStudentServices StudentGovernment StudentOrganizations Recreational Sports SelfEvaluation Chapter SevenCriterionFour:Assessment Process TheAssessment in the Major for Improvemenl Useof Assessrnent Assessment in UniversityStudies SelfEvaluation Chapter Eight CriterionFour: Planning Historyof StrategicPlanningat theUniversity StrategicPlanningDocument

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TheNew Strategicplan Self Evaluation

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Chapter Nine CriterionFive: InstitutionalIntegrity

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Faculty,Staff, and StudentRights Diversity and Equity Publications UniversityFoundation IntercollegiateAthletics PublicDisclosure Recruitment,Admission,andRetention Relationships with OtherInstitutions BusinessPractices Sponsored Programs StudentComplaints Self Evaluation chapter Ten Requestfor changein Statement of Affiliation status Guidelinesfor DistanceEducation chapter Elevenconclusions,Requestfor continuingAccreditation List of Appendices FederalCompliance Universi ty Or ganizatian Undergraduate andGraduateEnrollments1997-1999 BasicInstitutionalDataForms Self StudyCommittees SelfStudvPlan

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l! Chapter I

Introduction to the Institution

Chapter2 CriterionOne: Institutional Missionand Purposes Chapter3 CriterionTwo: lnstitutional Resources

Chapter4 CriterionThreel AcademicService Chapter5 CriterionThree: Academic Programs Chapter6 CriterionThree: Services to Students Chapter7 CriterionFour: Assessment ChapterI CriterionFour: Planning Chapter9 CriterionFive: lnstitutional . lntegrity Chapter10 Requestfor Change Chapter11 Conclusions, Requestfor Continuing Accreditation Appendices

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ChapterOne Introduction to the Institution In the academicyear,1998-1999,Southeast MissouriStateUniversitycelebrated 125yearsof serviceto its region,the Stateof Missouri,andthe nation. Southeast was established asthe MissouriNormal Schoolfor the Third District in 1873and remainsthe only four-yearinstitution within the portion of its serviceregion outsideof St.Louis CountyandCity.

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In 1919,the MissouriGeneralAssemblyenactedlegislationchangingthe nameof the institutionto Southeast MissouriStateTeachersCollege,andempoweredthe collegeto grantdegrees.ln 1946,the legislatureconfirmedthe broadeningscope of the curriculumby changingthe nameto Southeast MissouriStateCollege. In recognitionof the needsof the regionandgrowthof the institution,Southeast MissouriStateCollegebeganofferinggraduatedegreesin the mid 1960's. Recognitionby the MissouriCoordinatingBoardof HigherEducationof the changingrole of the institutionled to passage of legislationin lgT2authorizinga namechangeto Southeast MissouriStateUniversity. Southeast MissouriStateUniversitywasfirst accredited by theNorth Central Associationasa teachertraininginstitutionin 1915andhasheld continuous accreditationfor the past85 years.ln 1966,accreditation throughthe Master's granted degreewas by the North CentralAssociationandin 1973expandedto includetheEducationalSpecialistdegree.

Contextfor the SelfStudv Sincethe lastcomprehensive reviewin 1990,Southeast MissouriStateUniversity hasbenefitedfrom strongsupportfrom the Stateof Missouri,the development andutilizationof a viable strategicplanningprocess(describedin Chaptereight), andexceptionalsupportby its publicswith respectto contributionsto the UniversityFoundation.New buildings,outreachactivities,new andenhanced academicprograms,andsignificantimprovements in informationtechnologyhave beenmadepossiblethroughtheseinitiatives. The 1990EvaluationTeamcitedinstitutionalplanningasa strengthof the institution. The developmentin the mid 90's of a dynamicstrategicplanningand processis undergirdedby MissionEnhancement assessment Funding(seeChapter two) which hasallowedthe institutionto transformitself while holdingdearits corevalues.Throughthe planningprocess,the institutionis in a constantselfstudymode. All academicunits andrnanyof the supportunits prepareannual reportswhich speakdirectlyto progresstowardtheir strategicgoals. The useof a QualityImprovementProcess(QUfP)initiatedin the formerDivision of Finance

2 andAdministrationhashelpedto studyandwhereappropriate,streamline processes which affectthe day-to-daywork of facultyandstaff. The self-studywill validatethatthroughits planningprocess,the Universityis a dynamicinstitutionwhich takesseriouslythe needsof the regionit serves.The articulations University wasthe fust in the stateto developprogram-to-program of programsto servenon-traditional with communitycolleges.Thedeveloprnent students,andseriouseffortsto addressdiversityissueswill be validatedby the of cooperatively self-studyreport. The formationof consortiaandestablishment programs the off-campus, have enhanced offeredcoursesand , both on and institution'sability to servethe region. throughits Moreover,mindful of its moderatelyselectiveadmissiondesignation, MissouriStateUniversityhasbeeninstrumental Southeast consortialagteements, in providinglower divisioncoursework to studentswho do not residein a communitycollegedistrict. At the otherendof the continuum,cooperation MissouriStateUniversity,regionalcomrnunitycolleges, betweenSoutheast to degree Lincoln Universityandthe Universityof Missourihasprovidedaecess who Doctorate in Education to students level to the progrÍrmsfrom the Associate might otherwisebe deniedtheseopportunities.The decadeof the 90's hasbeen oneof significantchangewhichhaspositionedthe Universityto continueto serve asa highly effectiveinstitutionin thenext century. Response to 1990 Evaluation Team Concerns reviewby theNorth CentralAssociationwascompleted The lastcomprehensive reviewbe thatthenext comprehensive October,1990.Theteamrecommended elevenconcems. scheduledfor the year2000. The 1990teamreportenumerates eachfollow: Theseconcernsandprogresstowardaddressing

l. Failure to addressenrollmentissuesin a timelymannerand to developan plan. enrollmentmonagement targetsfor In 1995,the EnrollmentDevelopmentTaskForcerecommended optimalenrollmentandthe desiredstudentmix. Thesetargetsweresubsequently incorporatedinto the University'sStrategicPlan. An AssociateVice Presidentfor wasemployedin 1996andis advisedby a campuswide EnrollmentManagement the Committee.Throughreorganization StrategicEnrollmentManagement position Director for Minority of Associate the has created University Recruitment,an outreachoffice in St.Louis,a Directorof IntemationalPrograms, P.M. which is designedto serveworkingadults.As recentlyas andSoutheast strrnmer1999,apositionasVice Presidentfor AdministrationandEnrollment the institution'scor,rmitmentto wascreatedto furtherunderscore Management

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plannedgrowth. Datapresentedin the body of the reportprovide information relatedto the resultsof theseefforts.

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2. Thefiscal implicatíonsof residencehall occupancyrates (2,000out of 2,900).

