Strategic Plan - Part 2 | College of Health and Human Services | SIU

Southern Illinois University



Strategic Plan - Part 2

Strengths, Weaknesses, Opportunities, and Threats

Key Strengths:

Key Weaknesses:

  • A diverse and knowledgeable faculty
  • Nationally-recognized programs with excellent enrollment, retention, and graduate job placement
  • Excellent alumni and industry support
  • Off-campus delivery of selected programs for 40 years
  • Students and faculty involved in the community through outreach and service-learning
  • Research, scholarly, and creative projects are growing as is the reputation of our faculty in their respective disciplines
  • Tremendous investment in facilities and equipment
  • New Transportation Education Center (TEC) provides outstanding teaching/research/learning environment for AVMAF, AUT, and AVT
  • Limited budget which impacts other than salaries (OTS), graduate assistants, marketing, etc.
  • Limited facilities and equipment to support/increase research and creative activities
  • Comparatively low faculty, civil service and administrative professional salaries limit the ability to recruit, hire, reward, and retain quality faculty and staff
  • High number of contact hours and heavy teaching loads affect research productivity
  • Limited marketing funds and scholarship funds for recruiting new students
  • Limited resources in equipment-intensive programs for upgrading and replacement

Key Opportunities:

Key Threats:

  • A fundraising campaign would provide an opportunity to publicize funding challenges and to educate faculty, staff, alumni, and friends about ways they can improve program quality through gifts.
  • New facilities for the transportation programs may enhance our ability to attract external grants and improve national recognition.
  • New interdisciplinary undergraduate, graduate, and certificate program opportunities both on- and off-campus.
  • Corporate sponsorships as well as initiatives provide opportunities to establish “centers of excellence” for technology transfer as well as serve as a catalyst for economic development in the region.
  • Recruitment of international students.
  • Recruitment of adult learners through institutional collaboration with alternative programs and delivery formats.
  • Regional needs for outreach through service learning and applied research activities.
  • Online and off-campus as well as new summer funding model: 70% - 30%.
  • New Summer 2014 semester follows the DE cost-recovery funding model.
  • Four-year degrees may be offered by community colleges. 
  • Ability to attract quality faculty due to salary limitations, geographic location, and spousal employment opportunities.
  • Limited scholarly and creative outlets and grant opportunities in certain technical disciplines.
  • Limited pool of technologists with graduate degrees for continuing faculty positions in some disciplines.
  • A declining or flat traditional college-age population projected for many Illinois counties.


Goal 1:  Student Success

SIU Goals

  • Goal 1.1: Provide every student with state-of-the-art academic instruction.  Measure:  Number of faculty with highest academic preparation increase by 10%
  • Goal 1.2: Provide every student with the opportunity to engage in research, creative activity, and service learning. Measure:  Number of research rookies, UG Assistantships and scholarships increase by 10%
  • Goal 1.3: Provide every student with support services that promote their successful integration into the academic, social, and cultural community of SIU. Measure: Ratio of Advisors to increase from 1:350 to 1:300 in order to better mentor and assist students.

CHHS Strategies

Teaching Excellence

  • Define and develop a college-wide metric for teaching excellence including student quantitative and qualitative evaluations, peer evaluations, and University Center for Teaching Excellence evaluations. Measure:  Increase college-wide average ICE scores by 0.1-0.3.
  • Create and sustain a culture that supports teaching excellence in all academic units. Measure:  Revisit Teacher of the Year criteria and selection process.
  • Develop policies and devise recognition and reward mechanisms to retain faculty with superior classroom performance and teaching effectiveness as well as high-level research and creativity. Measure: Revise operating papers to value and reward excellence in teaching, research and creativity, and service.
  • Promote faculty use and competency of teaching strategies and technology to maximize student success including but not limited to web-based resources, study guides, tutorials and tutoring services. Measure: Number of faculty with this practice exceeds 50%.

Instructional Excellence

  • Renovate classrooms and teaching labs with cutting edge instructional technology (e.g., touchscreen classroom technology). Measure: 50% of all classrooms have necessary teaching technology.
  • Strengthen and expand labs, studios, and other teaching/research facilities. Measure:  Student positive ratings of facilities in ICE evaluation process increase to 80%.

