fy10 annual report final · 2010-11-10 · since academic year 2005-2006, total quad cities...

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Quad Cities, Planning and Technology 1

The Division of Quad Cities, Planning and Technology is comprised of approximately 200

employees. The strength of our unit and base of our accomplishments is our people. Together, we

support the academic mission and service operations of Western Illinois University as we advance

institutional goals and priorities.

This year’s Planning and Accomplishments Report is based on Annual Reports made by areas reporting to the Vice President for Quad Cities, Planning and Technology. These reports are available at www.wiu.edu/qc/about/reports.php and wiu.edu/UniversityTech. Additionally, budgetary actions are based on divisional feedback solicited via e-mail on March 12 and at public presentations made by the Assistant Vice Presidents and Directors on March 17 and April 2, 2010. Both of these meetings were available to all QPT employees. As results of this report will show, we continue to achieve our goals through planning, conservative fiscal management, and collaboration.

WESTERN ILLINOIS UNIVERSITY-QUAD CITIES

Western Illinois University-Quad Cities serves 1,413 students and offers 11 baccalaureate degree completion programs, four post-baccalaureate certificates, 13 master's degrees, one specialist and one doctoral degree–both in Educational Leadership. Organizationally, 70 faculty represent all four colleges and the library, and 40 staff are organized into four, interrelated functional areas: Technology-Instructional and Administrative Services, Office of Academic and Student Services, Marketing, and Development. The academic and service excellence of Western Illinois University-Quad Cities is best expressed by the many accomplishments of students, faculty, and staff. These include, but are not limited to: Dr. Solymossy receiving a second Fulbright appointment to work on technology transfer in Argentina; Dr. Grachev engaging in a sabbatical at Stanford University; Dr. Kilmer receiving tenure and being named the coordinator of the Educational Leadership program; Drs. Hamner, Kilmer, Malachuk, Patterson, and Thomas receiving Professional Achievement Awards; new publications by Drs. Carter, Hamner, Healy, Malachuk, Meloy, Patterson, and Thomas; and Allison Shook receiving the Civil Service Employee of the Month in September 2009. With a strong and dedicated faculty and staff, Quad Cities enrollment is at highest point since fall 2002. Additionally, total full-time enrollment is at a historic peak.

Western Illinois University-Quad Cities Enrollment, Full-Time Equivalent (FTE) Enrollment and FTE Enrollment as a Percent of Total Enrollment

Fall 2001 through Fall 2009

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Enrollment

2001 2002 2003 2004 2005 2006 2007 2008 2009

Undergraduate 711 690 640 614 615 614 655 671 702

Graduate 759 771 670 666 612 717 676 689 711

Total 1,460 1,461 1,310 1,280 1,217 1,331 1,331 1,360 1,413

Full-Time Equivalent Enrollment

Undergraduate 378 376 383 371 368 365 382 421 431

Graduate 283 293 261 259 245 288 274 279 300

Total 661 669 644 630 613 653 656 700 731

FTE as Percent of Enrollment

Undergraduate 53.2% 54.5% 59.8% 60.4% 59.8% 59.4% 58.3% 62.7% 61.4%

Graduate 37.3% 38.0% 39.0% 38.9% 40.0% 40.2% 40.5% 40.5% 42.2%

Total 45.3% 45.8% 49.2% 49.2% 50.4% 49.1% 49.3% 51.5% 51.7%


Since academic year 2005-2006, total Quad Cities enrollment increased by 196 students or 16.1 percent. This report will show that enrollment growth followed increases in the numbers of faculty, courses offered, and the percent of degrees that are fully completable. Controlled staff growth supports an increasing infrastructure, while keeping administrative expenditures to an essential minimum.

Number of Faculty, Staff and Graduate Assistants

Fall 2005 through Fall 2009

Fall Faculty Staff GAs Total

2005 41 32 0 73

2006 44 37 10 91

2007 59 34 8 101

2008 66 34 17 117

2009 70 40* 19 129 * Total excludes 17 part-time employees

hired as part of the Pacers grant program

received by the Counselor Education

Department to serve at-risk students in the

Rock Island School district. Total includes 3

faculty assistants that report to Academic

Affairs.

Fiscal Year 2010 Accomplishments

Western Illinois University-Quad Cities faculty and staff are accountable for successfully advancing six goals and associated priorities. Each goal experienced significant advancement during Fiscal Year 2010. 1) Support expansion of academic programs and service operations

Staff continue to support new academic locations, increased courses and video conferences, growth initiatives from academic departments and schools, program completability analyses, and community partnerships.

New Academic Locations: WIU-QC staff support eight learning locations in Moline, Rock Island, and Davenport. Since 1997 Western Illinois University has provided instruction and service at the 60th Street Campus, Black Hawk College, and the Quad Cities Graduate Study Center. In the last four years, the campus has added locations at the Caxton Building, Nahant Marsh, Niabi Zoo, Moline Police Department, Figge Art Museum, and the Crown Center. Staff are on duty or on-call 82.5 hours each week when classes are in session. Christopher David, Andrea Allison, Karin Chinouard, Orlando Winkfield and Janet

Wilson provide evening and weekend, technical and general support.

Increased Courses and Video Conferences: The number of courses offered increased by 20 percent, from 180 in fall 2005 to 216 in fall 2009, and this figure includes five new learning locations that had to be configured to support the learning environments. In addition, there are 118 percent more videoconference courses, from 27 in fall 2005 to 59 in fall 2009. To support increased demand, we have implemented processes for hiring, training, scheduling, and evaluating classroom technology facilitators. This new process also supports an average of 55 monthly CODEC meetings.