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Sincethe 1990review,the Residence Hall systemhasundergoneextensive restructuringandremodeling. Onehall was closedand subsequentlyreopenedto meetthe needfor additionalstudentaccommodations. The Towersand Greek complexeshavebeenremodeledto providemoreup-to-datefacilitiesfor students while maintainingsometaditional settingsat a lower cost. Occupancy at the start of the 1999-2000AY was at ninetyeightpercentof capaciry. Déspitåoffering fewer spacesthanin 1990,actualoccupancyat the startof the fall termwas higherthanin 1990. TheResidence Life systemis fiscally stable. 3. Needfor competitíuefacultysalaries(as identtfìedin the self study) and inadequate compensati onfor other univer si ty empIoyees. southeastMissouri Stateuniversityjudgesits progressin maintaining competitivefacultysalariesthroughcomparisons with sixteenpeerinstitutions. Sincethe lastNCA review,the Universityhasrnadea concertedeffort to raise facultysalaries.ln FY99, at everyrank,the averagesalaryof facultyat Southeast Missouri StateUniversity is higherthanthe peergroupaverage(seeexhibitsfor documentation). A committeedrivenclassificationsystemdeterminesstaff salaries.Equity studiesaredoneto ascertainwhetheror not staffpositionsalaries needto be adjusteddueto marketforces.Formalcomparisons aremadeto CUpA andlocal data. Themostrecentstudycanbe foundin the exhibits. In mostrecent years, the BudgetReviewcorirmitteehasrecommended higherpercentage increasesfor clericalstaffthanfor facultyandadministration. 4' Needtofurther developinstitutionalresearchand institutionaldatabases to supportpresentplanningprocess. Annual fact bookscontainingessentialinstitutionaldatawerepublishedfrom 1992-1997.This systemis presentlybeingreplacedwith a systemthat alignsit with the reportingof datato supportthe strategicplanningprocessandprovides former fact book informationon a Web site. Databases havebeendevelopedto track studenttestscores,enrollmentsin the major,graduationrates,retention rates,etc. Recognizingits needto increasethe supportfor InstitutionalResearch, the offrcehasbeenreorganized to employan InformationSpecialist,a Research Analyst,anda GraduateAssistantin additionto the Director. 5. unequal distribution ofwork loads. university expectations for faculty productivity (teaching,especiallyat thegraduatelevel,and scholarly activity) should be reflectedín load assígnments andplanningfor neededfacultypositions.

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hours,which is consistentwith peer Thebasefacultyload is twelvesemester is to makeadjustments baseduponits Each college, however, able institutions. curriculaandcourseofferings.For example,in the Collegeof Education,faculty teachingonly graduatecourseshavea nine-hourload with otherfacuþ receiving additionalloadcreditfor teachingonegraduateclass. The HarrisonCollegeof Businessfaculty generallycarrya nine-hourload. All of the collegesmake adjustments for facultyteachingclinicalor laboratorycoursesasa meansof to this issuecanbe foundin theexhibits. controllingworkload. Collegeresponses 6. Institution'slack of attentionandprogresson ffirmative actíonin increasing the employmentof women (especially faculty) is incomprehensi bIe. MissouriStateUniversityhasactivelyrecruited Overthe pastten years,Southeast femalefaculty andadministrators.In the fall of 1998therewere 140female facultymembersor 37 percentof thetotal faculty. Thirty-eightpercentof all staffarefernale¿rscomparedto32 percentinl994. executive/administrative for Amongthe administrativestaffarea femaleProvost,Vice-President At all and three female deans. Enrollmenf Management and Administration professorialranks,the percentage of femalefaulty hasincreasedsince1994(see exhibitsfor documentation). 7. Evidenceof raciøl unrestas reflectedin the "Quality of InstitutionalStudent Life, " thereport of the TaskForceon EthnicDiversity,and as reportedto the beþre thereis a seriousdisruptionof EvaluationTeamneedsto beaddressed r el at ions. s ity c ommunity univer Nitzschkeandcontinuingwith President Underthe leadershipof formerPresident Dobbins,the universityhasmadesignificanteffortsto developa campusthat is report,Minority Participation welcomingto minority students.A comprehensive MissouriStateUniversitycanbe foundamongthe exhibits. at Southeast by rneetingon a regularbasiswith PresidentNitzschkebeganhis administration Basedon this input,significant students. group African-American of an advisory effortsto improvethe eampusclimatewereinitiated. Theseincludethe establishmentof the Office of Minority StudentPrograms,faculty andstaff trainingprogramsto developsensitivityto minority issues,continuationof the the President'sCommissionon Minori¡y Affairs and Minority Mentorprogr¿rm, otherinitiativesoutlinedin the documentation.Sincethe 1990review,two minority studentshavebeenelectedto thepresidencyof StudentGovernment. Latersectionsof the self-studywill speakspecificallyto the resultsof these targetedto minority studentsis available.At the initiatives.Financialassistance with Chamberof Commercein partnership Girardeau the Cape communitylevel, a nurnberof initiativesdesignedto improvethe the Universityhassponsored communityclimatefor minority students.

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8. Lqck of a systemic faculty evaluationsystem. Everyfacultymemberis evaluatedeachsemester throughstudentevaluationsof instructionand annuallythroughthe preparationof merit reports. Student evaluationsaremeantto be usedby facultyandchairpersons asa meansof improvinginstructionandmaybe usedbyfaculty asãvidenceto supporttenure, promotion,andmerit. sincetheearly 1990's,all salaryincreases havebeen awardedon the basisof merit reportswhichprovideevidenceof the faculty members'progresstoward meetingthe departmentalcriteria for Teaching, ProfessionalGrowth,and Service(seeFacultyHandbook) 9. Need,as recognizedby the institution,to improvehandicappedaccessibility. In the early 1990'scampusaccessibilitywasevaluatedby the Stateof Missouri andfinancialassistance providedto reachcompliance.By 1998,the University hadcompletedover $2,700,000in ADA improvements.A completereportfor 1992-1998canbe found ¿rmong the exhibits. 10. As a regional university,the institution'scommitmentto servetheregionin termsof externallearningand economicdevelopment is yet to berealized. The 1995 StrategicPlanrecommittedthe Universityto servingits region. With respectto externallearning,the datashowsa virtr¡alexplosionin oflcampus centers,courses,enrollments,anddeliverymodes. The sectionof the reporton ExtendedLearningandexhibitsprovidedocumentation.The Collegeof Health andHumanServicesthroughits "BootheelInitiative" is attackingsystemic problemsof unemploymentandsocialills in the areasouthof CapeGirardeau. Throughthe statewideplan for technologyeducation,Southeast MissouriState Universitywasdesignatedasoneof two comprehensive institutionschargedwith increasingaccessto technologicalcareers.As part of the StrategicPlan,the university developedthe schoolof Pol¡echnic studies,which housesthe ManufacturingResourceCenter. The centerprovidesareaindustriesthe opportunityto testnew man¡facturingtechnologies, providescustomizedtraining, andsupportsstudentsandfacultyin appliedresearch.TheHarrisonCollegeof Businesssupportsa SmallBusinessDevelopmentCenter,a Centerfor Business andEconomicResearch, a Centerfor Entrepreneurial StudiesandSmallBusiness Management, anda Management AssistanceProgram.Eachof these,alongwith the studentinternshipprogramprovides,businessorganizations, facuþ, and studentsan opportunityto enhanceeconomicdevelopmentin the region. The exhibitsincludematerialsrelatedto theseefforts.

as requiredby NCA is notfully developed. Il. Studentassessment, Planwith no recommendations. NCA completedits review of theAssessment Missouri that Southeast will demonshate Thesectionof this reporton assessment process review andis well on its StateUniversityhasan exemplaryassessment of studentleaminginto the cultureof the wayto incorporatingassessment institution.