Student Advisement & Mentoring

  • Creating a student-centric and customer-driven advisement environment Measure:  Institute student satisfaction of advisors survey to be administered to all graduating seniors as part of the graduation check. Begin longitudinal study with implications for advising improvement.
  • Enhance student advisement and career planning support. Measure:  Increase job placement rates of graduating students.
  • Perform periodic reviews of CHHS academic program advisement processes to ensure alignment with University admission and retention goals. Measures:  Increase first-to-second year retention rates and 6-year graduation rates. Investigate the needed action to lead campus in both measures.
  • Provide tutoring programs. Measure: Increase the number of peer tutors in CHHS by 20%.
  • Encourage mentoring at every level: peer-to-peer student mentoring, mentoring of undergraduates by graduate students, and mentoring of all students by faculty and staff. Measure: The percentage of increased mentoring.
  • Develop discipline-specific or subject-specific online tutoring programs for place-bound or time-restricted students using distance education resources and revenue. Measure:  Begin rating of tutoring processes by systematic query of students through ICE style analysis. Create longitudinal database and seek positive growth.

Research & Service Opportunities for Students

  • Provide students with opportunities for engagement in research and creative activity.
  • Create and maintain a list of CHHS service opportunities on department/school website with contact information and application instructions.
  • Develop and integrate for-credit research or creative activities as part of CHHS academic program degree requirements if appropriate.
  • Develop/integrate, if appropriate, service learning projects as part of CHHS degree program requirements for credit.
  • Improve awareness and attitude toward CHHS for high school and transfer students who desire a research university education.
  • Encourage more CHHS undergraduates and graduates to participate in research forums such as research town hall.

Learning Outcomes Assessment

  • Form a student learning outcome assessment committee at each CHHS academic program to articulate learning outcomes necessary to be a successful student.
  • Publish and maintain data regarding learning outcomes, retention data, graduation rates, employment rates, etc., for each CHHS academic program. 
  • Develop learning matrices for each academic program in CHHS to reflect academic expectations, processes, and measurements of established learning outcomes.

Goal 2:  Research, Scholarship & Creative Activity

SIU Goals

  • Goal 2.1: Enhance research, scholarly and creative activity productivity to the benefit of students, community and other university stakeholders
  • Goal 2.2: Be known for providing cutting-edge graduate and undergraduate research opportunities

CHHS Strategies

Research, Scholarship, and Creative Activity for Faculty 

  • Promote interdisciplinary collaboration through the development of faculty-driven cross-disciplinary initiatives of research.
  • Develop a CHHS faculty recruitment plan that emphasizes the value of research faculty and provides incentives to prospective faculty to pursue their research goals. 
  • Develop a plan to incentivize faculty grant writing and other scholarly activities through addition/inclusion of language in school/department operating papers and merit plans, and College tenure and promotion guidelines.
  • Develop policies and devise recognition and reward mechanisms to retain highly-productive faculty and staff; celebrate all forms of research, scholarship and creative endeavors.
  • Provide a web-based portal, in addition to face-to-face meetings, for all CHHS researchers to share and discuss efforts and encourage interaction across College disciplines. 
  • Develop and deploy a College-wide process for efficiently allocating/reallocating research space based on CHHS faculty research productivity and needs. 
  • As a long-term goal, establish a CHHS-managed journal of Health and Human Sciences to provide a peer-reviewed outlet for CHHS researchers.
  • Develop a plan to set aside a small portion of external research funding to support  CHHS’s research mission.
  • Establish Centers for Excellence in various fields of applied sciences, technologies, and arts.
  • Build cost-effective infrastructures for research, scholarship, and creativity, such as an online research forum, CHHS research showroom, and shared research facilities and resources.
  • Host a regular series of regional, national, or international conferences in CHHS-related areas.

Goal 3:  Diversity and Inclusiveness

SIU Goals

  • Goal 3.1: SIU shall be known and celebrated for its commitment to diversity.