Growth Initiatives of Academic Departments and Schools: Dr. Jeannette Thomas from Biological Sciences worked with Gary Rowe, Mike Dickson, and Drs. Rives, Martinelli-Fernandez, and

Anderson to apply for a $450,000 grant from the Institute for Museum and Library Services and a second $450,000 federal grant to support a Western Illinois University bioacoustics laboratory at Niabi Zoo. Funding decisions on both grant applications are currently pending. The Engineering program began offering classes in fall 2009. Under the direction of Dr. Bill Pratt, the program is currently working with 80 current and prospective students. In preparation for the new program, T-IAS, University Technology, and Physical Plant staff supported the remodeling, networking, and opening


of the Caxton Building. Dr. Rives, in consultation with Dean Erekson, received Higher Learning Commission-North Central Association of Colleges and Schools (the Commission) approval for Western to use the Caxton Building as an off-campus degree site. Lois Retherford is the administrative representative at the Caxton Building, supporting program faculty, Executive Studies Center staff, and providing Registrar Services for all Quad Cities students. Gary Rowe helped generate $1.2 million in gifts and pledges for engineering; and Drs. Rives, Erekson, Pratt and

Gary applied for a $750,000 federal grant that will support supercomputing in the Western Illinois University-Quad Cities Innovation Center that is linked to the technology innovation and patent transfer of Renew Moline’s Midwest Intellectual Property Institute. A funding decision on this grant application is currently pending. Dr. Rives, in consultation with Dean Kreider, received Higher Learning Commission-North Central Association of Colleges and Schools and State of Iowa approval for Western to use the Figge Art Museum as an off-campus degree site for Museum Studies. This is Western’s first degree-based program located in Iowa. In fall 2009, 20 majors were enrolled in the program. Faculty (Drs. Carter, Hamner, Hyde, Isele, Lee, McLean, Pillutla, Stewart, and Werner) and staff (Kim Moreno and Kenny Wheeler) comprise the Quad Cities Honors Advisory Council that supports undergraduate research, promotes civic engagement, and provides mentoring to four students. Andy Borst supports Academic Affairs feasibility and needs studies. At the direction of the college deans, and for programs identified in the Growing Our Two Campuses Special Emphasis, Andy is/will be working with colleagues on studies related to Broadcasting, Communication, Counselor Education (Ed.S.), Graphic Design, Health Sciences (M.S.), Information Systems, Social Work, and Special Education. Program Completability: In summer 2005, the Deans agreed that all programs offered on the Quad Cities Campus should be fully “completable” within two years of entry and without students having to drive to the Macomb Campus or another college or university to complete degree requirements. Kristi Mindrup works with Dr. Williams, the Deans and Department Chairs on this initiative. Approximately 44 percent of total programs (11 of 25) were fully completable for students entering the Quad Cities Campus in fall 2005 compared to 75 percent of all programs (21 of 28) for students entering in fall 2007. Careful analysis of the data shows that there may be exceptions to the “fully completable” agreement if degree requirements exceed what can be achieved by a full-time student in two years. For example, health education and law enforcement and justice administration both require an additional six to nine hours to complete degree requirements. It is, therefore, important that students are advised that full-time study will require 2.5 years to complete degree requirements. With this understanding, the percent of degrees that can be fully completed on the Quad Cities Campus increases to 86 percent (24 of 28), and this percentage is expected to increase. The College of Business and Technology has a new chair in manufacturing engineering technology and is working to ensure that the program can be completed in the Quad Cities. Community Partnerships: Jacquelyn Holan is based at the Rock Island Arsenal and charged with student recruitment, advisement, and testing center administration. Since the Center opened in June 2009, Jacquelyn has proctored 18 CLEP tests and seven DSST tests. Jacquelyn also completes her assigned duties as an academic advisor for the Board of Trustees/Bachelors of Art program, and serves as a member of the Arsenal’s Individuals with Disabilities Program committee.

Enrollments from the Arsenal are expected to increase. Through the leadership of Dr. Rick Carter, Western Illinois University entered into partnership with the Defense Acquisition University (DAU) intended to grow enrollments in Board of Trustees Bachelor of Arts Degree program, and increase access to all degree programs at the Quad Cities Campus. The Army anticipates deploying 1,500 officers and civilians to the base in 2011.

Fall 2009 was the pilot semester for the new Linkages program that allowed freshmen and sophomores from Black Hawk College and Carl Sandburg College to take classes at the community college and Western at the same time. Seven students were enrolled. During academic year 2009-2010, the University


extended its traditional “2+2” articulation agreement with Black Hawk College to include Early Childhood Education. Drs. Rives, Pratt, Erekson, and Kristi Mindrup, Andy Borst, and Curtis Williams are also working on finalizing agreements with Black Hawk College and the Eastern Iowa Community College District that will enable students to enter Western’s engineering program as freshmen, taking 100- and 200-level classes at the community college, and receiving academic advisement from Western.

Dr. Rives and Bill Brewer are working with a potential donor and the City of Moline for a Western Illinois University-Quad Cities Childcare Center. Andy Borst and Dr. Erskine Smith completed a feasibility study documenting the need for childcare on the Quad Cities Campus.

2) Increasing opportunities for student, faculty, and staff engagement

New opportunities for increased faculty and staff engagement focused on professional expectations and development. For example: • The Quad Cities Faculty Council formed the Quad Cities Research and Scholarship Symposium (QCRSS)

to provide interdisciplinary feedback for faculty and staff with scholarship in progress. QCRSS supported several faculty members throughout the year by asking them to present their research projects. In addition, because of the efforts of QCRSS participants, there is now a faculty research display case on the main level of the 60th Street Campus, in addition to a social networking site on the web.

• In consultation with QC T-IAS staff, administrative intern Nathan Truninger drafted an Emergency

Operations Plan for the Quad Cities Campus that is compliant with the National Incident Management System and other federal guidelines. Kristi Mindrup is working with Dana Biernbaum to identify implementation strategies. Additionally, Kristi and Andy Borst established an Emergency Consultation Team (ECT) to help coordinate institutional response to student emergencies and a Student of Concern Committee (SOCC) to proactively address expressed concerns. Both the ECT and SOCC are based on proven practices in Macomb.

• The Quad Cities Faculty Council and Student Government Association passed resolutions in support of a Quad Cities student handbook and statement of expectations for academic advisement. With regard to the latter, Andy Borst worked closely with Vice President Johnson, Tim Sheradin, and Ann Comerford to develop disciplinary procedures that are comparable to Macomb and that will transfer disciplinary responsibilities from the Vice President for Student Services in Macomb to the Vice President for the Quad Cities Campus. Recommendations will be brought to the President’s Cabinet by the end of the current fiscal year, and it is anticipated that new procedures will be implemented at the start of academic year 2010-2011.

Bringing students, faculty, and staff together for formal and informal recognitions is a second means by which the campus has increased its engagement.

• Beginning in spring 2010, the Quad Cities Campus will hold its own years of service ceremony similar to the event in Macomb. We will recognize those retiring and four employees who each represent one of the four core values of the University. Andy Borst, Chris Brown, Drs. Mary Hogg and Sonia Sharma are planning this event.