SelfStudyProcess In preparationfor its self-study,the SteeringCommitteeapprovedfive objectives to guideits work. Theyareasfollows: datato assess the currentstrategicplan andform the l. To gatherthe necessary basisfor a new five yearplan. of programsdesignedto assessstudentacademic 2. To veriff the effectiveness achievement. MissouriStateUniversityis an effective that Southeast 3. To demonstrate institutionthat is organizedto continueto accomplishits purposes. reviewof the in a comprehensive 4. To engagethe broadestpossibleconstituency institution. 5. To usethe self-studyprocessasa meansof focusingattentionon the strengths it faces. of the institutionandthe challenges on serviceto its region,the selÊstudyalso Moreover,dueto a renewedemphasis includesan InstitutionalChangeRequest.In the 1990's,the institutionreceived authorizationfrom the MissouriCoordinatingBoard for HigherEducationand theNorth CentralAssociationto offer a limitednumberof degreeprograrnsat offcampussites. The new requestcanbe foundin ChapterNine of the self studyand asksfor a changein scopeto read,'1.{oprior commissionapprovalrequiredfor offeringdegreeprogramsat new siteswithin its serviceareaincludingthose utilizing alternateforms of delivery." of the Theactualself-studyprocessbeganin January1999,following appointment self-studycoordinatoranda sixteenmemberSelf StudySteeringCommittee.The SteeringCommitteeis composedof faculty,staf{ anda student.To capitalizeon theinstitution'scommitteestructure,themembersof the SteeringCommittee of who servedassub-committees providedleadershipfor the existingcommittees the SteeringCommittee.In a few caseswherean appropriatecomrnitteedid not

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exist,ad-hocsubcommittees wereformed. A listing of all sub-committees and their membershipaswell theself-studyplan canbe found in the appendices. Perhapsevenmore helpful to theprocesswasthe Boardof Regent'sdecisionto beginthe new strategicplanningprocessduringthe periodof self-study.This initiative allowed the Universityto gathercornmentsfrom both externaland intemalgroupsrelatedto theUniversity'sprogressin meetingits prior strategic goalsandin settingnew goalsfor the2000-2005Strategicplan.

Organizationof the Self Study The self-studyreport is organizedaroundthe five criteria for accreditationwith the exceptionof assessment. Dueto the importanceof assessment of student leaming,a separatechapteron the assessment processandresultswasdeveloped. Supportinginformationcanbe foundin the appendices or in the exhibitsprepared for theevaluationteam. A list of exhibitswill be providedtheteam. As is commonin most selÊstudyprocesses, institutionalcom¡nitteesandunitstendedto developself-studyreportsthatwereratherlengthy. Original,uneditedcopiesof someof the reportscanbe foundin theexhibits.

!! Chapter 2

Criterion One: Institutional Missionand Purposes

Chapter1 lntroduction to the Institution

Chapter3 CriterionTwo: lnstitutional Resources

Chapter4 CriterionThree: AcademícService Chapter5 CriterionThree: Academic Programs Chapter6 CriterionThree: Services to Students Chapter7 CriterionFour: Assessment Chapter8 CriterionFour: Planníng Chapter9 CriterionFive: Institutional Integrity Chapter10 Requestfor Change Chapter11 Conclusions, Requestfor Continuing Accreditation Appendices

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Criterion One: Institutional Missionand Purposes Criterion One statesthat "the institution has clear and publicly stated purposesconsistentwith its missionand appropriateto an institutionof higher education." This chapterwill demonstratethat the institutionfulfills its statutorymissionand hasclearlystated,publicly disseminated purposes and values. SoutheastMissouriStateUniversÍtvmeetsCriterion One.

Mission I

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MissouriStateUniversitypublishesits Mission,RoleandScopeand Southeast InstitutionalPurposesstatements inits GraduateandUndergraduate Bulletins. Sincethe 1990NCA review,theRoleandScopestatementwasrevisedin recognitionof encouragement by the GeneralAssemblyandCoordinatingBoard for HigherEducationfor greateraccountabilityin highereducation.Basedon the TaskForcefor Critical Choicesreport preparedby a citizen'scommittee, Missouripublic institutionsof highereducationwereaskedto considerthe developmentof admissioncriteria(rangingfrom opento highly selective).The admissioncriteriathentriggereda seriesof goalsrelatingto retentionrates, graduationrates,minority enrollment,studentassessment andothermeasures of institutionaleffectiveness. More recently,aspart of the self studyandthe University'sstrategicplanning process,the Mission,Role,andScopeaswell asthe Universitypurposeshave beenreviewedandrevised. Thestatement approvedin January2000by the Board of Regentsfollows. SoutheastMissouriStateUniversityis a regionalcomprehensive institutionof highereducationthat derivesitsauthorityfromthepeopleof Missourithrough theMissouriStateLegislature. Ilhile servingtheregion,state,nation,and world, to thediversetwenty-fivecounties the Universitymaintøinsa strongcommitment of southeastMissouri. As a multi-purposeinstítutionthe Universityachievesits educationalgoals through the ffiring of degreeprograms and other learning experiences to its variedconstituents. in teachingand studentlearning,the Recognizingits responsibilityforexcellence Universítysupportsawide arrcy of on-andoffcampusinstructional,research, andpublic serviceprograms that addressthe intellectual,professional,personal, groups. social,and cultural needsof its constìtuent

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The Universityprovideseducationrelatedservicesto individuals,agencies, businesses, industries,andschoolsthroughoutthe region,andfostersresearch applicableto professional, institutional,andregionalobjectives.Theacademic leadershipresponsibilityof the Universityprovidesan avenuefor outreach programsandservicesthat addressindividual,societal,andemploymentneedsin theregion. Theresearch,scholarlyactivity,andcreativeendeavorof faculty members,professionalstaff,andstudentsalike arefosteredthroughoutthese effortsasan integralcomponentof the educationalprocess. In additionto the traditionalmissionstatement aspart of its strategicplanning process,the Universityadoptedanddisserninated a brief statementof mission.

Our Mission Thepurposeof the Universityis to providestudentswith high-quality,accessible andaffordableeducational programsresponsive to theneedsof the region,the nation,andtheworld. Southeast is an "engaged"universitysupportinga wide arrayof researchandpublic serviceprogramsthatenrichandextendthe learning environment.

InstitutionalPurposes The statements of institutionalpurposewerealsorevisedby the University PlanningCommitteeandacceptedby the Boardof Regentsin January,2000. Thesemostrecentpurposesareasfollows: Southeast MissouriStateUniversity,recogruzingitsoverallresponsibilityto providehigh qualityeducationalservicesin the region,the state,the nation,and the world, maintainsthe following purposesconsistentwith its missionasa basis for planning. To fulfill its missionandits purposeto pursueexcellencein teachingand studentleaming,theUniversitywill: l. Encouragethe development of an intellectualorientationby offeringa core programthat stimulatesstudentleaming,specificallyto think undergraduate critically;to locateandsynthesize knowledge;to developtheeapacityfor written, oral, andmathematical communication; to understand hurnanexperiences and relatethem to the present;to integratethe breadthanddiversityof knowledgeand to makeinformedvaluejudgments;to appreciate experience; criticallytheir own cultureandbehavior,aswell asthe cultures,behaviors,andvaluesystemsof others;to makeinformedaestheticresponses; andto functionresponsiblyin the natural,social,andpoliticalenvironment. 2. Assisttraditionalandnontraditionalstudentsin theprocesses of identi$ing and achievingappropriategoals,in developingandmaintaininga senseof self-esteem

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andconfidence,in increasingtheir desirefor selÊdirected learning,andin expressingthemselves asthoughtfulcitizens. 3. Offer an undergraduate programthat extendsstudents'academicabilitiesbv providingacademicandexperientialleamingopportunities, aswell ascocurricularprograms,leadingto certificatesor the associate or baccalaureate degree-Studentswill be preparedwith academicdegrees amenableto work situations,advancededucation,andlife-long learning. 4. Providemulti-facetedgraduateeducationleadingto themaster's,specialist'sor cooperativedoctor'sdegreein academicdisciplineswith resources of sufficient quality andquantityto supportthe needsof students.Thegraduatefacultyand students,throughresearch,teaching,andservice,work to bothcreateand disseminate current¿rndrelevantknowledgein their respectiveacademic disciplines. 5' Provideincreased accessto the University'seducational resources throughthe useof technology,c¿rmpus centers,andon-siteinstructionfor thepurpor. of acquiringnew knowledgeandskills, updatingknowledgeandskills, and satisftingthe needfor life-long leaming. 6. Providea globalperspectivein its programsthat preparescitizensto respondto the challengesof a diversesociety.Thesegoalswill be accomplished throughthe integrationof internationalstudentsin academicandstudent-service programs,the establishment of a varietyof exchangeprogr¿rms, the worldwidepromotionof the Universityandits programs,andthe development of a globalperipectivein the communityandregion. 7. Contributeto thegeneraladvancement of knowledgeandstudentlearning by stimulatingresearchandother scholarly,andcreativeendeavors consistentwith the missionandotheracademicpurposesof the University. 8. Exerciseleadershipin the regionby providingservices,by offeringthe expertiseof facultyandstaft andby encouraging participationof students, alumni,andthe generalcommunityin addressing the diverseneedsof the region. To achievethesepurposes, the Universitystrivesto createandnurturea diverse andglobalcommunitywhich fostersmutualtrustandrespectamongstudents, faculty,stafl administration, alumni,andotherUniversityconstituentsandwhich providesfor the openandamicableexpressionof differences. It seeksto provide an environmentthatfacilitatesinvolvementin intellectualandculturalactivities, andfostersinformalinteractionamongstudents,faculty,staff,andadministration, alumni,andotherUniversityconstituents.

