Core Component 5.C

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DRAFT

5.C The institution engages in systematic and integrated planning.

  1. The institution allocates its resources in alignment with its mission and priorities.
  2. The institution links its processes for assessment of student learning, evaluation of operations, planning, and budgeting.
  3. The planning process encompasses the institution as a whole and considers the perspectives of internal and external constituent groups.
  4. The institution plans on the basis of a sound understanding of its current capacity. Institutional plans anticipate the possible impact of fluctuations in the institution’s sources of revenue, such as enrollment, the economy, and state support.
  5. Institutional planning anticipates emerging factors, such as technology, demographic shifts, and globalization.

Argument

5.C.1. Decreasing state support, delayed state-wide higher education appropriations and payments, a 2-year budget crisis with emergency stopgap funding measures, and decreased enrollment contributed to a challenging fiscal environment during the past decade. Administrative turnover provided fresh perspectives which provided several opportunities to examine issues and engage in new initiatives.  It also introduced new challenges, as discontinuity led to many unfinished plans and shifting recommendations. SIUC remains committed to its students and mission despite the challenges it has faced.

An example of this commitment is strongly shown in the recent creation of a First Saluki Center.  Following the completion of the required Quality Initiative Project, the SIUC Foundation committed $500,000 ($100,000 per year for five years) to this specialized support center for first generation students that began officially in August 2019.  A description of the center's services can be found in section 3.D.1.

Resource allocation at SIUC has occurred through a combination of strategic planning, historical need, institutional introspection, and data analysis at the department, college, and university levels. As described in 5.A.5., the University employs two models to develop its annual budget, the incremental based budgeting model and the cash basis model.  

Over the years, numerous initiatives were introduced:

  • To attract a diverse student population and to counteract the outmigration trends of freshmen experienced across Illinois, SIUC introduced several new recruitment strategies. Allocating additional resources for scholarships, grants, fellowships and traineeships reduced the financial burden on our students. In FY17 the institution spent over $29 million on scholarships and fellowships, a 23% increase from FY16. The University has employed a financial aid leveraging strategy since 2013 to provide accessible education to its students regardless of economic barriers. This strategy relies heavily on SIUC grant dollars to fill unmet needs and is closely tied to the Forever SIU campaign. SIUC began offering housing scholarships to incoming and returning students in fall 2018.
  • To maintain access and opportunity to students, SIUC made it a top priority to minimize the effects of budget cuts on their learning experiences, academic and career goals, and personal finances. During the 2015-16 and 2016-17 academic years, when Illinois failed to fund the need-based Monetary Award Program (MAP) grants in a timely manner, SIUC allocated its own funds to honor their commitment to students.
  • REACH Awards, externally funded programs from the National Science Foundation and the National Institutes of Health, and the McNair Scholars Program provide several research opportunities to undergraduate students. 
  • During the 2-year budget impasse, every effort was made to protect the core academic services and to reduce the impact of permanent budget cuts on areas reporting to the provost and vice chancellor for academic affairs. 
  • In 2011, the University established the Center for Learning Support Services (CLSS) to assist students of all cultures, abilities, backgrounds, and identities with enhancing their self-management and independent learning skills. CLSS provides academic coaching, tutoring, walk-in tutoring, group study sessions, an early intervention program, study skills seminars and presentations, as well as GRE/TAP test prep tutoring.
  • Expanding distance education course offerings is a strategic objective included in SIUC’s strategic plan, Pathways to Excellence. The office for Extended Campus supports the development and growth of online education within distance education. The Distance Education Council recommended a new funding model, which was put into place for both online and off-campus courses effective FY12, with the majority of the tuition revenue returned to the colleges. These funds cover the cost of instruction while also generating income to provide for other-than-salary needs within the colleges. Extended Campus sponsors and supports a competitive online program and course development funding initiative, initiated in 2012, which provides support for faculty to develop online courses and programs. Since 2012, Extended Campus has supported approximately 118 faculty with over $1.06 Million in funding, with $400k supporting online program/certificates, and approximately $667k supporting online course development. Online courses offered at SIUC have almost doubled since fall 2013, with 321 unique web-based courses, and 380 web-based course sections being offered fall 2017.
  • To advance SIUC's research mission, SIUC implemented BigDawg, a high performance computing cluster (HPCC) supporting SIUC researchers and students whose work requires extreme computational speed and power.  The McLafferty Annex (approx. 59,000 ft2), previously used to house library materials and staff during the renovation of Morris Library, was transformed into a flexible research space for labs, collaborative research areas, facility support areas, research space for the newly established Fermentation Science Institute, and a laser laboratory.

5.C.2. The Associate Provost for Academic Programs oversees all accreditation reviews and coordinates collection of assessment data related to student learning. The Illinois Board of Higher Education (IBHE) requires all units of instructions, public service, and research offered by the public universities to be evaluated on an eight- to ten-year cycle. These evaluations include analysis of strengths, weaknesses, productivity and cost efficiency, student leaning, stakeholder feedback, and continuous program improvement. Program Quality Assurance Reports are submitted annually to the SIU Board of Trustees and IBHE. Department chairs and deans take into consideration both program reviews and accreditation reviews as they develop budget plans and request new hires for their colleges. The IQuest Program Review Dashboard offers administrators data on enrollment figures, conferred degrees, unit cost, and credit hour generation.