• The Quad Cities Faculty Council formed the Cultural Events Committee to provide faculty and staff with socials and celebrations. Events this year included Halloween activities, assisting with the annual holiday luncheon, an afternoon of music at the River Music Experience in Davenport, an outing to an ice hockey game in February, a game night in March, and an end of the year reception.

• In May, the Quad Cities Campus will again hold its annual Student Recognition Ceremony. This event celebrates student achievements by displaying honors projects, recognizing accomplishments of student organizations, and inaugurating new officers to the Student Government Association.

Faculty and staff also promote engagement and learning both inside and outside the classroom. This includes campus participation in community events, including volunteering for Habitat for Humanity, WQPT fundraising drives, Campus We Care, Spring Cleanups, Blood Drives, and other activities associated with the 19 registered student organizations, professional and honorary societies supported by the Quad Cities Campus.


3) Increase community engagement, visibility of the Quad Cities Campus, and awareness of our academic

excellence

a) Community Engagement

Members of the Quad Cities Community were invited to high profile university events that include the State of The University Address by President Goldfarb, presentations of University Theme and Environmental Summit speakers (Dr. James Scurlock spoke on personal finance and Mr. Ron Sherga addressed recycling), and other campus events. This includes Caxton Building ribbon cutting, announcement of $62 million for the first two phases of Riverfront Campus construction, and groundbreaking for Building One on the new campus. In October 2009, the Western Illinois University Board of Trustees unanimously approved WQPT (Quad Cities Public Television) license transfer from Black Hawk College. The Board’s approval came after careful review of the station’s financial health, capacity to remain self-supporting, consistency with the University’s Strategic Plan, opportunities for increased academic programs and public service, and community support for the transfer. WQPT serves 600,000 potential viewers in Western Illinois and Eastern Iowa, and it has begun to explore partnerships and creative endeavors between the Macomb-based Tri-States public radio and University Television. The first collaborative venture is a television production chronicling the development of Building One on the Riverfront Campus. WQPT and the Quad Cities Campus will also co-host a ribbon cutting reception by the end of this fiscal year to celebrate our new community-university partnership. The television station offices presently housed in Building Two at Black Hawk College will be relocated to the Crown Center in Moline by May 31, 2010. With specific results documented in Goal 4, community leaders have been very influential in helping the Quad Cities Campus exceed fundraising goals. Gary Rowe coordinates the work of the Quad Cities Leadership Team that meets quarterly to provide advice and guidance as we successfully achieve our fundraising goals. Serving on the Leadership Team are 32 community leaders from business and education, including the mayors of East Moline, Moline, and Rock Island. Following the success of the Quad Cities Leadership Team, Rick Best, Jaime Lange, and Gary Rowe have developed the organizational structure for two community-based boards to serve and advise WQPT. A Development Board will meet monthly and assist in fundraising, and a Community Advisory Board will meet quarterly to assist with programming, community events, and other special projects. Both boards will begin July 1, 2010. The community supports WIU sport opportunities and events in the Quad Cities. Through generous donations, the Western Illinois University Hockey Club relocated home-ice to the iWireless Center in downtown Moline from a community arena in Peoria. This season the team played four home games against Southern Illinois University-Edwardsville and McKendre College. More are anticipated next year as the club learned of its venue late in the scheduling process. The community and University are very engaged in Riverfront Campus construction planning. For example, President Goldfarb, Dr. Rives and Bill Brewer presented an overview of the process and timeline in a community disucssion. Likewise, Drs. Goldfarb and Rives made similar presentations at meetings of the Executive Club and general membership of the Illinois Quad City Chamber of Commerce. Additionally:

• Bill Brewer and Dr. Rives work collaboratively with representatives from the City of Moline (aldermen and city staff), Renew Moline, the Illinois Quad City Chamber of Commerce, John Deere and Company, Quad Cities Metrolink, and Vandewalle and Associates on the Western Illinois University Design, Build and Management Team. This team ensures project coordination and consistency of design between the Riverfront Campus and surrounding development.


• Bill Brewer, Tom Finley, and Drs. Pratt, Main, Romano, Kreider, Smith, Martinelli-

Fernandez, Anderson, Rives, and representatives from the City of Moline (aldermen and staff), Renew Moline, Illinois Quad City Chamber of Commerce, Illinois Capital Development Board (ICDB), and Holabird and Root are the Steering Team for the Building Two Programming Study. This purpose of this study, as requested by the ICDB, is to refine interior uses of Building Two before the State releases funding for the architectural and engineering planning for phase two (of three) construction. The study was completed in April 2010.

• Members of the Quad Cities Campus are also participating in planning projects with the City of Moline and Renew Moline. Drs. Pratt, Erekson, and Rives serve on the Midwestern Intellectual Property Institute development team. Dr. Rives, Bill Brewer, and Andy Borst serve on the E3 development team. Amy Spellman worked with Renew Moline on a survey to better understand the amenities desired by alumni in areas adjacent to the new Riverfront Campus.

b) Visibility of the Quad Cities Campus:

Tami Seitz, with the technology assistance of Karin Chouinard, continues implementing an integrated marketing campaign. Our publications promote Western as an institution of quality by advertising our rankings in U.S. News & World Report and the Princeton Review, and an institution of affordability by promoting the Cost Guarantee, Transfer Cost Guarantee, new programs, dual agreements, Linkages and 2 + 2 agreements. These promotions appear in e-mails, billboards, bus wraps, print, radio, cable, and direct mail. During academic year 2009-2010, Tami also worked with the Deans’ representatives to update all program flat sheets. Additionally, WIU-QC incorporated a new look for street banners that are located at the 60th Street Campus, Riverfront Campus and Caxton Building. Street banners are also strategically placed in downtown Davenport directly in front of the Figge Art Museum, where the Museum Studies program is housed. Marketing efforts are helping to increase student interest. There were 358 completed applications in fall 2009, up 24% from last year and 50% over the last five years. In furthering the visibility of the Quad Cities Campus, an administrative priority is to increase Western’s presence on Quad Cities leadership boards and civic activities. The Vice President meets quarterly with all other Quad Cities Presidents and Chancellors, serves on the Quad-Cities Graduate Study Center Executive Committee, and participates in several working committees for Renew Moline. Additionally, Dr. Rives accepted board appointments during the last year to the Rock Island Arsenal Development Group and the Quad Cities Airport Authority’s Air Service Committee. Members of the Quad Cities Administrative Team also serve on the Illinois Quad Cities Chamber of Commerce, Association of Fund Raising Professionals, Quad Cities Sports Authority, Big Brothers/Big Sisters, The Womens’ Connection, Quad Cities Professional Development Network, and the Rock Island Rotary. Moreover, Christopher David serves the Moline School District as a volunteer Burmese language translator and on the Knights of Columbus. Andrea Allison participates in Volunteer Organizations Active in Disaster, Quad Cities Chamber of Commerce, Hazlecrest Water Fund, American Heart Association, and church committees. Carmen Sandoval continues her community involvement in VIVA Quad Cities and the American Cancer Society Relay for Life. Lois Retherford is active in D.A.R.E., and Random Acts of Genealogical Kindness. Several staff are active in the Quad Cities Women’s Connection. Faculty are also very engaged in the Quad Cities community. For example, Dr. Jim Patterson serves on the Board of Directors for the Quad City Manufacturing Laboratory, Quad City Passenger Rail Service Committee, and Quad Cities First.