CHHS Strategies

  • Develop a College-wide diversity plan, establish diversity goals for each program within CHHS, and develop a process to monitor those programs that meet their goals.
  • Develop a plan to increase student enrollment from underrepresented groups (racial, ethnic, gender, etc.).  Target programs that historically have had low enrollment from underrepresented groups and encourage faculty and administrators to increase marketing efforts to those groups.
  • Develop and institute a plan for recruiting and retaining an undergraduate and graduate student body that reflects state and national statistics of the college-bound population.
  • Obtain and strengthen endowments and scholarships for underrepresented/ underserved students.
  • Develop and implement a hiring, retention, and promotion plan to increase and sustain faculty diversity; increase the quality of faculty in strategically important academic areas through new hires, professional development, and enhanced retention efforts.
  • Establish more international connections with foreign universities through Study Abroad and Global Seminar Initiative programs.

Goal 4:  Campus Community

SIU Goals

  • Goal 4.1: Facilitate a model of trust and mutual respect among faculty, administration, staff, students and the public.
  • Goal 4.2: Consistently operate under principles of shared governance which are clearly defined and demarcated.
  • Goal 4.3: Build and maintain a strong public image that reflects our commitment to student success, knowledge creation, and service to southern Illinois, the broader region, and the world.

CHHS Strategies

  • Encourage and nurture effective and transparent communications and dialogues between CHHS administrators, faculty and staff through scheduled face-to-face discussions on matters of governance and leadership toward the University’s goals and objectives. 
  • Organize more relational/community building events at the College level.
  • Review and modify CHHS policy to ensure that input is regularly solicited from faculty and staff such that they become stockholders in the decision making process.
  • Review and modify CHHS operating papers and by-laws to clarify and/or establish domains and boundaries of shared governance within the College.
  • Facilitate transparency within CHHS by promoting open access to documents such as budgets, policies, scheduling, practices, etc.
  • Foster an environment of mutual trust, respect and appreciation for each individual’s role in shared academic endeavors.

Goal 5:  Community Relations

SIU Goals

  • Goal 5.1: Sustain and grow SIU’s outreach and service mission.
  • Goal 5.2: Enhance our value to and our collaboration with the broader community in our mutual goals of research translation and economic development.

CHHS Strategies

  • Improve awareness and attitude toward CHHS by middle school and new high school students through College-sponsored visits, workshops, and summer camps.
  • Investigate and cultivate opportunities within the southern Illinois region for CHHS undergraduate and graduate students to volunteer in their chosen area of study.
  • Develop after-school and summer academic and research programs for freshman and sophomore high school students.
  • Continue to foster and solicit input from advisory board members to establish knowledge, skills, and aptitude requirements employers are expecting from CHHS graduates.
  • Partner with local, regional, national community colleges and high schools.
  • Establish University/industry partnerships and collaborative projects for positively impacting the economic growth of the regions through promotion of industry-University partnerships and technology transfer.

Goal 6:  Finance, Infrastructure and Resource Allocation

SIU Goals

  • Goal 6.1: Achieve and maintain a solid financial footing for the University.
  • Goal 6.2: Insure that the allocation of resources is a transparent process driven by University mission and priorities.

CHHS Strategies

Program Development and Enhancement

  • Strengthen overall institutional structures and undergraduate/graduate programs within the College to promote pedagogical innovations and ensure responsiveness to respective job market needs.
  • Launch Ph.D. programs and increase the number of graduate programs within the College through providing active assistance in recruiting quality faculty and seeking adequate funding and support.
  • Increase the number of online distance education, face-to-face or hybrid off-campus programs, and professional certification training programs.
  • Investigate and cultivate opportunities to offer professional workshops, continuing education courses, and summer camps to non-traditional students, local educators, etc., within all CHHS programs.
  • Continue to develop and deploy distance education (DE) courses for all programs in CHHS.  Develop an equitable plan of DE revenue sharing that will set aside portions for faculty and program development, technology needs, and scholarships.
  • Investigate the possibility of hosting conferences and/or certificate programs for alumni and other professionals with a focus on serving the professional community and revenue generation.
  • Develop the infrastructure within CHHS for design, implementation, management, and distribution of online distance education and graduate and professional certification programs so that distance education enrollments are ascribed to the originating programs/schools/departments within the College.
  • Develop an acceptable College-wide formula for equitable distribution of income from CHHS’s distance education courses and programs.
  • Sustain accreditations and certifications in the disciplines of applied sciences, arts, and technologies.

