Introduction
Over the past several years, EIU has had to function within an environment of financial instability and continuous reductions in annual revenue as the result of both lower state appropriations and declining enrollments. This trend reached a critical point in FY13 when expenses exceeded revenues for the first time. Deficit operational outcomes continued in FY14 and FY15. These deficits were met through supplementation from university reserve funds.
In Fall 2015, the administration sought to right-size the university. These decisions on layoffs were extremely difficult for our university community. However, the decisions were necessary as they provided a planned approach for the University to complete FY16 with a small, but positive margin, and allowed us to move forward toward the “Pathway to Success”, as outlined in the Fall 2015 State of the University address. Unfortunately, the state never enacted a FY16 budget, due to the unprecedented budgetary impasse in Springfield. EIU received only a small stop-gap appropriation of $12.6 million in FY16, rather than its anticipated appropriation of approximately $38 million.
The state’s budgetary impasse, which still remains unresolved thus far in FY17 -- with no state budget in sight -- exemplifies the challenges of funding for higher education in Illinois. Further, all indicators suggest that the downward trend in the level of funding for public higher education can be expected to continue into the future. Universities across the state have reacted to the decline in state funding by dramatically reducing university operational expenses and aggressively seeking to grow enrollments. It is well recognized that the level of competition for recruiting academically eligible students in Illinois is at an all-time high.
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EIU effectively withstood the extraordinary challenges of the past year and the university continues to prepare itself for a sustainable and successful future for our students and region. In my first State of the University address, I spoke to a critical need for EIU to be willing to change and adapt to the modern conditions and environment that exists for recruiting students today. We must identify and invest in our signature academic programs and student experiences, create or modify others to meet market needs and demands, and reduce expenditures in non-sustainable programs and services (both academic and non-academic) across the campus. In addition, we must make targeted investments in areas of high return including the branding and marketing of EIU as a vitalized and first-choice university.
At EIU’s Board of Trustees meeting in June 2016, the University was charged by the Board to assess the university’s academic and non-academic programs and services in terms of their viability, efficiency and sustainability, and report back to the Board at their January 2017 meeting with conclusions and recommendations. This charge by the Board provides a context to involve ourselves in a positive and proactive opportunity for innovative thought, discussion and action toward the vitalization of our university.
The Vitalization Project will serve to advance EIU on its “Pathway to Success” and guide our budget and planning decisions for future allocation of resources and strategic investments. It will assess the viability and operational efficiency of our array of academic programs; student services; enrollment management practices; facilities; intercollegiate sports; and university marketing and branding strategies, and recommend appropriate actions. In addition, it will provide a context for crafting a vision for our university’s vitalized future – its organization, academic program array, learning and delivery formats, etc., as well as other targeted investments to attract higher enrollments and distinguish EIU in the competitive marketplace.
Task Force & Members
The Vitalization Project will be led by a Task Force, President’s Liaison Subcommittee and nine Workgroups. The membership is located here.
The charge of Workgroups #1 - #6 is framed by identifying efficiencies, assessing the viability and sustainability of existing services and/or programs, and identifying any enhancements or changes likely to increase the marketability and success for increasing student enrollments.
The charge of Workgroup #7 is framed by assessing the viability and sustainability of each of EIU’s academic undergraduate and graduate programs through the considerations of quality of program, centrality of program to university mission, student enrollment and market demand of program by prospective students, and the revenue/expense profile of the program.
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The charge of Workgroups #8 and #9 is to envision innovative ideas for our academic affairs division. Workgroup #8 will focus on program development that will enhance EIU’s marketability in growing student enrollments at both the undergraduate and graduate levels. Workgroup #9 will focus on EIU’s organization of academic colleges, schools and departments, learning platforms, and tuition models to enhance our academic affairs operation, increase interest by prospective students (both traditional and non-traditional), and create effective tuition strategies.
The organization and membership for the Vitalization Project are as follows:
- Vitalization Task Force - View Members (pdf)
- Vice Presidents (VPAA, VPBA, AVPSA)
- All members and chairs of the nine Workgroups
- President’s Liaison Subcommittee View Members (pdf)
(Charged with monitoring and assisting the Workgroups’ progress and regularly updating president on all issues associated with the Vitalization Project:
- University Attorney
- CUPB Chair
- One faculty member
- One University employee (non-faculty)
- Vitalization Workgroups View Members (pdf)
- Student Services (5 members + 2 students)
- University Technology (4 members)
- Enrollment Management (4 members + 1 student)
- Intercollegiate Athletics (4 members + 1 student)
- Facilities (4 members)
- Marketing and University Branding (4 members + 1 student)
- Academic Programs (7 members):
- Viability and sustainability of academic programs should consider: 1) Quality of Program, 2) Centrality of Program to University Mission, 3) Student Enrollment and Market Demand for Program by Prospective Students, and 4) Revenue/Expense Profile of Program
- Academic Visioning Workgroup I (8 members + 2 students):
- New or Modified Programs (undergraduate and graduate majors)
- Completion Programs (for adult learners and community college students)
- Identifying Signature Programs
- Micro Degrees
- Academic Visioning Workgroup II (8 members + 2 students):
- Reorganizations (Colleges, Schools and/or Departments)
- Variable Learning Formats (on-line, weekend, around the calendar programs)
- Differential Tuition Modeling
Nominations for Workgroup membership will be requested from: CUPB, Faculty Senate, Staff Senate, Civil Service Council, Student Senate, Vice Presidents, and self-nominations. Selection of members for each Workgroup will be made by the President, in consultation with the CUPB Executive Committee.
