Compliance Audit Report Index
    

 


The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that incorporate a systematic review of programs and services that (a) results in continuing improvement and (b) demonstrates that the institution is effectively accomplishing its mission.

 

 
 


Southeastern is in compliance with Core Requirement 2.5.

 

 
 

Southeastern Louisiana University has an ongoing, integrated and robust program of planning, institutional research, evaluation, and assessment. All of Southeastern's planning and evaluation activities emanate from the key concepts outlined in the University's role, mission, and scope statement; that is, Southeastern plans for and evaluates its mission in light of the public expectations for the University's performance in the areas of teaching, research, and service.

The major elements of Southeastern's planning and evaluation processes include:

  • The University's Strategic Plan – Vision 2005
    Vision 2005 was an outgrowth of a previous strategic plan, Vision 2000. In 1999, the University began looking at upgrading its strategic plan and conducted a thorough evaluation of the previous planning efforts. That evaluation resulted in some changes to the University's strategic planning approach. Vision 2005 has fewer strategic goals (called strategic priorities in the 2005 document) and places direct responsibility for the accomplishment of strategic priorities on the respective Vice Presidents.
     
    The revised planning process includes the Vision 2005 strategic document, a Measurement Plan which tracks progress across time by objective, and an Action Plan for fiscal years 2001-02, 2002-03, 2003-04, and 2004-05.
     
    Progress reports on activities are shared frequently with the President at President's Staff meetings. The University Planning Council meets at least once per year to identify issues of concern and to map directions for upcoming action plans. The strategic planning process is also embedded in the University's budgeting process. Each year, the Provost issues a call for budget requests for each budget unit for the next fiscal year. Requests for personnel, equipment, maintenance, and other items that require new operational dollars or a re-direction of existing operational dollars are reviewed and prioritized by the respective Vice Presidents. These are further discussed at budget hearings typically held in late spring. An important part of the budget request is the rationale for the request; highest priority is given to a request that is linked to Vision 2005 or to accreditation efforts.
     
  • State-Required Planning and Performance Accountability
    The Louisiana Division of Administration requires that every state agency work with the Office of Planning and Budget to develop five-year plans and yearly operational plans and to report quarterly on identified performance indicators. For state institutions of higher education, the Louisiana Performance Accountability System (LaPAS) is also closely monitored by the Louisiana Board of Regents and the respective management board, which in Southeastern's case is the University of Louisiana system. With the development of Master Plan 2005 at the state level in 2000, requirements for LaPAS planning and performance measurement were standardized. In 2004-2005, all institutions must report on headcount enrollment, minority enrollment, accreditation rates, retention of first-year freshmen, and graduation rates indicators.
     
    Southeastern's most recent five year-plan is for the fiscal years 2001-02 through 2005-06. Operational plans for fiscal years 2001-02, 2002-03, 2003-04, and 2004-05 have been previously submitted and approved by the University of Louisiana System office, the Louisiana Board of Regents, and the Office of Planning and Budget. Reports on quarterly performance indicators are on the Office of Planning and Budget's website in the Louisiana Performance Accountability System.
     
    In order to insure the most accurate data for state reporting and to insure timely reporting within the calendars for data submission established by the Office of Planning and Budget, the University developed a Policy on Performance Progress Reporting in 2002. This document outlines the responsibilities of the various persons and offices which are accountable for state reporting. Currently, the assistant Vice President for Academic Affairs serves as the University's liaison for state planning.
     
  • External Reviews and Accreditations
    The University's commitment to quality in academic excellence is grounded not only in its mission, strategic priorities, and core values, but also in its responsibility to the highest principles of performance accountability. The University recognizes that external reviews provide a valuable opportunity for the self-study of academic units and programs within the framework of rigorous standards. The review process also permits the University to receive valuable feedback from highly-regarded peers and to continuously monitor and improve programs and activities.
     