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To achievethesepurposes, the Universityencourages and seeksto atfractand retaina facultyandstaffcommittedto them,sensitiveto thevarietyof waysin which theycanbe realized,andcompetentin achievingthem. To this end,the development of its Universityassistsin the furthereducationandprofessional personnel.It seeksto maintainandencourage anadministrative cadrewhich sees responsibilityto createandfostera climatefor the asits primaryleadership realizationof thesepurposes. Throughan activeUniversityFoundation,the Universitystrivesalsoto provide resources, bothhumanandmaterial,to enablethefaculty,students, the necessary andstaffto carryout their responsibilities.In all its activities,the University the achievement of excellenceby all membersof its various encourages constituencies. Values As part of the University'sstrategicplanningprocess,a setof corevalueswas articulatedandpostedin mostofficeson the campus.Thesevaluesflow from the of theUniversity. Mission andPurposes Learning:Oursis a learningorganrzation.We teachthroughinvolvementin learning.We preparestudentsfor tomorrowandbeyondthroughintegrated professionalandliberaleducation. Eachindividualis importantanddeservingof our respect.We treatoneanother with dignity and consideration.Our reasonsfor beingarethe successof the sfudentswe serve. We offer affordableprogramsof high Access/Accornrnodation/Affordability: quality,accessible to the greatestpossiblecrosssectionof thepeopleof Southeast Missouriandthe world. RegionalService:We arededicatedto bringinga universeof possibilitiesto the peopleof the regionwe serve. We developtheregion'shumancapitaland serve in otherways. regionaldevelopment is committedto servingpeopleof all racesand Now andalways,Southeast a supportive environmentfor peopleacrossthe rangeof human offer creeds:-to diversity.

The University'scommitmentto thesevalueswill beevidenttlroughoutthe selfeffortsto afford studentsthe opportunityto engagetheir study. Increased canbe foundin the disciplinesthroughintemshipsandresearchopportunities reportsof the academicunits. The growthin outreachto theregionaswell as

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public serviceinitiativesimportantto meetingtheeducational, economic,and socialneedsof theregionaredocumented.

MissionEnhancement

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In the mid 1990's,the MissouriCoordinatingBoardfor HigherEducationand Missouri GeneralAssemblyprovidedpublic institutionsof highereducationwith an opportunityto focusandenhancetheir missionsto meetimportantstateneeds. Appróval of plansby the legislaturecarriedwith it significantbasebudget increasesappropriæed overa four yearperiodto supportinstitutionalplans. For SoutheastMissouriStateUniversity,havingjust completedits StrategicPlan,the timing wasfortunate.Otherinstitutionselectedto adopta thematicapproachto missionenhancement suchasa liberal artsor internationalfocus. Southeast Missouri stateuniversity,however,determinedthatastheonly four year institutionin its regionandwith a clearsenseof theneedsof its constituents gatheredthroughtheplanningprocess,its StrategicPlanrepresented the goals throughwhich its missioncouldbe enhanced to betterservethe needsof the regionandstate, The full MissionEnhancement Plan andfou¡ yearbudgetscanbe found in the exhibits.Highlightsof accomplishments to dateinclude$5,917,000 in additional fundingto support: o r o o o

Developmentof the Schoolof PolytechnicStudies Developmentof additionalofÊcampuscenters Developmentof a distance-learning network Developmentor enhancement of nine academicprograms Establishment of expandedoutreachopportunities throughContinuing Education ' . A focuson diversitythroughestablishment of Officesof International ProgramsandMinority StudentProgramsalongwith expandedminority studentrecruifrnentand scholarshipprograms. o Supportfor studentexperientiallearning o Developmentof a highereducationconsortiumdesignedto meetregional ' needsusingthe strengthsof multiple institutions. Mission enhancement fundinghasallowedSoutheast MissouriStateUniversity the uniqueopportunityto not only shapeits funue but to actualizeits planning goals. A reviewof missionenhancement budgetsandtheannualResultsreports providean impressiverecordof an institutionthat is proactivelyengagedin affectingstudentlearning,meetingregionalneeds,andcontributingto state-wide goalsfor highereducation.

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GeneralInstitutional Requirements 1. It has a missionstatement,formally adoptedby the governingboard and made public, declaringthat it is an institution of higher education. The statements of missionandpurposesare publishedin the Undergraduateand GraduateBulletinsandon theUniversity'sWebpage. 2. It is a degreegrantinginstitution. SoutheastMissouriStateUniversity offersAssociate,Bachelor's,Master'sand EducationalSpecialistdegrees.Complotelistingsof all degreecanbe found in the UndergraduateandGraduateBulletìns. 3. It haslegalauthorizationto grant its degrees,and it meetsall legal requirementsto operateasan institution of highereducationwhereverit conductsits activities. Southeastwasestablished asthe MissouriNormal Schoolfor theThird District in 1873.In 1919,by legislative enactment, Southeast MissouriNormalSchoolwas established.In 1946,with permissionof the MissouriGeneralAssembly,the namewaschangedto Southeast Missouri StateCollege.In 1972,theBoardof Regents,with permissionof the MissouriLegislatureandin recognitionof the institutionsevolvingmissionapprovedthe name changeto Southeast Missowi StateUniversity. TheMissouriCoordinatingBoardfor HigherEducationandthe North CentralAssociationgrantedauthorizationfor extantoff-campusprograms degreeprograms. 4. It has legaldocumentsto confirm its status:not-for-profit, for profit or public. SoutheastMissouriStateUniversitywas established throughlegislativeenactment in 1873asa publicinstitutionof highereducation. 5. It hasa governingboard that possesses and'(exercises necessary legal power to establishand review basic policiesthat governthe institution." By statute,theUniversityhasa six memberBoardof Regentsappointedby the Governorof the Stateof Missourito six-yearterms. In addition,a non-voting studentrepresentative is appointedto a two-yearterm. TheCommissionerof Educationis anex officio member.The boardoperatingunderits legalauthority

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must approveall newinstitutionalpolicies,budgets,proposedbudgets,and requestsfor newprograms.Copiesof BoardMinutesareavailablein the Office of the President.