Workgroup Meetings & Agendas
Task Force Meeting
President’s Liaison Subcommittee
Student Services
University Technology
- October 6, 2016 - Agenda (pdf) | Minutes (pdf)
- October 10, 2016 - Agenda (pdf) | Minutes (pdf)
- October 13, 2016 - Agenda (pdf) | Minutes (pdf)
- October 17, 2016 - Agenda (pdf) | Minutes (pdf)
- October 20, 2016 - Agenda (pdf) | Minutes (pdf)
- October 26, 2016 - Agenda (pdf) | Minutes (pdf)
- October 27, 2016 - Agenda (pdf) | Minutes (pdf)
- October 31, 2016 - Agenda (pdf) | Minutes (pdf)
- November 7, 2016 - Agenda (pdf) | Minutes (pdf)
- November 28, 2016 - Agenda (pdf) | Minutes (pdf)
- December 1, 2016 - Agenda (pdf) | Minutes (pdf)
- December 5, 2016 - Agenda (pdf) | Minutes (pdf)
- December 8, 2016 - Agenda (pdf)
Enrollment Management
Intercollegiate Athletics
Facilities
- October 6, 2016 - Agenda (pdf) | Minutes (pdf)
- October 11, 2016 - Agenda (pdf) | Minutes (pdf)
- October 13, 2016 - Agenda (pdf) | Minutes (pdf)
- October 18, 2016 - Agenda (pdf) | Minutes (pdf)
- October 20, 2016 - Agenda (pdf) | Minutes (pdf)
- October 25, 2016 - Agenda (pdf)
- November 1, 2016 - 10 a.m., Physics Conference Room (2131 Physical Sciences Building)
- November 3, 2016 - 10 a.m., Physics Conference Room (2131 Physical Sciences Building)
- November 9, 2016 - 10 a.m., Physics Conference Room (2131 Physical Sciences Building)
- December 6, 2016 - 8:30 a.m., Physics Conference Room (2125 Physical Sciences Building)
Marketing and University Branding
Academic Programs
Academic Visioning Workgroup I
- October 10, 2016 - Agenda (pdf) | Minutes (pdf)
- October 17, 2016 - Agenda (pdf) | Minutes (pdf)
- October 24, 2016 - Agenda (pdf) | Minutes (pdf)
- October 31, 2016 - Agenda (pdf) | Minutes (pdf)
- November 7, 2016 - Agenda (pdf) | Minutes (pdf)
- November 14, 2016 - Agenda (pdf) | Minutes (pdf)
- November 28, 2016 - Agenda (pdf) | Minutes (pdf)
- December 5, 2016 - Agenda (pdf) | Minutes (pdf)
- January 13, 2017 - Agenda (pdf) | Minutes (pdf)
- January 20, 2017 - Agenda (pdf) | Minutes (pdf)
- January 27, 2017 - Agenda (pdf) | Minutes (pdf)
- Workgroup 8 Summary of FA16 Discussions (pdf)
- February 2, 2017 - Town Hall Meeting, 3:30-5 p.m., MLK Jr. University Union Grand Ballroom
- February 3, 2017 - Agenda (pdf) | Minutes (pdf)
- February 10, 2017 - Agenda (pdf) | Minutes (pdf)
- February 24, 2017 - Agenda (pdf) | Minutes (pdf)
- March 3, 2017 - Agenda (pdf) | Minutes (pdf)
- March 10, 2017 - Agenda (pdf)
- March 24, 2017 - Agenda (pdf)
- March 31, 2017 - Agenda (pdf)
- April 7, 2017 - Agenda (pdf) | Minutes (pdf)
- April 14, 2017 - Agenda (pdf)
Academic Visioning Workgroup II
- Reorganization, Tuition Models, and Learning Models: Suggestion Box and Feedback
- October 6, 2016 - Agenda (pdf) | Minutes (pdf)
- October 19, 2016 - Agenda (pdf) | Minutes (pdf)
- October 26, 2016 - Agenda (pdf) | Minutes (pdf)
- November 2, 2016 - Agenda (pdf) | Minutes (pdf)
- November 9, 2016 - Agenda (pdf) | Minutes (pdf)
- November 16, 2016 - Agenda (pdf) | Minutes (pdf)
- December 7, 2016 - Agenda (pdf) | Minutes (pdf)
- January 9, 2017 - Agenda (pdf) | Minutes (pdf)
- January 12, 2017 - Organization Subcommittee Meeting, 12:30 p.m., Lantz 1144
- January 23, 2017 - Agenda (pdf) | Minutes (pdf)
- February 6, 2017 - Agenda (pdf) | Minutes (pdf)
- February 13, 2017 - Agenda (pdf) | Minutes (pdf)
- February 20, 2017 - Agenda (pdf) | Minutes (pdf)
- February 27, 2017 - Agenda (pdf)
- March 6, 2017 - Agenda (pdf)
- March 20, 2017 - Agenda (pdf) | Minutes (pdf)
- March 27, 2017 - Agenda (pdf)
- April 3, 2017 - Agenda (pdf)
- Differential Tuition Subcommittee
- January 12, 4 p.m., 1151 Klehm Hall
- January 17, 11 a.m., 1151 Klehm Hall
- January 19, 9 a.m., 1151 Klehm Hall
- Organization Subcommittee
- January 19, 10 a.m., 1144 Lantz
- February 9, 11 a.m., 1144 Lantz
- February 16, 11 a.m., 1144 Lantz
- February 21, 4-4:50 p.m., Town Hall Meeting on Organization, 1255 Coleman Hall
- Variable Learning Model Subcommittee
- January 20, 10 a.m., Java B&B, MLK Union
- February 28, 4-4:50 p.m., Town Hall Meeting on Variable Learning and Differential Tuition, 1255 Coleman Hall
- Town Hall I Handout | Town Hall I Feedback Survey
- Town Hall II Handout | Town Hall II Feedback Survey
Timeline