    The Louisiana Board of Regents (Policies and Procedures Manual, Academic Affairs Policy 2.13) classifies the accreditation status of all academic degree programs as “Mandatory,” “Recommended,” “Optional,” or “Not Applicable.” Mandatory programs are those that require students to be licensed for employment; that prepare students for employment in occupations or professions that require graduation from an accredited program for employment and/or advancement in the occupation or profession; that require accreditation for students to be admitted to a more advanced degree program; or that that are deemed mandatory by the Board of Regents because of the critical nature of the program and its importance to the state and/or because accreditation is important for national credibility and recognition. At Southeastern, 100% of programs classified as Mandatory are externally accredited and in good standing.

Table 1
2003-2004 Degree Programs Offered at Southeastern
Requiring Mandatory Accreditation by the Louisiana Board of Regents

Degree Subject Area Mandatory Accrediating Agency

M ED

Curriculum and Instruction

National Council for the Accreditation of Teacher Education

M ED

Administration and Supervision

National Council for the Accreditation of Teacher Education

BA

Special Education - Mild/Moderate

National Council for the Accreditation of Teacher Education

M ED

Special Education

National Council for the Accreditation of Teacher Education

BA

Speech, Language & Hearing Spec.

National Council for the Accreditation of Teacher Education

M ED

Counselor Education

National Council for the Accreditation of Teacher Education

BS

Elementary Education Grades 1-6

National Council for the Accreditation of Teacher Education

MAT

Elementary Education Grades 1-6

National Council for the Accreditation of Teacher Education

BS

Middle School Education Grades 4-8

National Council for the Accreditation of Teacher Education

BS

Early Childhood Ed Grades PK-3

National Council for the Accreditation of Teacher Education

MAT

Secondary Education Grades 7-12

National Council for the Accreditation of Teacher Education

BA

Art Education

National Council for the Accreditation of Teacher Education

BA

English Education Grades 7-12

National Council for the Accreditation of Teacher Education

BS

Mathematics Education Grades 7-12

National Council for the Accreditation of Teacher Education

BMED

Music Education

National Council for the Accreditation of Teacher Education

BA

Kinesiology

National Council for the Accreditation of Teacher Education

MA

Health and Kinesiology

National Council for the Accreditation of Teacher Education

BS

Science Education-Grades 7-12

National Council for the Accreditation of Teacher Education

BA

Social Studies Ed Grades 7-12

National Council for the Accreditation of Teacher Education

BA

French Education-Grades 7-12

National Council for the Accreditation of Teacher Education

BA

Spanish Education-Grades 7-12

National Council for the Accreditation of Teacher Education

BS

Speech Education Grades 7-12

National Council for the Accreditation of Teacher Education

AAS

Industrial Technology

National Association of Industrial Technology

BS

Industrial Technology

National Association of Industrial Technology

BA

Social Work

Council for Social Work Education

MS

Communication Sciences & Disorders

American Speech-Language-Hearing Association

BS

Nursing

National League for Nursing

MSN

Nursing

National League for Nursing

BA

Management

Association to Advance Collegiate Schools of Business

BA

General Business

Association to Advance Collegiate Schools of Business

MBA

Business Administration

Association to Advance Collegiate Schools of Business

BS

Finance

Association to Advance Collegiate Schools of Business

BA

Marketing

Association to Advance Collegiate Schools of Business



The Board of Regents encourages accreditation for those programs classified as "Recommended," but it is not necessary for continuing program approval by the Regents. Table 2 lists accredited degree programs offered by Southeastern with the Board of Regents "Recommended" accreditation status.