6. rts governingboard includespublic membersand is sufficienûy autonomousfrom the administration and orvnershipto assureintegrÍty of the institution. The boardof Regentsconsistsof six non-Universityrepresentatives appointedby the Govemorof the stateof Missouri. By law, half of the membersmuit be Democratsandhalf Republicans.The Govemoralsoappointsthe non-voting studentmember.In recognitionof the breadthof theInstitution'sservieerugìorr, membersof theboardgenerallyresidein urban(st. Louis),rural,andthe immediateCapeGirardeauarea. While the Commissioner of Educationis a nominal memberof all regionalinstitutionboards,neitherthe current commissionernor anyof his predecessors haseverparticipated in boarddeliberations. 7. It has an executiveofficer designated by the governingboard to provide adminÍstrativeleadershipfor the institutÍon The chief executiveofficerfor SoutheastMissouriStateUniversityis its President,Dr. KennethDobbins. The Presidenthasday-to-dayresponsibilityfor providing institutionalleadershipandwith his administrative teammanagesthe day-to-dayoperationsof the University. 8. Its governingboard authorizesthe institution's affiliation with úhe commission. Board of Regentsminutesof March 24,1999,reflecttheauthorizationto continue the institution'saffiliationwith the Commission.

9. It employsa facultythat hasearnedfrom accreditedínstitutionsthe degreesappropriate to the level of Ínstruction offeredby the institution. Full time faculty employedby SoutheastMissouriStateUniversitymusthold a terminaldegreeto gain eligibility for tenure.Overninetypercentof the faculty hold tenuredor tenuretrackpositionsand arequalifiedby experience and educationto developcurriculäandprovide instruction. fâcuþ vitae can be found in the ResourceRoom. 10.A sufficientnumberof faculty are full time employees of the institution.

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Ninety percentof thefacultyarefull time, includinga preponderance of those teachingin eveningandoff-campusprograms.

11.Its faculty hasa significantrole in developingand evaluatingthe institution's educationalprograms. New courses,programsandrevisionsaredevelopedby thefacultyandapproved by the originatingdepartment, the CollegeCouncils,andwhereappropriatethe University StudiesandGraduate Councils, TheAcademicCouncilalsoapproves new majorsaswell asminors. TheBoardof RegentsandtheMissouri CoordinatingBoardfor HigherEducationmust approvenewmajors. 12.It confersdegrees. SoutheastMissouriStateUniversitygrantsabout 1500Associateand Baccalaureate degreesand 175graduatedegreesannually. 13. It has degreeprogramsin operationwith súudents enrolledin then. SoutheastMissouriSøteUniversityoffers 116undergraduate majorsand 3l graduatemajors. A list of programsincludingenrollmentin eachcanbe found in the appendices.Programlistingscanbe found in the bulletins. 14.Its degreeprogramsare compatiblewith the institution'smissionand are basedon recognizedfieldsof study at the higher educationlevel. The institution'sdegreeprogr¿rms directly supportits missionasthe only fouryearinstitutionin its serviceregion. The programsarecomparable with those found at similarinstitutions.Changesin the lastten yearsreflectprogram to theregion. responsiveness

15.Its degreesare appropriatelynamed,followingpracticescommonto institutionsof highereducationin terms of both lengthand contentof programs. MissouriStateUniversityareeitheraccredited All programsat Southeast by the appropriatedisciplineaccreditingbody or submiuedfor externalreview,thus validatingthat the contentis commonto institutionsof highereducation. Studentsarerequiredto completea minimum of 124semester hours. Degree titles reflectthe commonlanguageof highereducation.

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16.Its undergraduatedegreeprogramsincludea coherentgeneraleducation requirementconsistent with the institutiontsmissionand dõsignedto ensure breadth of knowledgeand to promote intellectualinquiry. The UniversityStudiesrequirementconsistsof 48 semester hours(9 at the upper division level). Theuniversitystudiesprogramis organizedaroundnine objectiveswhich form thebasisfor coursesincludedin the curriculum. All freshmanarerequiredto enroll in UIl00, First YearSerninar.Theremaining39 hoursofthe corecurriculumareorganizedaroundthreeperspectives.Students must completea minimumof 12 semesterhoursin eachperspective.The nine hoursof upper divisionwork consistsof six hoursof intãrdiiciplinaryco¿rses andan interdisciplinaryseniorcapstoneseminar.Theprogramìsfuly described in the Undergraduate Bulletin All Associatedegrees requirea minimum of 21 hoursof UniversityStudiescourses.

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17.lt hasadmissionpoliciesand practicesthat are consistent with the institution's missionand appropriateto its educationalprograms. In the early 1990's a "TaskForceon critical choices"waschargedby the legislaturewith chartingthecoursefor Missouri publichighereãucation.From this reportcametherecommendation that public four-yearinstitutionsdefine their level of selectivityin admissionsalonga continuumfrom "openadmission,, to "highly selective."TheBoardof Regentsof southeastMissouristate UniversityauthorizedModeratelySelectiveadmissioncriteria. Admission informationis consistently providedprospectivestudents, their parents,and high schoolcounselors.TheUniversþ's admissionpoliciesa¡efocusedon the admissionof studentswith sufficienteducationalbackground andability to be successfulwhile maintainingthe quality andintegrityof theeducationaipro."rr. At the graduatelevel,facultyin the programsdeterminethebaseadmission practicesthat in all casesmustmeetor exceedthe institutionalrequirement establishedby the GraduateCouncil. 18.It providesits studentsaccessto thoselearningresources and support servicesrequired for Íts degreeprograms. The institutionprovidesappropriateaccessto learningresources throughKent Library and accessto databases throughoutthe stateandnation. Throughoutthe 1990's, building computerlabsfor studentshasbeena majorpriority. Academic advising,tutoring,alargehonorsprogram,andothersupportservicesfor student academicachievement a¡edescribedin the self-studv.

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i,i 19. It has an externalfinancial audit by a certified public accountantor a public audit agencyat leasteyerytwo years. An exter¡al CertifiedPublicAccountingfirm auditsthe Universityatnually and to the Boa¡dof Regents.Audit reportsfrom FY 98 and99 are reportsits f,rndings providedto the evaluationteamand auditsfor the prior threeye¿Irsare availablein the ResourceRoom.

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20. Its financial documentsdemonstratethe appropriateallocationand useof resourcesto supportits educationalprograms. I t

MissouriStateUniversityutilizesa budgetreviewsystemwhich Southeast andtheBoardof Regents. of all intemalconstituencies involvesrepresentatives planning assist the institutionin to planning with strategic is aligned Budget purposes. meetingits educational fiscalviabilify. 21. Its financialpractices,records,and reportsdemonstrate MissouriStateUniversityhas Southeast Evenin timesof limitedresources, fiscal alwayslived within its means.The annualauditedreportsdemonstrate viability.

22.lts catalogor other officialdocumentsincludesits missionstatement alongwith accuratedescriptionsof its educationalprogramsand degree requirements;its learningresources;its admissionpoliciesand practices;its policiesand proceduresdirectlyaffecting academicand non-academic policies;and the academiccredentialsof its refund and its charges students; faculty and administration. Both the lJndergraduateandGraduateBulletinsincludetheinstitution'smission programs,admissions andpurposesandcompletedescriptionsof the educational of faculty and the credentials and policies,academicpolicies,refundinformation, administrativestaff. Thestudenthandbookfocu$eson studentlife opportunities andpolicies. its standingwith accreditingbodieswith which it is 23.|t accuratelydiscloses affiliated. andGraduateBulletinsincludea listingof all Both the Undergroduate accreditations.

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24.It makesavailableupon request,informationthat accuratelydescribesits financial condition. As a public institution,the budgetandannualauditaredisclosedin openmeetings of the BudgetReviewCommitteeandBoard of Regents.Financialdocuments area matterof publicrecord. Annualreportsof the Southeast Missouri State Foundationarealsoopento public scrutinyanda¡ewidelydistributed. conclusion: southeastMissouri Stateuniversity satisfiesthe General Institutional Requirementsof the North Central Association'sCommission on Institutionsof Higher Education. SeIfEvaluation SoutheastMissouriStateUniversitythroughits planningprocesses is responsive to the needsof its regionandthe Stateof Missouri. ChapterEight wiil pròvide detailasto the willingnessof the Universityto connectwith its externaiand internalconstituencies in settingits coursefor the future. Thefollowing chapters will demonstrate thatthe Universityis organizedto effectivelyuseits resourões in meetingits primarymission.