In summer 2014, a cost-recovery model for summer face-to-face courses was established.  By returning 70.5% of the tuition dollars back to the colleges, the dependence on state appropriated dollars was reduced. In addition, implementation of the portfolio model gives college deans more flexibility in designing summer course offerings and potentially increasing revenue.

Strategic steps aligning academic programs and organizational structure with student demand and the reduction in funding created several campus-wide initiatives. Task forces examined academic program changes and efficiencies in 2012 and complementary practices and academic efficiencies in 2013. A joint committee of both Faculty Senate and the Graduate Council (with graduate student representation) members was created in 2015 to conduct a review and prioritization of the academic programs based upon quantitative and qualitative criteria. Shortly after his arrival on campus in fall 2017, Chancellor Montemagno initiated a campus academic reorganization plan re-envisioning the Carbondale campus. The reorganization plan focused on strategic reorganization efforts in which programs would be moved within and among academic colleges to foster greater campus-wide synergy. In December of 2018 the BOT approved the overall plan of reorganization. Seven new schools were launched in July 2019, with five additional schools slated to begin no earlier than January 2020.  Campus-wide discussions and negotiations of this plan are still ongoing.

Physical infrastructure planning follows the process mandated by the State of Illinois. Each year SIUC presents a Resource Allocation Management Program (RAMP) request to the SIU Board of Trustees.  This document is the basis for State Funding for Capital Improvements request submitted to the Illinois Board of Higher Education.  The projects included in the RAMP request are major renovations, new construction (Capital Projects), and deferred maintenance (Capital Renewal).  Funding from the State has been on a decline and funding for Capital Projects and Capital Renewal has been on hold since 2015 and 2004 respectively.  The 2020 State budget however provides much needed recovery funds.  New capital projects totaling over $140 million were awarded, in addition to a 5% increase in operating budget to the SIU System.

Despite lack of state funding, SIUC made strategic improvements to enhance the learning and living environments of students, provide better services, and introduce space efficiencies around campus. Funding sources for capital construction projects include student fees, donors, grant funds, and debt financing. Priorities are developed based on the need of current and prospective students. Completion of the Student Services Building brought together all non-academic offices supporting enrollment management and student success, including: Career Services, First-Year Advisement, Undergraduate Admissions, Bursar’s Office, Financial Aid, Registrar, Student Employment, Enrollment Management, the Graduate School, Dean of Students, Center for Service-Learning and Volunteerism, Non-Traditional Student Services, Saluki Cares, Students’ Legal Assistance, Student Rights and Responsibilities, University Housing, the Student Multicultural Resource Center, and the Chancellor’s Scholars Program. Housing all these units at the heart of campus has improved services for current and prospective students. The Transportation Education Center housed the automotive and aviation degree programs in one location resulting in an efficient use of resources. 

The University has renovated and re-assigned space in several campus buildings. Pulliam Hall, which used to contain a gymnasium and swimming pools, was renovated to provide studio and office space for programs in the School of Art and Design and the College of Education and Human Services.  Morris Library now houses the Writing Center, the University Honors Program, Testing Services, Tutoring Center, state-of-the-art classrooms, labs, group study rooms, collaborative spaces, and mediascapes.

 

5.C.3. SIUC's mission statement and strategic plan were developed by a 71-member Strategic Planning Committee representing faculty, staff, students, the SIU Alumni Association, the SIU Foundation, and the community incorporating feedback received at meetings and listening sessions held across campus and via online forms.  The core values of the mission statement were reaffirmed via a survey conducted in the Fall of 2017.  Survey invitations were sent to all students, faculty, staff, alumni, and donors. More than 70 percent of respondents agreed or strongly agreed with each aspect of the University’s mission statement. The strongest agreement was with the statement that “SIU should embrace outstanding teaching focused on nurturing student success,” followed by “SIU should embrace innovation in research and creativity” and “SIU should create and exchange knowledge to shape future leaders.” 

As discussed under 5.B.2. and 5.B.3., the Institution ensures that constituencies play a key role in setting policies and participate in planning processes. The Chancellor’s Planning and Budget Advisory Committee is represented by the heads of constituency groups, including Faculty Senate, Graduate Council, and A/P Staff Council. It provides feedback and recommendations to the chancellor’s office regarding budget allocations. The committee has performed many functions, but the overall purpose remains advising the chancellor on issues pertaining to the budget and the Carbondale campus in general.

The Non-instructional Program Review Committee, comprised of representatives of campus constituency groups, reviewed administrative and operational structure and expenses and focused on identifying potential cost savings through increased efficiency, consolidation or other measures. The committee reviewed operations of non-academic units and services, policies, and operational practices across campus and submitted over six dozen recommendations to the University administration in November 2016. The reported included recommendations and suggestions to:

  • ensure accountability and compliance with policies and guidelines
  • streamline business processes
  • implement cost-saving employment practices
  • identify opportunities for shared services and facilities
  • explore outsourcing opportunities
  • create strategies and plans for self-supporting non-academic centers
  • focus on efficiently using technology and facilities
  • review organizational structure
  • devise strategic approaches to eliminate deficit spending, including intercollegiate athletics
  • renew emphasis on generating revenue to reduce reliance on state appropriations.