Student Recruitment, Program Promotion, and Enrollment Management

  • Continue to promote increases in both undergraduate and graduate enrollment in CHHS programs. 
  • Strengthen enrollment management and branding management working with University Communications.
  • Establish program enrollment thresholds based on faculty and supportive resources and develop a plan that ties increased support to increases in enrollment.
  • Develop innovative marketing and promotion programs distinctive to the College and its unique programs.
  • Develop international recruitment and partnership programs.
  • Leverage the expertise of our faculty, students and diverse programs to aid in development of CHHS marketing materials, web presence, etc.

Organizational and Financial Efficiency

  • Develop innovative ways (e.g., differential teaching load) to enable faculty to maximize their productivity by focusing on their core academic activities (research, scholarship, and teaching).
  • Explore organizational restructuring through program overhaul, expansion, merger, elimination, etc.
  • Foster an entrepreneurial spirit within the College; seek new business models, new ways of thinking; reengineer and improve administrative and academic processes and paperwork for creating a leaner and more efficient environment and removing red tape, bureaucracy, and inefficient procedures and policies. 
  • Make greater use of the talents and skills of our faculty, staff and students.
  • Seek financial efficiencies wherever possible.

Funding & Sources of Revenue

  • Emphasize the need for endowed scholarships through fundraising campaigns and meetings with program advisory boards.  
  • Coordinate efforts of the Constituency Development Officer with School/Department Administrators/faculty to identify and develop new sources of external support to enhance student access, affordability, and diversity.
  • Define the College resource allocation process and encourage broad participation in budgetary and resource allocation discussions.

Action Plan #1

Goal: Continually increase the quality of personnel in CHHS by hiring the best professionals: faculty in tenure track and term positions, advisors and senior staff in AP positions, and civil servants in positions that support the academic mission of CHHS.  In addition, continue to recruit excellent students who have a high probability of success in our intellectually demanding programs. Establish a Ph.D. program in CHHS. Promote student success and support faculty development towards technology competency in the classroom and research/development.


  • Increase student retention and graduation rates
  • Increase teaching effectiveness and scholarly and research productivity
  • Develop more efficient work flows that support students and faculty in meeting their aspirations
  • Create stronger hiring and recruiting processes that attract the best people for all positions
  • Develop and maintain a leadership and work environment that encourages the best people to stay in CHHS
  • Serve student needs and societal demands
  • Establish a Ph.D. program in CHHS
  • Increase research productivity
  • Improve teaching effectiveness
  • Encourage faculty professional development, develop technology and curricular competency to achieve student learning.

Action Plan:

What:  Hire more TT and term faculty. Hire AP and CS personnel in positions supporting the academic mission. Recruit excellent students. Begin immediately a campaign to express to all that success in CHHS is predicated on the excellence of the people who work and study here.  All new hires should have the strongest preparation available for their respective positions and existing personal should be encouraged to take advantage of all opportunities for professional development. Our staff should be seen as among the best on campus. In five years, establish a College-wide Ph.D. program along with several more Masters degree programs, such as a college-wide Masters in Applied Sciences and Arts, MSIT (Information Technology), MSHA (Healthcare Administration), MSDH (Dental Hygiene), and MSTM (Transportation Management). BS Degree completion options will be established for programs including EST, TRM, MSFS, DH, PTA, RADS, HCM, and ARC. Certificate Programs within the healthcare arena will also be created to be offered via distance education. CHHS distance education (DE) programs will increase its enrollment by 20% taking Fall 2013 enrollment data as a baseline. In ten years, produce at least 25 Ph.D. graduates from CHHS; Complete a PTA bridge program; Establish a crematory in Mortuary Sciences for research opportunities. In twenty years, create a research journal in Health and Human Sciences with CHHS faculty as primary editors. Sponsor international research/education conferences. Engage faculty in the resources available to them to convert existing classroom materials to digital medium then post in D2L.   