We continue to promote alumni engagement. Western Illinois University alumni were invited to participate in a golf outing, Quad City River Bandits baseball game, Western Illinois University-Quad Cities Day at a Mallards hockey game, and a spring baseball game against the University of Iowa at Modern Woodmen Park. Many alumni were also present when the campus participated in East Moline’s AmVets parade and the Marching Leathernecks performed in Rock Island’s annual Labor Day parade. We also continue to support service to the public. For example, Dr. Marcia Carter hosted the fifth annual Quad Cities Volunteer Exposition, and Dr. Sonia Sharma coordinated Western Illinois University’s participation in the Career Fair with Black Hawk College that had over 1,500 individuals in attendance.

c) Increased Community Awareness of Our Academic Excellence

Quad Cities students, faculty and staff are routinely featured in local media for their expertise. Between July 2009 and March 2010, there were 69 news articles featured on Quad Cities On-Line. This included Dr.

Healy’s Alzheimer’s Disease symposium; the new three-year baccalaureate degree (described below) in Recreation, Park and Tourism Administration; the Voluntary Income Tax Assistance program led by Dr.

Diehl; Certified Professional Accountant review courses offered at the Quad Cities Campus; AIDS Awareness event sponsored by the Student Government Association; and a supervision series presented by Bill Jorgesen. Spring 2009 commencement was a showcase for the campus. WIU-QC honored our first doctoral degree recipients and hosted our first honors convocation. Portfolios from a variety of mentored honors experiences reflecting each student’s educational interests and professional development were also on display as part of the Spring 2009 Quad Cities Leadership Awards program and Student Government Association inauguration. Our academic excellence is being expanded to experiential learning sites within the region. Such sites give students the opportunity to learn in state-of-the-art learning environments that could not be replicated at the University, and it gives practicing professionals and community members opportunities to engage with our students, faculty, and staff. For example, the collaboration between Kristi Mindrup, Curtis Williams, and

Drs. DiGrino, Martinelli-Fernandez, Adkins, Carter, and McLean resulted in a new partnership with Eastern Iowa Community College District to offer the Quad Cities’ first three-year baccalaureate degree program with a minor in Environmental Studies at Nahant Marsh. This new accelerated option will be available for the first time in fall 2010, and will be expanded to include Black Hawk College. WIU-QC now offers Law Enforcement and Justice Administration courses at the Moline Police Department. For the new nursing program, Kristi Mindrup assisted with recruitment efforts by establishing a new relationship with Genesis Hospitals, Illini Campus. Admissions staff gained access to on-site recruiting opportunities. Kristi also participated in the Health Care Expo and Health Care Luncheons with the Quad Cities Graduate Center. Dr. Rives is also exploring future potential partnerships with Iowa Health Systems that manages Trinity Health Care and their School of Nursing.

4) Supporting university planning to the best of our abilities

Higher Values in Higher Education 2008-2018: There are 30 action items related to the Quad Cities Campus in the University’s Strategic Plan. As of April 2010, 90 percent are in progress or are completed/maintained. In addition to this progress, Kristi Mindrup was selected by the Association of Institutional Research to present the University’s strategic planning, budgeting and accountability reporting model at a weeklong seminar in July 2009.

Accreditation: The Quad Cities Campus is represented on all of the University’s committees addressing self-study for re-accreditation from the Higher Learning Commission-North Central Association of Colleges and Schools. Drs. Carter and Rives are two of the four institutional co-chairs leading the self-study process. They work closely with Drs. Dallinger and Sutton in Macomb. Dr. Rives also served on the national task force that revised and streamlined the accreditation process for the Commission. The new accreditation model was presented at the 2010 Annual Meeting of the Commission after two years of development.


Campus Master Plan: Design planning for Building One of the Quad Cities Riverfront Campus is complete. In December 2009, the Governor announced the appropriation of $62 million to complete the first two (of three) phases for Riverfront construction. The Quad Cities Campus hosted groundbreaking in March 2010. Contractors for the first phase have been selected and construction will begin in May 2010 with classes to be held in the new facility no later than spring 2012. A programming study for phase II was completed in April 2010, and the University awaits the release of previously appropriated state funding to begin architectural and engineering design planning.

Institutional Strategic Plan for Technology: Quad Cities Technology Services (Christopher David, Andrea

Allison, Karin Chouinard, and Orlando Winkfield) continue to provide technical assistance in all 82.5 weekly hours that Quad Cities Campus provides classes at its eight learning locations. In addition, the team, in collaboration with the Physical Plant, University Technology, and Physical Plant, opened the new student computing laboratory in B-10; created the infrastructure to support end-users in the Caxton Building, which includes the introduction of smart boards in all new classrooms; and is engaged in a similar process for the Crown Center that will house WQPT.