Final reports for Workgroups #1 - #7 will be due to the President by December 15, 2016
Final reports for Workgroups #8 and #9 by due to the President by April 14, 2017.
Data
To assist Workgroups, selected data collected for the Program Review in 2012 is available online. The Vice Presidents will assist in other data requests.
https://www.eiu.edu/vitalizeproject/data/login.php
FAQ
How does the Vitalization Project differ from the Program Analysis initiative that was undertaken by the campus in 2013-14?
Both university-wide initiatives were initiated as a result of the constraints placed on the university from reductions in annual state funding support and lower enrollments.
The Program Analysis focused primarily on identifying efficiencies and reduction of spending to manage operations given increasingly lower revenues.
The Vitalization Project focuses primarily on developing a vision to vitalize the university through the assessment of its current services and programs and implementing a plan for new and/or revised programs and services that will increase enrollments and the marketability of the university to 2020 and beyond. Targeted investments and future allocation of resource decisions are the anticipated outcomes of the “Vitalization Project”
How will the Workgroups’ recommendations be used?
The recommendations will guide the administration’s decisions for future allocation of resources and to fund targeted investments. Recommendations for the development of a new program or service will be reviewed by the president, in consultation with the relevant vice president and their leadership team. A similar process will be followed for recommendations to delete or modify an existing program or service.
Will departments have the opportunity to respond to recommendations suggested by the Workgroups as they pertain to their programs and/or services?
Yes, the process provides for input and response from any department whose programs and/or services would be effected by a Workgroup recommendation.
What data will be available to the Workgroups in making their recommendations and will the data be available to the public for review?
Each Workgroup will have access to selected data that were available for the Program Review of 2013-14. This data have been updated and supplemented by additional data sets to enhance the usability and viability of the data. Each Workgroup will also have the opportunity to request additional data or information that it deems helpful to the work in which it is involved. Data sets provided will include newly collected financial data and updated demographic data on academic and various other departments. The data will be linked for review on the Vitalization Project webpage.
What is the timetable for completing the Vitalization Project?
The portion of the Project that involves assessing the viability and efficiency of university programs and services will be completed during the Fall 2016 semester with recommendation reports submitted to the president by December 15, 2016. Workgroups focused on developing recommendations for new and/or revised academic programs and possible organizational changes in the academic affairs division will complete their work in Spring 2017 and forward their recommendation reports to the president by April 14, 2017.
Is the university using a consultant to guide the Vitalization Project?
No. President Glassman has confidence that among EIU’s faculty and staff we have the necessary rich and abundant intellectual resources and experience in higher education to complete the Vitalization Project without the expense of an external consultant who would have limited knowledge of the history and culture of EIU.
When can we expect to see the implementation of the Workgroups’ recommendations?
Implementation of recommendations emerging from this consultative process that will help vitalize EIU will occur on an iterative timeline. Conditions and resources to ensure the success of the initiative will be factored into the implementation process.
Will all contractual agreements be followed in the process of implementation of recommendation and initiatives?
Yes, all contractual agreements will be followed across this process and in the implementation of recommendations.