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Criterion Two: Institutional Kesources

Chapter1 Introduction to the lnstitution Chapter2 CriterionOne: Institutional Missionand Purposes

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Chapter4 CriterionThree: AcademicServíce Chapter5 CriterionThree: Academíc Programs : Chapter6 CriterionThree: Services to Students Chapter7 CriterionFour: Assessment Chapter8 CriterionFour: Planning Chapter9 CriterionFive: lnstitutional Integrity Chapterl0 Requestfor Change Chapter11 Conclusions, Requestfor Continuing Accreditation Appendices

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ChapterThree Criterion Two: Institutional Resources Criterion two statesr"the institution haseffectivelyorganizedthe human, to accomplishits purposes."This necessary fînancial,and physicalresources of chapterpresentsa pattern of evidencethat supportsthe accomplishment Criterion Two by the University. that serveto supportthe Thechapterprovidesan overviewof theprocesses institutionin accomplishingits missionandultimatelysupportthe teachinglearningprocess.It is importantto notethatsincethe lastNCA reviewtwo theUniversityin achievingits goals. The importantinitiativeshaveassisted fundsandthe appropriationof capitalfunds Enhancement allocationof Mission for both maintenanceandnew facilitieshaveallowed the institution to further and fulfill its commitmentto servetheregionthroughproglarndevelopment enhancement.

OrganizationalStructure the Boardof Regentsof SoutheastMissouriState Statestatuteestablishes Universityasthe policy-makingboardfor theinstitution. Membersof the Board areappointedby the Govemorfrom theUniversity'sservicearea,andare approvedby the stateSenate.TheBoardconsistsof six voting members,half so who servesix-yeartermswhich arestaggered Democratsandhalf Republicans, years. In addition, every two expire thatthetermsof one-thirdof themembers thereis a non-votingstudentmemberof the Board,who alsogoesthroughthe appointmentprocess. Theagencywith responsibilityfor thepublicuniversitiesof the stateis the Departmentof Higher Education,headedby the nine-memberbipartisan CoordinatingBoard for HigherEducation(CBHE). The CBHE is not somucha universitiesas it is a policy-coordinating policy-makingbody for therespective higher educationthroughoutMissouri. It of institutions for the mechanism receivesthe annualbudgetrequestfrom the prrblic universitiesandmakesfunding to the Governorandto the statelegislature.The CBHEalso recommendations approvesnew degreeprograms,collectsand,analyzesrelevantdata"and the planningfor highereducationin the state. Thoughthe CBHE coordinates andpoliciesof the University,the actionscanhavean impacton theprocesses authorityregardingthe Boardof Regentshasthe ultimatedecision-making procedures. proposedpoliciesdevelopedthroughtheuniversity'sgovernance The organizationalstructureof the University haschangedover the pastten yeals, of changesin the Presidencyandthedifferent probablyat leastin part because

20 prioritiesandpreferencesof thepersonsholdingthat position. The current presidentis the fifth since1990,includingtwo interimpresidentsandtwo of positionsarethe iong.t service.Thoughthe cunentfour vicepresident-level havebeen of each responsibilities samein numberas existedin 1990,the changed.Most of that changeresultedfrom the abolitionof the positionof Vice Presiãentfor StudentAffairs, andthe distributionof thosedutiesbetweenthe Provostandthe AssociateProvostandDeanof Studentsand,a newly-created positionof Vice Presidentfor AdministrationandEnrollmentManagement.The food service,transportation,andsome ia1eracquiredthe areasof admissions, responsibilityfor programsin facitities,while the Provostassumed studenþrelated healthand counseling,andother includingcareerservices, studentdevelopment. studentprogramming. Thoughthe numberof vice presidentshasremained constanfat four, a temporarynewpositionof Chancellorfor Developmentof the RiverCampusand PolytechnicInstitutewascreated.The major responsibilttyof this positionis to developfinancialsupportthrougha capitalcampaignfor those two majorthrusts,the proposedRiverCampusfor visual andperformingarts,and the Schoolof PolytechnicStudies. Thenumberof academiccollegesremainsat Igg0levelswith five, thoughthere arealsofour schools: UniversityStudies,PolytechnicStudies,GraduateStudies, andExtendedLearning. The lattertwo wereoneunit until 1998,andthe School for PolytechnicStudieswascreatedin1999aspart of the strategicplanningand In 1998,thetitle of the Directorof Kent Library processes. missionenhancement waschangedto Deanof AcademicInformationServicesandDirectorof Kent Libraryto reflectthe changingnatureof librariesin the informationage.While the CrispBootheelEducationalCenterin Maldenexistedten yearsago,additional Centershavesincebeencreatedin Sikeston,Perryville,andKennett,and responsibilityfor thesecentersbelongsto the Schoolof ExtendedLeaming. Relevantorgarizationchartscanbe foundin theAppendices. Governance TheUniversity'sBoard of Regentshasbeenempoweredby statestatuteto rnake thatthe policy 'go*ã for the institution. In practice,whatthis hasmeantin mostcasesis policy the not to approve or whether makesthe ultimatedecisionabout developedthroughtheUniversity's governanceprocess. recommendations Theactualgovernanceprocessis not readilyexplainedwith brevity. In 1976the Document,aportionof a FacultySenatebill Boardappróvedthe Governance basedon the principlesof which.ãil"¿ for a collegialsystemof govemance sharedauthorityand responsibilitywhereþ all membersof the university community--administration,faculty,staff, andstudents--haveopporfunityto process.That documentalsoafürmed participatedirectlyin the decision-making bodythrough representative ine rotèof the FacultySenateastheestablished for new academicpolicy whichthe facultycould make"formalrecommendations

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PresidentsandBoardshave andchangesin existingpolicy." Subsequent reaffinnedtheir commitmentto theseprinciples. .,t

As the institutionhasgrownin sizeandcomplexity,therehavebeenoccasional differencesof opinion aboutwhich g¡oupsshouldhaveprimaryresponsibilityfor andwhich groupsshouldbe consulted developingcertainrecommendations, duringthat process.By andlarge,however,the committeeprocessinfluences policy deliberations.Particularlyin someof the administrativeor non-academic therehavebeenQuality ImprovementGroups(QuIP) constitutedfrom are¿rs, thosemostcloselyinvolvedwith a process,in orderto developrecommendations for improvemeRtof that process. Someof the employeegroupshavebeenworkingto improvetheir own internal processes in orderto moresmoothlyinteractwith o.thersregardinguniversity policy developrnent.The FacultySenate, for example,hassignificantlyrevised its committeestaffing methodandoperatingproceduresduring the pastten years. Yet it remainsa challengeto conductwhatat timesis a necessarily "messy"actof governance within a complexinstitutionthat is increasinglyopento democratic its environment. muchof the collegialnatureof the As in anyinstitution of highereducation, governance processis vestedin the committeestructure.The Universityvests specificresponsibilitiesin its committees.Themembershipof institutionallevel faculty,staff and students.Thefaculty committeesis drawnfrom administration, the staffby eitherthe Professional Staffor by the FacultySenate, arerepresented Clerical,Technical,and ServiceCouncils,andthe studentsby Student Government. issues, In orderto collect datafor this self-studyregardinguniversitygovemance Committee, a surveyinstrumentwasdevelopedby theFacultySenateGovernance bodiesof the variousgroupsof the andwasadministeredto the representative universitycommunity. Theprimarypu{poseof this instrumentwasto measure with andprogresson someof the governance-related observations agreement includedin the 1990Self-Study.Wherepossible,the wordingof individual surveyquestionsduplicatedthat foundin the 1990document.Theresponses for usein this report. Preliminary weregatheredduring the Spring2000sernester resultswerecollectedandarereportedin theExhibitssectionof this document. analysisof theresponses will be donein the future Additional,more sophisticated participants. andwill be sharedwith the The 1990Self-Studydescribedtheuniversityplanningandbudgetingprocesses without actuallymakingqualitativejudgmentsaboutthem. For this reason, to them surveyquestionswere developedaboutthoseareas,andthe responses maybe found in the Exhibits. Therewere,however,specificevaluative andorganizationinthe 1990Selfmadeaboutgeneralgovemance statements includingthe following: Studysectionon Governance,