Andrea Allison will also be the lead staff member as the Quad Cities Campus transitions to a VOIP telecommunications system. The project is being supported by a donation, indirect cost recovery, and other local funds. End of year funding will be used to replace classroom technology, staff work stations, and computer lab equipment that exceed established four-year rotations. Comprehensive Fundraising: Gary Rowe continues to lead successful comprehensive fundraising that has generated over $600,000 in Fiscal Year 2010, raising the campaign total to $1.8 million as of April 2010, compared to $1.2 million in Fiscal Year 2009, and $156,650 in Fiscal Year 2008. Fiscal Year 2010 campaign values will increase by over $850,000 when WQPT becomes part of Western Illinois University on May 1, 2010. Gary’s work is particularly impressive given the current economic climate. Foundations often use a three-year rolling average of investment earnings to calculate grant budgets, which means that losses incurred in 2008 and 2009 will affect contributions for the next two to three years. Corporate, foundation, and individual donors place greater priority on basic food, shelter, and medical aid types of assistance during difficult economic times. In addition, natural disasters in Haiti and Chile also attract donor support. For Western, initial recognition begins at the Directors level when cumulative or outright giving reaches $10,000, or a planned gift in excess of $20,000 has been established. Additional categories recognize outright, cumulative and/or planned gifts at the $25,000 (Partners), $50,000 (Honors), $100,000 (Benefactors) and $250,000 (Founders) giving levels. When Gary first started, the Quad Cities Campus had one organization at the Honors level and one at the Benefactor level. Gary continues to build a culture of giving to the Quad Cities Campus. There are now 23 individuals and organizations that have donated to Western Illinois University and either qualify for recognition or will do so when their pledges are paid in full.


Individual Recognition Amount Don and Sally Welvaert $10,000 Joe Rives and Scott Brouette $21,500 Laverne and Nola McEntire $10,000 Mid-American National Bank $11,500 Missman Stanley Associates $10,000 Roy and Mary Lagerblade $10,000 RSM McGladrey $10,000 Steve McCann $10,000 Rich Werheim $10,000 Partner Gene and Lynn Blanc $25,000 Royal Neighbors of America $30,000 Scott County Regional Authority $25,000 Honors Caxton on Bass Street, LLC $88,560 Doris and Victor Day Foundation $75,000 Hunt and Dianne Harris Family Foundation $75,000 JTM Concepts $50,000 Modern Woodmen of America $75,000 Riverboat Development Authority $51,000 Rock Island County Board of Supervisors $75,000 Benefactors Group O Enterprises $100,000 Founders Greater Quad Cities Telecommunication Corporation $850,000 John Deere Foundation $500,000 Moline Foundation $500,000

Special recognition is also awarded to those individuals, businesses, and organizations that, in a given year, are especially generous to Western Illinois University. These donor levels are Sherman Society ($500), Morgan Society ($1,000), Henniger Society ($2,500), Bayliss Society ($5,000), and Beu Society ($10,000). During academic year 2009-2010, Gary helped attract 16 donors to these societies, and he is currently initiating the process to start a family campaign co-chaired by Quad Cities faculty and staff.

Sherman Society Henniger Society

Barbara Freyermuth Rick Baker Lisa Ludlum Rock Island Community Foundation Sharon Maroney Kristi Mindrup Kim Moreno Susan Romano Emeric Solymossy Morgan Society Bayliss Society

Andy Borst Ruhl & Ruhl Commercial Donald Healy Shive Hattery Tanya Howard James Lodico Gary Rowe


Gary also worked with Tami Seitz on publications for the comprehensive campaign. This resulted in the completion of the Western Illinois University-Quad Cities case statement brochure and a variety of campaign promotional materials including the annual appeal. A Quad Cities Scholarship campaign piece was sent to over 6,000 potential donors.

5) Supporting diversity and internationalization in recruitment, retention, the curriculum, and programming

Data from Goal 3b showed that the Quad Cities Campus continues to diversify as we intensify our marketing and admissions efforts. Total minority student enrollment is up from 9.1% of total student enrollment in fall 2005 (111 minority students) to 10.7% of total student enrollment in fall 2009 (151 minority students).

Fall

2005 2006 2007 2008 2009

Total Enrollment 1,276 1,371 1,370 1,392 1,413

Percent Minority 9.1% 10.1% 10.1% 11.0% 10.7%

Percent International 0.7% 0.6% 0.3% 0.3% 0.7%

Percent Pell Grant 24.1% 22.4% 24.6% 27.6% 27.1%

Our intensified marketing efforts, led by Tami Seitz, involve targeted marketing to more diverse populations. All campus advertisements include diverse student models in billboards, print ads, view books, and other university publications. Campus advertising also includes target specific media such as Black Entertainment Television and more male dominated radio stations such as KCQQ, 106.5. And, for the first time this year, WIU-QC advertised on MediaCom’s Univision Spanish speaking channel. We also joined the Illinois Quad City Hispanic Chamber of Commerce. Admissions staff also continued to provide new methods for recruiting students from traditionally underrepresented groups. Curtis Williams modified the annual student recruitment plan to include best practices from benchmarking trips at other degree completion campuses, Governors State University and Roosevelt University-Schaumburg Campus. In addition, Tom Brown, a nationally renowned minority recruitment and retention specialist, presented to Western Illinois University-Quad Cities, Saint Ambrose, and Augustana College staff. Resulting from this presentation, all three institutions partnered to offer a diversity conference, international festival, and an outreach program to local junior high schools. The campus continues to augment its geographic diversity. In addition to students enrolled from Illinois and Iowa, the Quad Cities Campus has students enrolled from nine other states (including Wisconsin, Florida, and Colorado). Between fall 2005 and fall 2009, students enrolled from six countries other than the United States (including Canada and Nepal). With an increasingly diverse student base, University of Iowa graduate students in Student Development were asked to conduct an Environmental Assessment of the Quad Cities Campus. Results will inform future campus recruitment and retention planning. The important fundraising work of Gary Rowe and generosity of our donors continues to help with our financial diversity. To date, Gary has cultivated over $223,500 for student scholarships, and the effects have had an immediate impact. The number of students receiving scholarships increased from 43 in academic year 2008-2009 to 84 students in academic year 2009-2010. In addition, the average scholarship award increased by $476 per recipient, and we have seen the enrollment of students with Pell grants increase from 24.1% of the undergraduate population in fall to 27.1% of the undergraduate population in fall 2009. Increases in frequency and magnitude of scholarships and grants are important to a student population where 85% qualify as “low to moderate income” according to federal definitions. As more diverse individuals continue to take advantage of our educational opportunities, Quad Cities faculty and staff continue to present regionally, nationally and internationally, supporting the academic excellence of Western Illinois University-Quad Cities and the personal and professional growth of the students that we serve. Examples where the University was represented by Quad Cities faculty and staff include:

• American College Personnel Association: Kristi Mindrup • American Educational Studies Association: Dr. Andrea Hyde • American Literature Association: Dr. Dan Malachuk