 

 

Table 2
2003-2004 Degree Programs Offered at Southeastern
Recommended to be Accredited by the Louisiana Board of Regents

Degree Subject Area Recommended Accrediting Agency

BS

Accounting

Association to Advance Collegiate Schools of Business

BS

Computer Science

Accreditation Board for Engineering and Technology

BS

Family and Consumer Sciences

American Association of Family and Consumer Sciences

BS

Health Education and Promotion

SOPHE/AAHE Baccalaureate Programs Approval Committee (SABPAC)

BS

Athletic Training

Joint Review Committee on Educational Programs in Athletic Training (CAAHEP)

BS

Chemistry

American Chemical Society

BA

Art

National Association of Schools of Art and Design

BM

Music

National Association of Schools of Music

MMUS

Music

National Association of Schools of Music



The programs in Accounting, Computer Science, Chemistry, Music, and Athletic Training are currently accredited by their respective agencies. The program in Family and Consumer Sciences was recently re-designed and approved by the Regents so as to allow eligibility for accreditation. The program's site visit by the AAFCS was held in March 2004, and accreditation is expected in late Fall 2004. The program in Health Education and Promotion is a relatively new program; the program is eligible to apply for accreditation after the first class has graduated. The Art program is in the process of compiling a self-study for NASAD accreditation. Southeastern does not offer any programs that are classified as “Optional.”

Southeastern has a number of degree programs that do not have recognized external accrediting agencies. Because the University recognizes the value of external review, in 2002 a new policy, Guidelines for Academic Program Review, was initiated. The policy establishes the principles for such review, the criteria for review, the procedures, the responsibilities of the various entities and persons involved, including the Provost, the academic dean, the department head, and the self-study coordinator. As of the end of academic year 2003-2004, the Department of English completed its first academic program review. A calendar has been established for the remaining departments to participate in such reviews.

 

 

 

 

 

 

 

 

 

  • Southeastern's Program of Institutional Effectiveness
    In the University's Guidelines for the Evaluation of Institutional Effectiveness, Southeastern defines institutional effectiveness as

    “…the systematic and ongoing process of collecting, analyzing and acting on data and information relating to the goals and outcomes developed to support the University's mission and purpose. Thus, institutional effectiveness is oriented towards measuring results and using these results to aid in decision-making and improvement.“

    “Institutional effectiveness is not a one-time process, but rather a cyclical process in which continuous improvements and refinements on goals and methods are undertaken. Furthermore, institutional effectiveness, like the University itself, is not static, but rather an ever-changing and evolving process. Thus, it needs to be revisited continuously to ensure that the needs, purpose and mission of the University are being met.”

    Furthermore, Southeastern describes the institutional effectiveness cycle as having six steps:

    “1. stating central or core expectations of program outcomes that are related to the program's/department's primary function;
    2. identifying and/or developing specific assessment procedures appropriate for measuring each intended outcome;
    3. systematically conducting assessment activities;
    4. using assessment data to evaluate the extent to which outcomes have been accomplished and identifying possible explanations for results obtained (evaluative and diagnostic functions);
    5. based on assessment findings, developing and implementing specific strategies for program enhancement and/or improvement; and
    6. modifying program outcomes based on enhancements and starting the cycle over.”

    Three components of institutional effectiveness are in place at Southeastern:

    1. Major Field Assessment - evaluates the effectiveness of degree programs through student outcomes assessment
    2. General Education Assessment - periodic evaluation of outcomes related to general education goals defined by the Louisiana Board of Regents
    3. Assessment of Support Units - periodic evaluation of non-instructional units that provide services to students or employees.

    The Guidelines for the Evaluation of Institutional Effectiveness outline the procedures for evaluation of each component in some detail. In addition, examples of assessment documents are given and the roles of the Office of Institutional Research and Assessment and the Committee for Institutional Effectiveness are described. Greater detail on the procedures for institutional effectiveness is given in Comprehensive Standard 3.3.1.

  • University of Louisiana System “Areas of Excellence” Reports
    The University of Louisiana System management board requires all system institutions to submit annually “Areas of Excellence” reports that provide information on the accomplishments of academic faculty in five identified areas of excellence which relate to the universities' missions. Each institution identifies its unique areas of excellence to the University of Louisiana System Vice President for Academic Affairs.