The Faculty Senate and the Graduate Council play an important role in developing policies and new academic programs. The Faculty Senate's Undergraduate Education Policy Committee initiates, reviews, and makes recommendations to the Faculty Senate on all matters which affect undergraduate education policy including:

  • graduation, admission, and grade-point average requirements and their distribution
  • new or modified curriculum
  • general education policy
  • procedures of student instruction and evaluation
  • review of courses and programs.

The Graduate Council establishes policies for:

  • graduate major and minor field curricula
  • governing course approval by the Graduate School dean
  • student entrance requirements into graduate degree programs
  • retention in such programs.

5.C.4. Declining state support and decreased enrollment present several challenges. SIUC has implemented several cost saving measures and cuts over the years to ensure fiscal sustainability, including:

  • restrictions on hiring of non-essential positions
  • reductions realized through sweeping vacant salary lines into a central pool
  • approval of critical hires only during the budget crisis
  • cost restrictions on travel and purchases
  • reductions in equipment, supplies and contractual services
  • reduction of administrative costs
  • reduced campus work opportunities for students.

SIUC closely monitors the following new and transfer student data and compares it to historical data to establish enrollment and budget projections for the next fiscal year:

  • application numbers
  • admitted student numbers
  • housing contracts
  • orientation attendance numbers
  • registration data

Grants, contracts, sales and services of educational activities including clinics, conferences, seminars, and fundraising efforts provide more revenue opportunities. Outside grants obtained to enhance student experiences include the TRiO Student Support Services, the McNair Scholar Program, and the Illinois Louis Stokes Alliance for Minority Participation.  Since 2010, the SIU Foundation’s assets have grown by 60%, reaching a value of $197.5 million, while the market value of SIUC Foundation endowments has grown by 88% and was valued at $145.2 million by the end of FY18. As described earlier in 5.A.1., the SIU Foundation launched a three-year, $75 million campaign in January of 2017 with the goal of raising funds to better support SIUC students.

The Financial Sustainability report emphasized a strategic investment in high demand academic programs.  In August 2019, the IBHE approved four new programs that are in demand:

  • Bachelor of Nursing [three tracks: freshmen pursuing BSN, RN to BSN, and accelerated BSN]
  • BS in Business Analytics
  • Doctoral program in Occupational Therapy
  • Doctoral program in Physical Therapy

5.C.5. SIUC has engaged in systematic institutional planning based upon future trends by technology, demographic shifts, and changes to the landscape of higher education in a variety of ways.

  • HireTouch is now used for student, civil service, and administrative professional positions leading to improved efficiencies in data entry, sharing, approvals, standardization, and more detailed employee information in the Human Resources Management System.
  • Implementation of an electronic payment process began in 2016 and resulted in reduced printing, postage, and staff time costs, saving the institution over $50,000 annually.
  • The Illinois Public Higher Education Cooperative (IPHEC) provides contracts that utilize volume discounts, resulting in optimum pricing and reduced time and paperwork required in the bidding process. SIU also benefits from bundling purchases across the three campuses in order to receive volume discounts. In FY18 there were 45 vendor contracts used by more than one SIU campus.  
  • In August 2016, implementing Degree Works platform improved the functionality of the advisement process, allowing students to monitor their academic progress toward degree completion.
  • Student Success Collaborative (SSC) Campus software, now known as Navigate, is an early warning system intended to streamline and identify when students are facing burdens that may affect their well-being. Early warning systems allow for increased retention of students and graduation rates. Navigate replaced GradesFirst, used by the Department of Athletics and the School of Business, to monitor student success throughout the semester. Administrators, advisors, faculty, and other staff across campus can collect, share, and monitor data about student performance and raise the level of student success.
  • SIUC has always created international relationships and collaborations to prepare students for an increasingly globalized world. The SIUC Center for International Education facilitates linkage agreements between SIUC and international universities to incorporate joint degree program development. The International Partnership Development Office prepares Memoranda of Understanding and Action Plans, facilitates communication between academic units and Legal Counsel, and presents final documents to both universities to sign. Linkage Agreements open doors to international collaboration through student and faculty exchange. From 2016-2019, SIUC approved approximately 45 new Memoranda of Understanding, renewals, and Letters of Intent, resulting in four new joint degree programs, and two additional programs almost finalized. A partnership with Northeast Normal University in China has resulted in 117 international students studying in the College of Business in an Accounting 2+2 joint degree program. Thirteen of the original cohort of 27 are now enrolled in the SIUC Master of Accountancy program.
  • The Registrar’s Office is implementing several projects designed to address shifting demographic and landscape changes in higher education. The Student Education Planner (SEP) and Template is a long-term plan that includes the adoption of registration for a full academic year, and will take advantage of automatic registration once SIUC upgrades to Banner XE.  

 

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