• American Studies Association: Dr. Everett Hamner • American Therapeutic Recreation Association, Dr. Marcia Carter • Council for Children with Behavior Disorders International Conference: Dr. Sharon Maroney • National Academic Advising Association: Jacquelyn Holan • European Society for the Study of Theology and Disability, Zurich Switzerland, Dr. Don Healy • International Conference on Cross Cultural Management, Tours France: Dr. Mikhail Grachev • International Association of Special Education, Alicante Spain: Dr. Linda Meloy • Society for Marine Mammalogy, Quebec City Canada: Dr. Jeanette Thomas

The global perspectives of our employees support internationalizing the curriculum. Students also have opportunities to participate in Western’s Study Abroad program that offers partnerships in more than 100 programs around the world. On-campus activities such as the Association of Latin American Students’ annual Cinco de Mayo event celebrates Hispanic culture, activities associated with University Theme and Environmental Summit emphasize the importance of global citizenship, and Dr. Stewart took eight students on a spring break trip to Paris, France. With all of these initiatives, and many more, the Quad Cities Campus continues to provide a supportive campus environment. The four-year graduation rate is third highest of our seven peer institutions. In the last three years, we have also seen increases in the graduation rates of all students, minority students, and Pell grant recipients.

Four-Year Graduation Rates Western Illinois University-Quad Cities

and Peer Institutions Fall 2005 Cohort

Pennsylvania State-Harrisburg 83%

Augustana College 75%

Western Illinois-Quad Cities 65%

Governors State 57%

Illinois - Springfield 57% Saint Ambrose 53%

Texas A & M - International 37%

Comparison of Four-Year Graduation Rates

Western Illinois University-Quad Cities

2003 2004 2005

All Students 62.3% 71.2% 64.5%

Minority Students 52.2% 50.0% 52.4%

Pell Grant Recipients 69.2% 71.2% 69.7%

6) Streamlining and simplifying administrative structures and processes

New scheduling procedures designed by Academic Affairs gave the Quad Cities Campus additional input in suggesting course scheduling times that meet student needs. This added flexibility helped to increase the percent of fully completable degrees, which prevents students from having to drive to Macomb or another college or university to complete course requirements. Three changes in academic processes are also more efficient, transfer friendly, and designed to increase student enrollment. First, while Western requires academic advisement each semester, local Quad Cities community colleges do not. In fall 2009, 39 of the 40 students who were accepted at the Quad Cities Campus but did not enroll expressed frustrations of having too many hours that did not apply to Western degree hours. The average hours earned for these students was 82. Drs. Erekson, Pratt, and Rives, Kristi Mindrup and Curtis

Williams designed a pilot process with Black Hawk College and Eastern Iowa Community College District allowing Western to advise/enroll engineering majors in community college courses to increase advising efficiencies and decrease unnecessary time-to-degree.


Second, in the sprit of collaboration rather than competition, Western has maintained an informal agreement with Black Hawk College that it would not offer in-person lower division courses unless the course was not offered at the community college. While this agreement promotes partnerships and prevents duplication of efforts, it significantly limits options for Western students. Western requires students to earn 60-hours from a four-year university and 40 of these must be earned at the University. Under the terms of our partnership with Black Hawk, if a Western student is required to complete 100- and 200-level required class(es) for the major on the Quad Cities Campus and if these classes were taken at the community college, the hours would not count toward the 60-hour rule, even though we do not offer the course. Therefore, to satisfy the 60-hour rule students must attend a local four-year institution or drive to another institution. Local tuition and fees at neighbor institutions are two and three times higher than Western’s, and access to local public universities requires substantial driving. Round trips from Moline to the closest public institutions are the University of Iowa (120 miles), the Macomb Campus (160 miles), or Northern Illinois University (218 miles). In response to these concerns, Drs. Rives and Williams worked with the Deans and Council on Graduation and Academic Standards on a proposal that will give students a waiver to earning 60 hours at a four-year university for those courses required in the major and not offered on the Quad Cities Campus or through Western’s distance education program. The proposal also increases the 40-hour Western requirement to 42 hours, which is consistent with practices at five other Illinois public universities. Third was increased access to distance education courses for new Quad Cities students. Continuing students register before new students and there have been times when new Quad Cities students do not have access to those courses not physically delivered on campus. Therefore, Kristi Mindrup and Andy Borst, in consultation with the Academic Advisors (Kenny Wheeler, Larry Roller, Kim Moreno, and Jacquelyn Holan), identified high-demand courses for new Quad Cities students. The team then worked with Drs. Hawkinson, Carter, and Lynn and the Deans to identify a period that would reserve seats for new Quad Cities students and would be opened to all students if the seats were not filled. This new program will be piloted with fall 2010 registration. In addition to these changes, last year’s annual report demonstrated improved building efficiencies by consolidating mailroom and copy center functions. This year we consolidated floors one and two reception to eliminate redundancy of function, and we are in the process of purchasing a mail meter that will enable faculty and staff to mail directly from the Quad Cities Campus instead of occurring time delay by sending materials to Macomb through the campus courier. Likewise, Western Illinois University bookstore items are now on sale at the Quad Cities Campus. Many students have commented favorably on the new one-day service, and are proudly wearing Western apparel. Carmen Sandoval will pilot the Office of Equal Opportunity and Access’ Ambassadors Program to streamline processes and increase local responsibilities. Likewise, Donna Schroeder has begun training for undergraduate application processing to allow WIU-QC processing and student notification. Building efficiencies were demonstrated by repurposing the underutilized B-10 into a new student-computing laboratory. The new laboratory operates at full capacity during weekday hours and an additional overflow area has been designed. At the students’ request, Testing Center hours were also realigned to accommodate increased demand for weekend service. Two current challenges that will be addressed in the Division Finances section of this report are immediate needs for additional faculty support, as we continue to support more part- and full-time faculty, and the need for a designated staff member to support testing center operations. Since 2005, the number of faculty has increased from 41 to 70. While the Quad Cities Administrative Team remains committed to working with faculty and staff on streamlining and simplifying structures and processes, it is important that the growing number of students and faculty receive proper support. The clerical support to faculty ratio on the Quad Cities Campus is 1:35; the comparable ratio in Macomb is 1:9. Alison Shook and

Emily Pitz provide outstanding support, but their workload is at maximum capacity.