Who:   All leaders at each level in CHHS should aspire to these goals and actions; Ph.D. Committee and graduate faculty; CHHS faculty and staff

Where: CHHS

How:    (1) Commit to rigorous review of all candidates for all jobs in CHHS and to not hiring people to fill positions but hiring the best people to meet the needs of the faculty, staff, and students on our College. (2)Aggressively seek candidates for all positions using every means available.  (3) View Affirmative action as the minimal requirements for hiring equity, not the target.  (4) In all hiring conduct external searches.  If internal candidates are the most qualified, this ensures the highest standards of performance. (5) Compile, submit, and seek approval for various proposals. (6) Allocate resources to support these goals and initiatives. (7) Assess current usage of technology in the classroom by Department and by School. (8) Develop a systematic plan to work with faculty to integrate current technology and teaching pedagogy. (9) Encourage faculty to use CTE (Center for Teaching Excellence) resources.

When:  Immediately.

Action Plan #2

Goal: Investigate the potential of establishing a Transportation Research Center and new collaborative opportunities among Aviation, Automotive, and other departments and schools in the College.


  • Increase research productivity
  • Encourage interdisciplinary research collaboration
  • Enhance teaching excellence
  • Help the College in visibility and fundraising
  • Provide more options for students in academic fields and professional careers

Action Plan:

What:   In five years, investigate potential synergies among TEC departments, School of Architecture, School of Information Systems and Applied Technologies, School of Allied Health, and other partners on campus, the transportation industry, government offices, etc. for a Transportation Research Center. If appropriate, start planning and write proposals. Complete at least one research project under the PEGASUS project, the FAA Center of Excellence for General Aviation Safety, which SIU became part of in October 2012. More degree programs or specializations would be considered and proposed. In ten years, have a number of significant grant projects funded by federal agencies, state and regional resources, including FAA Center of Excellence. In twenty years, establish and operate a Transportation Research Center. A starting point could be developing our Test Cell Building into a research/development/teaching center.

Who:   Transportation related faculty and staff

Where: TEC – Transportation Education Center

How:    Organize a team to work on the feasibility study. If the conclusion is positive, then develop and submit a proposal. Seek funding support. Start different initiatives and organize various task forces

When:  Feasibility study starts immediately. Grant proposal and applications are under development. This is a continuous effort.

Action Plan #3

Goal: Investigate the potential of, and if appropriate, establishing a School of Information Technology (SoIT).


  • Increase enrollment, retention, and student success
  • Encourage faculty collaboration in different disciplines
  • Enhance teaching excellence and innovation
  • Serve the region, State, and the nation with expertise in Information Technology, Supply-Chain Technology Management, and other related technologies

Action Plan:

What:   Conduct a feasibility study. If appropriate, change the School of Information Systems and Applied Technologies (ISAT) to SoIT (School of Information Technology) in five years. In ten years, establish at least three new Bachelors and two Masters degree programs in the SoIT. In twenty years, establish one Ph.D. program in SoIT. 

Who:    School director, faculty and staff

Where:  CHHS

How:    Search and hire a permanent director for this school; Conduct a feasibility study, and change the school name, re-organize major programs, propose new programs, if appropriate; Propose and establish new degree programs.

When:  The permanent director hire will be completed early Spring 2014. Feasibility student will follow shortly. If appropriate, proposals will be composed and actions will be taken accordingly.     

To help discussing this action item and brainstorming the school structure, below is a very preliminary idea of the school:  

School of Information Technology (SoIT) Structure

Within the next five years, the proposed School of Information Technology (SoIT) will consider the following four (4) degree programs and four (4) specializations:

  1. Master of Science in Information Systems Technologies (MSIST);
  2. Bachelor of Science in Information Systems Technologies (IST);
  3. Bachelor of Science in Information Systems (IS), or Information Management (IM), or  Business Informatics (BI);

This program combines Information Technology, Management, Data Mining, and Business Intelligence to produce new business leaders with modern technologies. It covers key courses including logical reasoning, basic programming, data visualization, data mining, and collective intelligence.