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"The (Jniversityis committedto an open,participatorystyleof governance'" "...theconceptof collegialityis notfullydeveloped."" ,,...thedegrie oioprr*tt, faculty input,and ínþrmation sharingis significantly greaterthan etidencedat mostinstitutions." ''...[in lgSU the FacultySenateseemed um,villingto debatecontroversial to mature"'" issies..., [thoughby 1986itJ wasbeginning ,'...[iniiAll tle committee complex..., overly structurewas [thoughby 1986]the structurehad beenimproved..." committee to the 2000situation,questionson the applicabilityof thesestatements To assess of the six main to representatives eachweredevelõpedandadministered Chlirs, tl¡e. Department constituencygrotps' StudentGovernment,academic theProfessionalStaffCouncil,andthe AdministraiiveCóuncil,FacultySenate, Staff Council. In somecases,the numberof potential Clerical/Technical in eachgroupis very small,andasa result,the numberof responses respondents weie small(it must be notedthat lessthatone-thirdof the Department of each responded).In the chartthatfollows,the meanresponse Chairpersons values: groupis reported,baseduponthefollowing l-- "stronglYagree" 2-- "agree" 3-- "neutfal" 4'- "disagree" 5-- "strongly disagtee"

Question is committedto an open, The University participatory styleof governance. Thedegreeof openness,input,andinformation sharingon camPusis sufficient. theterm)is fully (as I understand Collegiality on camPus. developed is willingto Thegroupof my primaryaffiliation issues. debatecontroversial committeestructureis The University designed. appropriately haveclearresponsibilities. Committees to make are Permitted Committees decisions. meaningful

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or that all groupstendtowardagreement A cursoryanalysisof this tablediscloses more with the StudentGovernmentSenateuniformly neutralityin thãir responses favorablãabouttheséissuesthanthatof anyotherconstituencygroup. Second,

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theviewsof the AdministrativeCouncilarealsouniformly morefavorableon theseissuesthanthoseof anyof the otheremployeegroups. Whetherthese differencesare statisticallysignificantwill be determinedthroughfurtheranalysis in a previousself-study,todayall of the data. In responseto an observation issues.It doesappear,that some groupsfeel willing to debatecontroversial can be made..The latterpoint has in fosteringcommunication improvements beennotedin other university studiesandis being addressedby the current president.PresidentDobbinsmaintainsa Web siteopento all, sponsorsbreakfasts andluncheswith faculty, staff, andsfudentsandrecently,with the executivestafl held a "brown bag lunch" questionandanswersessionopento entireuniversity believethat committeesareallowedto community.In most cases,the respondents is committedto an open, University that the and decisions, makemeaningful participatoryform of govemance.

Faculty and Staff Resources Missouri StateUniversityhasan outstandingcommunityof facuþ and Southeast staffwho understandthat their primarygoalis to supportthe University'smission andpurposesthroughassistingstudentsin meetingtheir educationalgoals.Statr Technical,Clerical, Professional, areclassifiedas Executive/Administrative, can be foundin the data Specific Services/lVfaintenance. SkilledCrafts,and exhibits.The Universityernploys615personsin non-facultypositions.Among arc female.Moreover,39%of all Administrativepersonneland57Vo these,55o/o of all professionalstaff arealsofemale.TheUniversityhasmadea strong Nine commitmentto reflectingthe diversityof theregionamongits employees. percentof the staffrepresentminoritygroupsincluding 13%of thoseclassifiedas Executiveor Administrativest¿ff. Detailedfaculty datacanbe foundin the annualreportsand in the exhibits MissouriStateUniversityemploysa fullwith this chapter.Southeast associated time facultythat numbers390.Amongthe faculty,in the fall of 1999,32%owerc female.345 of the fall1999 facultyaretenuredor on a tenuretrackwith 96% holdingthe doctorate.Despiteits besteffortstowardenhancingdiversþ among the faculty, the minority faculty representonly nine percentof the total. Faculty,in general,carryaworkloadof approximately12 semesterhours.As indicatedin ChapterOne,deviationsaremadeat the discretionof the academic professionalaccredit¿tion deansin recognitionof laboratoryassignments, heavyinvolvementiir graduateeducation,and scholarlyinvolvement. standards, Missouri StateUniversity,in themid 1980'sadoptedthe'teacherSoutheast in teaching, ef[ectiveness scholar"modeland expectsits facultyto demonstrate Detailsof region. and University to the and service activities, scholarly/creative thesefacultyactivitiescanbe foundin ChapterFive andin the annualreportsof the academicdepartmentsandcolleges.

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Faculty DeveloPment of faculty andstaffin development the professional TheUniversityencourages travelfunds,workshops,and variousways. Theseincludeleaveprograms, trainingptógra*t. Detailsof programscanbe foundin the FacultyandStaff Uandbãóks.fn" Universityalsoprovidesanextensivewellnessprogramfor all faculty andstaff. The importancethe Universityattachesto professional develópmentbeginswith new faculty who a¡erequiredto attenda weeklong TeachingEffectivenessWorkshopprior the startof the fall term. The workshop in TeachingandLearningandis is conductedby the Centerfor Scholarship evaluatedpositivelyby theparticipants.The reportof the Centerwill consistently activities. articulatenumerousprofessionaldevelopment In addition,asan expressionof its commitmentto maintaininga quality learning the Universityprovidesa e¡vironmentandto enhanceprofessionalcompetencÇ, leaveprogtamfor tenuredfaculty. Theprocedurefor sabbaticalleave sabbatical applicationsis dèscribedin theFacultyHandbook.Opportunitiesfor professional etc.is providedthroughbaseallocationsto the travelto attendconferences, receivesan allocationequalto $350 andcolleges.Eachdepartment departments pri Efe facultyto distributebasedupontheirprocedures.The collegesreceive an additional$300per FTE to be distributedbasedon proceduresapprovedby the collegefaculty. The Officesof the Provost,Deanof the GraduateSchool,and Dearof UniversityStudieshaveadditionalfundsthat aretargetedto support by Fundingprogr¿madrninistered facultydevelopment.A GrantsandResearch these projects. Through research faculty the FãcultySenateprovidesfundsfor $500,000wasavailableto support variousaccounts,in FY2000,approximately facultytravelandresearch. andupdatingexpertise activitiesfor improvingteachingeffectiveness On-campus with technologyhavebeenwell attended(seereportsof the Centerfor in TeachingandLeaming).Also, systemsfor distribrrtingflcul{ Scholarship fundsensurethat mostfacuþ canpursuetheir professionalgoals developmónt with atleastsomesupportfrom the University,evenif it is not at a level that everyonefeelsis adequate fundingto supporta levelof A perennialchallengeis securingthenecessary andteaching scholarship activitiesin the areasof faðultydevelopment model to the teacher-scholar The University'savowedadherence enhancement. grow to efforts in their supported that facuþ will be adequately presupposes activitiesis to weigh ptofeisionally.Further,if participationin professional thenfaculty should pay decisions, merit signincantlyin tenure,promotion,and of the costsof these hun. to-feeltheymust pay asignificantpercentage no--t pockets. activitiesout of their own

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Two awardprogr¿tmsrecognizethe developmentof faculty throughmonetary awardsin addition to the merit pay systemthat is groundedin teaching professionaldevelopment, andservice.TheAlumni Merit Award is effectiveness, given annuallyandrecognizesthe excellenceof all faculty throughan awardto oneof its membersthroughnominationsto the Alumni Council. The PrideAward was establishedby former administratorsandrecognizesonefaculty member throughnominationsto the Councilof Deans.Additionally,eachcollegeandthe Schoolof PolytechnicStudieshasa fund dedicatedto facultyrecognitionwhich is administeredin a mannersuitableto the collegeor school. Staff Development designedto meetthe development TheUniversityhas avery activeprogrÍLm needsof the technicalandclericalstaff. Theseactivitiesaredirectlylinkedto the the campus University'sstrategicplan,in particularPriority 5 (enhance community):Goal 2l (ueatea positivework environment)andGoal23 (continuousqualityimprovement).A list of all seminarsofferedby the Training andDevelopmentOffice canbe foundin the exhibits,ascanthe Trainingand Developmentreportsfor FY 1992-98.