Due to the hiring freeze and staff departures, the staff member who supervised the testing center filled a vacancy in financial aid. As a result, hours of operation in the Testing Center were reduced, and existing staff who are at maximum capacity were re-assigned to help staff the testing center. While the reallocation is a temporary fix to the immediate problem, it is not a long-term solution. It is mission-critical that the Quad Cities Campus receives funding for the Testing Center and faculty support.

Fiscal Year 2010 Budget, Enhancements, and Facilities

The appropriated budget supporting the staff and operations of the Quad Cities Campus is over $2.0 million. Of this total, approximately $1.5 million (72.5 percent) is allocated to personnel services and $617 thousand (27.5 percent) is allocated to operations. Faculty operating and personnel services are paid at the college and departmental level.

Appropriated Funds Budgets

Fiscal Year 2010

Operating Personnel Total

WIU-Quad Cities $558,987 $1,474,866 $2,033,853

Quad Cities, Planning and Technology 25,000 162,180 187,180

Administration 186,506 378,797 565,303

Admissions 10,000 194,033 204,033

Advisement 6,565 218,776 225,341

Marketing 5,000 0 5,000

Operations and Maintenance 183,500 145,282 328,782

Student Services 22,416 180,737 203,153

Technology 20,000 195,061 215,061

Utilities 100,000 0 100,000

The Quad Cities Campus received $50,000 in one-time funding to support the programming study for Building Two and engaged in $228,632 in cost savings and avoidance activities as documented in the section on divisional finances. Through internal reallocation of funding (Christiana Headley, Jan Lanzen, and Angie Possehl all left the University), we supported permanent appointment of Betty Taylor and Kenny Wheeler. Betty and Kenny have made valuable contributions to the Campus as we advance our priorities and goals. In addition to appropriated funds budgets, the WQPT will become part of Western Illinois University-Quad Cities on May 1, 2010, as a fiscally self-supporting unit. We are excited to welcome Rick Best, Lora Adams, Amanda

Bergeson, Bea Brasel, Richard Diamond, Candy Eastman, Ana Kehoe, Jaime Lange, Jerry Myers, and Karen

Service to the Quad Cities Campus. The Quad Cities Campus used $25,000 in local funds to support the remodeling of B-10 into a student computing lounge and received a $1.0 million donation dispersed over five years to support the lease and equipment for the new School of Engineering. We used Foundation funds to support our US Bank Writing Center ($5,900), the School of Engineering ($145,000), student computing facilities ($21,500), and scholarships ($24,750). At the time of writing this report, we are also planning to reallocate an additional $10,000 to support student scholarships from foundation funds and $75,000 in local funds to support a new VOIP system. The Quad Cities Campus has no facilities requests from the University. We continue to work the Illinois Capital Development Board (ICBD) on the construction of Building One and with the ICDB and Hollabird and Root on the design planning for Building Two. Fiscal Year 2011 Goals

In consultation with the Quad Cities Faculty Council and Administrative Team, the Quad Cities Campus will build upon its successes with the continued successful implementation of our goals and priorities. We will continue to:


1) Support expansion of academic programs and service operations by:

a) Implementing the pilot engineering agreement with Black Hawk College and Eastern Iowa Community College Agreement.

b) Expanding community college partnerships and educational opportunities for students.

c) Continuing establishment of the Western Illinois University-Quad Cities Child Care Center.

d) Seeking Higher Learning Commission-North Central Association of Colleges and Schools authorization for providing the RN to BSN degree on-line, and Commission and State of Iowa approval for using Nahant Marsh as an off-campus degree site. The director of the school of nursing indicates that over 50 percent of the degree requirements for the Quad Cities Campus may be delivered via distance modality. Therefore, we will need to receive Commission approval before this threshold is surpassed. Likewise, we will have to engage in the same process before five or more courses are offered at Nahant Marsh.

e) Working with Academic Affairs to increase the percent of fully completable degrees on the Quad Cities Campus. Only four programs remain not fully completable on the Quad Cities Campus.

f) Enhancing advising specificity. An analysis of the Quad Cities Student Complaint Log indicates some student complaints relate to the lack of course availability. However, upon further review, some programs maintain structured course rotations, with certain courses only offered in certain semesters. This suggests there may be different plans of study for students admitted in different semesters. We need to develop a process for advising students in all degree programs that takes into account the term admitted and how that affects course selection, so we are not unintentionally setting up a situation where the student will have to attend a different institution to complete degree requirements.

g) Conducting part-time completability at 150 percent of normal degree requirements. The value of 150 percent was selected as it is the federal standard for reporting time-to-degree. There are graduate programs, such as Curriculum and Instruction, Educational Leadership, Educational Interdisciplinary Studies, and Special Education that are specifically designed to serve full-time working professionals, and scheduling is performed in a manner that is responsive to student demand (i.e., a part-time rotation).

h) Evaluating and expanding distance learning opportunities for new students.

i) Evaluating year two testing center, recruitment, and retention efforts resulting from staff relocation to the Rock Island Arsenal.

j) Supporting assistance to feasibility and needs studies for new and expanded academic programs on the Quad Cities Campus.

2) Increase opportunities for student, faculty, and staff engagement by:

a) Providing office assignments consistent with clustering to the disciplines.

b) Engaging the Student of Concern Committee and the Emergency Consultation Team.

c) Publishing and disseminating the Quad Cities Student Handbook and Statement of Expectations for Academic Advisement.

d) Continuing with administrative collaboration in shared governance meetings.

e) Hosting the Quad Cities first Scholarship recognition ceremony during academic year 2010-2011.

f) Promoting learning both inside and outside the classroom by engaging in service activities reinforcing social responsibility and personal growth.

3) Increase community engagement, visibility of the Quad Cities Campus, and awareness of our academic excellence by:


a) Hosting high profile university events/announcements.

b) Exploring new and enhanced community partnerships with the cities of Moline and East Moline, the Quad Cities Graduate Study Center, Figge Art Museum, and Trinity Health Care.

c) Completing the integration of WQPT into Western Illinois University-Quad Cities by:

i) Relocating to the Crown Center.

ii) Launching the new logo with purple and gold design.

iii) Implementing new development and community advisory boards.

iv) Supporting fundraising.

v) Documenting partnerships with the Macomb Campus.

vi) Supporting community outreach and other special events.

d) Exploring increased opportunities for community/university interactions, including the hosting of university athletic and club sport events.

e) Advancing Quad Cities Marketing Efforts by:

i) Developing admissions contacts with business and industry.

ii) Developing and implementing marketing strategies designed to increase the number of accepted students who enroll at the University.

iii) Keeping the University’s discipline-specific marketing tools current.

iv) Augmenting the content on the campus’ Web and social networking sites.

f) Continuing our annual alumni and faculty/staff appeal.

g) Participating in Quad Cities alumni events.

h) Engaging in community boards and service activities.