  1. Bachelor of Science in Supply Chain Technology Management (SCTM) or Library Informatics (LI)

The BS in Supply Chain Technology Management (SCTM) focuses on the technology support for supply chain management. The Library Informatics program could be named as Information Science, as in many universities around the world. The program educates and produces graduates with the following skills:

  • Organizing information effectively with technologies
  • Accessing information with various search engines
  • Assessing information and utilizing it in decision-making processes

Potential SoIT Specializations include the following:

  • Specialization 1: Gaming Technologies (GT) = IST + MCMA + CS
  • Specialization 2:  Cyber Security Technologies (CST) = IST + CS + MATH
  • Specialization 3: Digital Forensic Technologies (DFT) = IST + CS + Criminal Justice
  • Specialization 4: Big Data Technologies (BDT) = IST + CS + Mathematics + Business

Some of these specializations or “tracks” will eventually turn into degree programs.

We need to work out the curriculum details for each of these specializations. Below is a draft of student learning outcomes for these four specializations:

(1)   Gaming Technologies (GT)

Upon graduation, students in GT will be able to:

  • Demonstrate an understanding of computer game technologies.
  • Utilize applied computing principles to computer game design and development.
  • Demonstrate a breadth of knowledge in mobile games, educational-serious games, and simulation informatics.

(2)   Cyber Security Technologies (CST)

Upon graduation, students in CST will be able to:

  • Analyze user requirements and to design, develop, and deploy effective information security solutions.
  • Protect an organization’s information assets by ensuring availability, confidentiality, integrity, authenticity, and non-repudiation.

(3)   Digital Forensic Technologies (DFT)

Upon graduation, students in DFT will be able to:

  • Collect, identify, classify, and analyze physical evidence though computing and digital technologies.
  • Investigate digital crimes and present forensic evidence appropriately for law enforcement or digital investigation authority.

(4)   Big Data Technologies (BDT)

Upon graduation, students in BDT will be able to:

  • Build web intelligence applications exploiting big data sources arising in social media, mobile devices and sensors.
  • Use new big data platforms based on the map-reduce parallel programming paradigm or other technologies.

Action Plan #4

Goal: Establish a new degree or specialization of Construction Management or Facility Management or Urban Planning in the School of Architecture (SOA).


  • Serve the needs of Illinois and the country
  • Increase enrollment, retention, and student success
  • Provide students with state-of-the-art instructions
  • Enhance teaching excellence and innovation

Action Plan:

What:   Create a new degree or new specialization in promising areas in Construction and Planning. 

Who:    School of Architecture director, faculty and staff

Where:  CHHS

How:    (1) Program Conceptualization. The key faculty members discuss ideas of a new degree or specialization program in the School of Architecture. Establish preliminary versions of program goals and outcomes, develop a timeline, approximate program costs, and administrative structure. (2) Form a working group to develop a formal proposal, either RME (Reasonable and Moderate Extension) or NUI (New Unit of Instruction). (3) Seek required approvals prior to submitting to Provost.

When:  The new specialization and degree programs will be established in the next five years. Specialization proposal will be submitted end of Fall 2013 or early Spring 2014.         


Action Plan #5

Goal: Investigate possibility of other academic offerings in the Department of Automotive Technology (AUT), Department of Aviation Management and Flight, and Department of Aviation Technologies. For instance, investigate the possibility of adding Masters degree to Aviation and establishing a new degree or specialization of Automotive Technical Resource Management, Ground Transportation Management, or Automotive Operations in AUT. 


  • Serve the needs of students, the industry, and the country
  • Increase enrollment, retention, and student success
  • Provide students with state-of-the-art instructions
  • Enhance teaching excellence and innovation

Action Plan:

What:   Work with industry and potential student populations to investigate the need of new and/or unique offerings.

Who:    Lead by the Department of Automotive Technology

Where:  CHHS

How:    (1) Conduct analysis of industry and student needs. (2) Develop framework of necessary structure, support, and curriculum. (3) Seek support and approvals necessary for development and delivery.