    The five areas of excellence reported on by Southeastern include Creative Arts and Cultural Studies, Integrated Teacher Preparation, Nursing and Health, Biological Sciences and Environmental Studies, and Accounting and Information Management. Southeastern's reports for 2001, 2002, and 2003 describe a wide array of faculty accomplishments, including scholarly publications and presentations, grants and sponsored projects, artistic endeavors, community outreach activities, and honors. The reports also include information on program recognition and student awards and honors.
  • Performance Planning and Evaluation of Employees
    An essential component of evaluation at the University is performance planning and personnel evaluation. Southeastern recognizes that regular evaluation of employees, whether faculty, unclassified staff, or classified staff, is important to achieving optimal goals for the institution as well as the professional goals of the individuals.

    Southeastern's senior administrative staff are evaluated annually through the process described in Policy and Procedures for the Evaluation of the President and Vice Presidents. The process provides for wide input on performance through an assessment survey administered by the Office of Institutional Research and Assessment. Each senior administrator has an opportunity for establishing yearly performance goals and for self-assessment. Each Vice President meets with the President to set expectations and discuss results. The President completes a Performance Plan and also discusses results with a Presidential Review Committee.

    The Faculty Handbook, Part I, Section F outlines general performance evaluation procedures for academic deans and department heads. The deans and other Academic Affairs staff reporting to the Provost participate in a 360° evaluation program that gathers feedback on performance from peers, colleagues, and subordinates. The Provost's Office gathers and compiles the data, and the Provost reviews the results with each staff person. Department heads participate in similar evaluations within their respective colleges. Other unclassified staff are typically evaluated on an annual basis in a manner appropriate to their job responsibilities as per the Unclassified Employee Handbook, Part III Section E.

    Faculty evaluation is a deliberate long-term process that encourages reflection, self-assessment, and continuous improvement towards professional goals. Faculty are evaluated in three categories – teaching, professional activity, and service. The procedures for faculty evaluation are described in the Faculty Handbook, Part III, Section E. This section also includes the University's policy and procedures on academic dismissal of tenured faculty and remediation of tenured faculty.

    The primary responsibility for faculty evaluation rests with the department head, who bases the evaluation on all evidence available that is appropriate for use. Because the annual evaluation becomes a part of the faculty member's permanent file, and because the annual evaluation is essential in determining tenure, promotion, reappointment, and merit raises, the department head is required to make every effort to ensure that the evaluations are clear, honest, fair, and genuinely evaluative. The department head protects the integrity of the process by relying on verifiable evidence from objective processes.

    Objective evidence for teaching is available from a multitude of sources – for example, Student Opinions of Teaching, classroom observations, syllabi, teaching portfolios, examinations, grade distributions, and peer evaluations for teaching; documentation of publications, presentations, artistic exhibitions, grant proposals, participation in professional organizations for professional activity; and committee assignments, campus leadership, student service, and community outreach for service. Each academic department has a clearly defined evaluation instrument that reflects the University's evaluation principles and prepares the faculty member for third-year review and review for tenure and promotion. The University's tenure and promotion policy is found in the Faculty Handbook, Part III, Section H.

    Classified staff are evaluated as per the evaluation principles of State Civil Service. The Performance Planning and Evaluation policy is found in the Classified Employee Handbook, Part III, Section E, and a sample Performance Planning and Review Form can be accessed from the Human Resources web site.