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Training and Development on July 1, 1988,asa The TrainingandDevelopmentfunctionwasestablished part-timeassignmentunderthe supervisionof the UniversityPayrollManager.In needfor training,Trainingand of 1995,asa resultof the increased September fi.lll-timeoffice. Developmentbecamea separate, Ofüce offersover 100trainingseminars Currently,the TrainingandDevelopmen-t mainframecomputerapplications, including year of topics wide variety on a each personaldevelopmenl, manager/supervisor Universitypoliciesandprocedures, workers. Topicsa¡edetermined for student and training training, training,clerical feedbackon seminarevaluation througha periodiccampusneedsassessment, policy, changes in legaland/orenvironmental and in University forms,changes conditions. In addition,the TrainingandDevelopmentOffrceconductsfive or six New Staff MemberOrientationseachyearandpresentsan ongoingcustomerservice programcalledCONNECTIONS*.Theobjectiveof theseprogramsis to focus attentionon servingour studentsandon creatinga communityof sharingand learning. In FY 98, underthe directionof the Office of the President,the Trainingand DevelopmentOf,ficedevelopedandimplementedthe first campus-widediversity prograrncalledEmbracingthe UniversttyPortrait The first yearof theprogram of diversityissues.During the secondyear,the wasdevotedto raisingawareness

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focus shifted to the improvementof campuscommunityusingthe six principles outlinedin the carnegieFoundationbookcampusLife: In Searchof community' needs,specialeventshavebeen In responseto Universityandenvironmental werebroughtto nationalspeakers condúcted. As partof the diversityprogr¿rm, to 1!ine1 by the United States campusto speakon topicsof interest.In response an EqualEmploymentOp-pornrnity SupiemeCóurt regardingsexualharassment, to facultyand Co'mmissionSupervisotyaa-ioistrative Judgegùte apresentation for individualsin supervisorypositions. staff,'withspecialsessions tool from the Utilizing the ShowMe Challengefor Education,a self-assessment Excelleicein MissouriFoundation,the TrainingandDevelopmentOfüce cõrdinated threeShowMe Challengeeventsaimedat identiffing the top three opportunitiesfor improvementwithin the University' a workshopfor Missouri In 1998,the AmericanCouncilon Educationpresented DepartmentChairsandDeans. This programfeature! nationalpresentersfrom th;ACE andwasofferedto highereducationinstitutionsin Missouri. This was the first time this programwasofferedin Missourion a state-widebasis.Ninetynine individualsfromsevenMissouriinstitutionsparticipatedin the program. Offeringsby the TrainingandDevelopmentOffice havegrownfrom 18 seminars duringthe lastfiscal in its fir-stylar to 113seminarsatd27 diversitysessions year. Participationhasgown ftom 323in FY89 to 2623in FY99. The campus Lasconsistentlyratedoiferingshigh, averaging3.55or higheron a 4-point scale. The only trainingto fall belowthis markwasthe diversityprogram(3.39)during its first year. Computertrainingfor PC softwareandcomputernetworkingis the responsibility of thå ComputerServicesOffice. Offeringsareupdatedregularlyasthe Universityupdatesits softwareandhardware' The WellnessAdvantageOffice offersseminarson healthandlife styletopics, andthe Centerfor Schúarshipin TeachingandLearningoffers seminarsdesigned 19;; the specificneedsof iaculty members.The Wellnessprogramalsooffers a rangeof activitiesfor facuþ and staff. Additionally, manyofftcesaqo,ss sendindividualsto oif-"umpusseminarsboth locallyandout of the area. "u-pîr The year-endreportsfor the wellnessprogfam,includingparticipationratesand evalúationnumbets,canbe foundamongthe exhibits' As it matures,the Officeof TrainingandDevelopmentfacesseveralchallenges. Ai prrrrnt, the University doesnot haveeither¿InapprovedUniversity Training thereis ingguitf acrosscampusin p;ü;y o, ófüriul procedures.Consequently, theUniversityhasno u"..r, to trainingprograms.Additionally,because .,directed"training,--*V individualsin management or supervisorypositions A havenot hadthe õpportunityto gainthe skills neededto manageeffectively'

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draft policy hasbeendevelopedandwill be forwardedthroughappropriate channelsfor approval. andseparate Becauseseveraldifferentofficeshavetrainingresponsibilities registrationsystems,it is difñcult to identiff the overallnumberof training seminarsofferedon campusand/orthe total numberof hoursutilized by employeesfor training. Additionally, with the implementationof a University to clearlytrackemployeeutilizationof TrainingPolicy,it will benecessary trainingopportunities.As a result,a new registrationsystemis beingdeveloped for shareduseby TrainingandDevelopment,ComputerServices,and Wellness July 1, 2000, Advantage.This system,which is scheduledfor implementation will provideon-lineregistrationfor employeesandimproved'reporting capabilities. wasconductedduring FY97. The last University-widetrainingneedsassessment haveguidedtrainingofferingssincethat time. The resultsof this assessment of FY2000,the TrainingandDevelopmentOffice During the Springsemester to determinethe futuredirectionof plansto conductanotherneedsassessment andfocus Universityadministrators with programs.This will includemeetings survey,andthe feedbackobtainedfrom training groups,a campus-wide evaluationforms. On an ongoingbasis,the feedbackfrom traininge¡¡aluation forms is usedto identiff additionaltrainingneeds. Financial Resources MissouriStateUniversityhaseffectivelyorganizedits financial Southeast resourcesto supportits educationalmissionby implementinga budgetreview processthat productivelyreviewsthe University'sdistributionof operatingfunds, èvaluatesproposalswith regardto the strategicplan,considersthe financialneeds andprovidesfor shared of studentsasvariousfeeratesareestablished, committee. University-ì,¡¡ide a representative participation by through governance pattern of in addition,the Universityhasmaintaineda fiscallyresponsible for futureneeds. andincreasingits fund balances controllingexpenditures Annually,the Universitysubmitsan operatingbudgetrequestfor state to the MissouriCoordinatingBoardfor HigherEducation(CBHE), appropriations the Missouri StateLegislature,andthe Offrceof the Governor.This request includesdetailedfirndingappealsfor baseoperationaldollars,inflationary enhancernents. andprogrammatic increases, At the University level, a recornmendedannualbudgetfor Educationand General is developedthroughits 27-memberBudgetReview (E&G) expenditures of the University. all major constituencies Cornmifieã(BRC) whichrepresents institutional, it evaluates which during The BRC conductsbudgethearings requests,while budgetsandrelatedenhancement divisional,anddepartmental taking into accountthe University'sstrategicplan. Duringthe deliberation

28 student theprojectedlevel of stateappropriations, process,the BRC considers prioritizes then and revenues, ã"t