When:  In five years, a new offering for the industry will be fully implemented and supported. In ten years, additional analysis will take place to seek feasibility of additional offerings. In twenty years, a Masters degree program in Aviation and Automotive Technology area will be established.  

Action Plan #6

Goal: Establish a research incentive program to encourage research and scholarly activity.


  • Increase the number of peer-reviewed publications in CHHS
  • Increase the number of grant proposals and successful grants from external funding sources
  • Enhance teaching excellence and innovation

Action Plan:

What:   Provide a one-month summer salary to faculty who has excellent research plan and will generate significant outcomes.

Who:    Faculty, Chairs and Directors, Selection Committee, and staff

Where:  CHHS

How:    (1) Funds will be reserved in summer to support one-month salary for faculty members with good research plan and outcomes. (2) The proposal must be approved and recommended by the Chair or Director where the faculty is located. (3) A Selection Committee will evaluate and recommend final candidates for Dean’s consideration. (4) The CHHS Dean will make the final decision for the summer support.

When:  The research incentive program will be started in a testing phase in Summer 2014. In five years, it will become a regular policy and practice.     

Action Plan #7

Goal: Strengthen the College leadership team and secure permanent directors for two schools in the College.


  • Improve communication effectiveness
  • Foster collaboration and collective intelligence
  • Work closely towards a common goal
  • Conduct college-wide program assessment, closing poor-performing programs and proposing new programs with high demand

Action Plan:

What:   Based on the CHHS Operating Paper (the latest version was approved in 2008), the administrative leadership consists of the Dean, Associate Dean and the school directors. The administrative management/support team consists of the Constituent Development Officer, the Chief Academic Advisor, OCAP Director, and the Business Manager. The administrative leadership team may initiate and review policies in regard to academic, administrative, fiscal, and other appropriate College matters. Support Staff implement the policy and plans formed by the Administrative Staff. The structure of the leadership team, responsibility, and report lines will be considered and improved based on our strategic goals. Currently two Schools in the College have interim directors. We need to hire permanent directors for these as soon as possible.

Who:    Search Committees, Chairs and Directors, Associate Dean, and Dean

Where:  CHHS

How:    (1) Search and hire a permanent director for the School of Allied Health. (2) Search and hire a permanent director for the School of Information Systems and Applied Technologies. (3) Streamline organizational structure. (4) Establish a college-wide program assessment team, closing poor-performing programs and establishing new programs with high demand.

When:  The two permanent director positions should be filled in Spring 2014. CHHS organizational structure will be improved continuously.    

Action Plan #8

Goal: Nurture existing CHHS Distance Education offerings and investigate possibilities to grow enrollment, improve retention, increase curriculum offerings, and develop new delivery sites in a controlled growth model.


  • Seek an appropriate management model for CHHS DE and off-campus programs to better grow and strengthen these programs
  • Increase enrollment, retention, and success rates in DE and off-campus programs
  • Enhance quality and assessment for DE and off-campus programs

Action Plan:

What:   CHHS has an outstanding history of delivering quality distance education. With the University reorganization of Distance Education, the CHHS operating structure was not functioning as it was. A new effective structure or management model for the college needs to be identified.

Who:    Chairs and Directors, Associate Dean, and Dean

Where:  CHHS

How:    (1) Compile a list of issues related to off-campus program management. (2) Analyze options we have for each issue listed in the previous step. (3) Identify the best option for each program. (4) Come up with a College-wide improvement plan.

When:  In one year, a detailed DE improvement plan should be in place. In five years, CHHS DE programs will increase its enrollment by 20%, taking Fall 2013 as a baseline.

Action Plan #9

Goal: Formulate and communicate College-wide guidelines and procedures regarding tenure, promotion, sabbatical leave, travel, DE course development, research support, and others.


  • Have a clear criteria and expectation for promotion and tenure
  • Document policies and guidelines, e.g. research grid and ratings for scholarly work for faculty to apply for promotion and tenure
  • Document a step-by-step guideline for faculty to apply for sabbatical leave, obtaining department support, class coverage, etc.
  • Document College operational procedures, including DE course development, research support and travel

Action Plan:

What:   Each department will have well-defined research expectation - publication rating grid - made available to faculty. It is desirable to have more detailed guidance on how faculty may apply for sabbatical leave.