 

 
 
Document

Location

Vision 2005

http://www2.selu.edu/documents/docs/vision2005_strplan.pdf

Vision 2000

http://www2.selu.edu/documents/docs/vision_reality.pdf

Vision 2005 Measurement Plan

http://www2.selu.edu/documents/docs/2005measurementplan.pdf

Vision 2005 Action Plan, 2001-02

http://www2.selu.edu/documents/docs/vision2005action_plan
_2001-02.pdf

Vision 2005 Action Plan, 2002-03

http://www2.selu.edu/documents/docs/vision2005action_plan
_2002-03.pdf

Vision 2005 Action Plan, 2003-04

http://www2.selu.edu/documents/docs/vision2005action_plan
_2003-04.pdf

Vision 2005 Action Plan, 2004-05

http://www2.selu.edu/documents/docs/vision2005action_plan
_2004-05.pdf

Faculty Handbook, Part IX, Section A. University Councils and Committees

http://www2.selu.edu/documents/policies/empl/p9_univ_committees.pdf
(see page 2)

Memo, Office of the Provost, Planning and Budget Documents, 2004-2005

http://www2.selu.edu/sacs/documents/04-05budgetmemo.pdf

State Strategic Five Year Plan http://www2.selu.edu/Academics/Provost/Planning/
str_plan/state_str_plan_01_06.pdf

Louisiana Performance Accountability System (LaPAS)

http://www.state.la.us/opb/lapas/lapas.html
To view Southeastern's performance information, click on View, then click on choice of Fiscal Year; click on Department, then click on 19A Higher Education; click on Agency, then click on 634 Southeastern Louisiana University. Click the View button.

Local Copy:
http://www2.selu.edu/sacs/documents/lapas.htm

Policy on Performance Progress Reporting

http://www2.selu.edu/documents/policies/performpolicy.pdf

Louisiana Board of Regents Policies and Procedures Manual , Academic Affairs Policy 2.13, Program Accreditation

http://asa.regents.state.la.us/PP/Policies/2.13

Local Copy:
http://www2.selu.edu/sacs/documents/BoR2_13.htm

Guidelines for Academic Program Review 2002-2003

http://www2.selu.edu/documents/policies/AcademicReviewGuide.pdf

Department of English Academic Program Review 2003

http://www2.selu.edu/documents/docs/engl_dept_review/
engl_dept_review_2003.pdf

Academic Program Review Calendar

http://www2.selu.edu/documents/docs/calendar_
academic_program_review.pdf

Guidelines for the Evaluation of Institutional Effectiveness

http://www2.selu.edu/documents/policies/insteffguide.pdf

Areas of Excellence Report to the University of Louisiana System Office, 2001

http://www2.selu.edu/documents/docs/univ_report_01.pdf

Areas of Excellence Report to the University of Louisiana System Office, 2002

http://www2.selu.edu/documents/docs/univ_report_02.pdf

Areas of Excellence Report to the University of Louisiana System Office, 2003

http://www2.selu.edu/documents/docs/univ_report_03.pdf

Policy and Procedures for the Evaluation of the President and Vice Presidents

http://www2.selu.edu/documents/policies/admin_eval_policy.pdf

Faculty Handbook , Part I Section F. Performance Evaluation of Administrators

http://www2.selu.edu/documents/policies/empl/p1_admin_eval.pdf

360° Leadership Assessment Process, Academic Affairs

http://www2.selu.edu/sacs/documents/360assessment_eval0304.pdf

Unclassified Employee Handbook , Part III Section E. Performance Evaluation

http://www2.selu.edu/documents/policies/empl/p3_unclass_eval.pdf

Faculty Handbook , Part III Section E. Evaluation of Faculty

http://www2.selu.edu/documents/policies/empl/p3_faculty_eval.pdf

Faculty Handbook , Part III Section H. Tenure and Promotion Guidelines

http://www2.selu.edu/documents/policies/empl/p3_
tenure_promotion_guide.pdf

Classified Employee Handbook , Part III Section E. Employee Evaluation

http://www2.selu.edu/documents/policies/empl/
p3_classified_empl_evaluation.pdf

State Employees Performance Planning and Review (PPR) Form

http://www.dscs.state.la.us/progasst/ppr/pprform.pdf

Local Copy:
http://www2.selu.edu/sacs/documents/state_empl_pprform.pdf

 

 

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Comprehensive Standards:
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