Who:    Faculty, Chairs and Directors

Where:  CHHS

How:    (1) A rating system for publications and scholarly work is developed by the department chair for an academic area. (2) Faculty comment on the rating system produced in the previous step. (3) The final rating system, or the publication rating grid, is made available to every faculty in the unit.

For sabbatical leave, faculty should start discussions with the department chair at least two semesters before the actual leave is requested. Issues of discussion are to include course coverage without extra funds to cover overload courses and benefit to the unit. 

When:  These two documents should be completed in Spring 2014. In five years, the College/School/Department Operating Papers will be revised following College-wide guidelines and procedures regarding tenure, promotion, sabbatical leave, travel, and others.

Action Plan #10

Goal: Enhance industry connections and alumni relations.


  • Develop scholarship and support for academic programs and students
  • Address student and program financial budget and instability
  • Seek alternative sources of revenue and support
  • Build long term alumni and industry connections

Action Plan:

What:   Engage industry, alumni and friends to the College and programs in developing scholarship and support.

Who:    Constituency Development Officer, Faculty, and Staff

Where:  CHHS

How:    (1) Nominate CHHS alums or friends for SIU honorary degrees. (2) Continue the TEC Campaign and other fundraising opportunities. (3) Work with SIU Foundation to identify major donors and contact them. (4) Enhance CHHS Annual Giving Programs. 

When:  Continuous.         


This version of CHHS Strategic Plan was drafted, discussed, revised, and approved with the involvement of the following CHHS constituencies:

  • Administrative Staff Members: Michael Behrmann, Michael Burgener, Joan Davis, David NewMyer, Thomas Shaw, Andy Wang, and Walter Wendler
  • Support Staff Members: Kevin Lister,  Elaine Atwood, Zowadi Owens, and Mary Nemetsky
  • Strategic Planning Committee Members: Stephen Shih (Chair), Timothy F Janello, Melinda LaGarce, Echu Albert Liu, Patrick A Rivers, Jose R. Ruiz, and Ralph Finley Tate.
  • Board of Counselors: Clarence Copping, Mark Dillon, Harry Fanning, Dale Hall, Camelle Logan, Wayne Machnich, Mike Peters, Jay Rud, Lee Raines, Josh Sarver, Paula Staab-Polk, Neil Swartz, William Szelag, Jackie Timmons, Jill Walker, Greg Wellman
  • Faculty Senators: Anthony Fleege, John Legier, Belle Woodward (for Nancy Martin who is in sabbatical leave in Fall 2013), Steven Goetz
  • Graduate Council Representatives: Craig Anz, Scott Collins
  • Curriculum Committee: Julie Davis, Craig Anz, Stephen Shih, Omar Trinidad, Sam Pavel, Dennis Hannon
  • Teacher of the Year Committee: Faith Miller, Julie Davis, Joe Ruiz, Christian Padilla
  • E J & Mary Simon Distinguished Faculty Award Committee: Anthony Fleege, Bob Kaps, Jose Ruiz
  • Tenure and Promotion Committee: Scott Collins, Jon Davey, Stephen Shih, Keven Mitchell, Sean Boyle, John Voges
  • Faculty Advisory Committee: Michael Grey, Siwon Cho, Dave Gilbert, John Voges, Dennis Hannon
  • Others

Appendix A School of Architecture SWOT Analysis

Appendix B School of Allied Health SWOT Analysis

Appendix C School of Information Systems and Applied Technologies SWOT Analysis

Appendix D School or Transportation SWOT Analysis

  • Department of Automotive Technology SWOT Analysis
  • Department of Aviation Management and Flight SWOT Analysis
  • Department of Aviation Technologies SWOT Analysis

Appendix E CHHS Enrollment Trend: 2009-2013

Appendix F CHHS Retention Report: 2002-2013

Appendix G High Schools Graduates Data

Appendix H Articulations with Community Colleges