4) Supporting university planning to the best of our abilities by:

a) Continuing successful implementation of the priorities and goals of Higher Values in Higher

Education 2008-2018.

b) Supporting and actively engaging in the university’s re-accreditation self-study by:

i) Completing the Self-Study.

ii) Soliciting Third Party Comment

iii) Hosting the site visitation

iv) Implementing recommendations from the Growing Our Two Campuses Special Emphasis.

c) Advancing the Campus Master Plan by:

i) Coordinating construction activity on Building One.

ii) Participating in city planning for areas adjacent to the newly developing Riverfront Campus.

iii) Continuing advocacy for operational and Building Two funding of the Quad Cities Riverfront Campus and engaging in appropriate planning should funding be received.

d) Proceeding on priorities and goals in the Institutional Strategic Plan for Technology by:

i) Maintaining currency of campus technology in offices, classrooms, and laboratories.

ii) Implementing a VOIP telecommunications system on the 60th Street Campus.

e) Continuing comprehensive fundraising through fund- and friend-raising activities.


5) Supporting diversity and internationalization in recruitment, retention, the curriculum, and programming by:

a) Supporting recruitment and retention of diverse and accomplished students, faculty, and staff.

b) Providing a diverse array of student activities and organizations.

c) Implementing strategies from the diversity audit conducted by doctoral students from the University of Iowa.

6) Streamlining and simplifying administrative structures and processes

a) Enhancing academic efficiencies by:

i) Implementing the pilot engineering agreement with Black Hawk College and Eastern Iowa Community College Agreement.

ii) Advise students of the new 100- and 200-level waiver process and distance learning course alternatives.

b) Continuing to identify and implement strategies that streamline and simply administrative structures and processes.

As the Campus continues to look for opportunities to streamline and simplify administrative structures and processes, it should be recognized that we are a very efficient campus as compared to our peers. Therefore, we are concentrating efforts on interdependencies and dependencies that delay response times to the students that we serve.

Fall 2009 Enrollment (rounded to the hundred) and Staffing at Western Illinois University-Quad Cities and Peer Institutions

Enrollment

Number of Faculty

Number of Staff

Western Illinois-Quad Cities 1,400 70 40 Texas A&M – Texarkana 1,500 102 65 Florida State-Panama City 1,600 65 75 Ohio University-Zanesville 1,500 82 121 Texas A&M – International 5,000 393 176 Pennsylvania State -Harrisburg 3,900 257 307 University of Houston-Clear Lake 7,500 452 577 Governors State 6,000 576 901

UNIVERSITY PLANNING

The Vice President for Quad Cities, Planning and Technology coordinates institutional planning activities for the two campuses of Western Illinois University. No additional full-time staff are specifically allocated to exclusively support the University’s accreditation, accountability reporting, or planning processes. The Vice President—and many others—work with individuals across our two campuses to advance University planning. Through endorsement of campus governance groups and approval from the Board of Trustees, Western has an integrated planning model where institutional priorities and goals are expressed in Higher Values in Higher

Education 2008-2018, Campus Master Plans for the Macomb and Quad Cities Campuses, Institutional Strategic

Plan for Technology, and the Set the Standard Comprehensive Fundraising Campaign. These plans are the basis for the University’s self-study for re-accreditation from the Higher Learning Commission-North Central Association Colleges and Schools, university accountability reporting, and the advancement of institutional priorities and goals.


Fiscal Year 2010 Accomplishments Accreditation: Academic year 2009-2010 marks the third year of a four-year process in the University’s self-study for re-accreditation. Drs. Carter, Dallinger, Rives, and Sutton continue to serve as the co-chairs for this process, with Chris Brown providing administrative support. Academic Year 2009-2010 focused on report finalization, endorsement, and approval. At the end of academic year 2008-2009, all 10 writing teams submitted draft reports to the co-chairs. The co-chairs solicited campus feedback on these drafts through regularly scheduled updates to campus governance groups and monthly postings on the University’s Accreditation Website, Macomb and Quad Cities Campus list-servs, and hosting 14 campus focus groups that were attended by 115 students, faculty, and staff from both campuses. The co-chairs edited the document based on feedback received and are currently seeking endorsement from all governance groups on both campuses before seeking Board approval to submit the Self-Study to the Commission in preparation for their on-site visit scheduled for February 14-16, 2011. Accountability Reporting: During Fiscal Year 2010, the University continued with its established accountability reporting process. Dr. Rives, with assistance from Bill Brewer, Kristi Mindrup, Dr. Tere North, and Martha

Youngmeyer, published monthly Strategic Plan Updates, as well as the Academic Year 2008-2009 Strategic Plan

Update, Fiscal Year 2010 Master Plan Update, Fiscal Years 2009 and 2010 Institutional Strategic Plan for

Technology Update, and the Fiscal Year 2010 Performance Report. Jeremy Merritt ensures that all of these reports are on the University Planning Website, and Dr. North developed a Performance Indicator Dashboard. This interactive Website, available at www.wiu.edu/UniversityPlanning/Dashboard/index.html allows users to view trend data on 50 performance indicators related to the University’s vision of becoming a leader among our peers in quality, opportunity, and affordability. Higher Values in Higher Education: The Academic Year 2008-2009 Strategic Plan Update shows that it was a very successful year with regard to implementation of the University’s Strategic Plan. A total of 118 priorities (90.1 percent) had achievements and 119 priorities (90.8 percent) have implementation plans for academic year 2009-2010.

Goal/Action

Number of

Priorities

Priorities with

Achievements

Priorities with Plans

Focused Recruitment and Retention 21 18 17 Achieve enrollment goals 9 9 8 Resources to recruit and retain excellent faculty and staff 12 9 9

Enrich Academic Excellence 23 22 19

Strong commitments to teaching and instruction 8 8 8 Strong commitments to scholarship, creative activities, and public service 7 7 5 Deliver a user-centered information technology infrastructure 8 7 6

Provide Educational Opportunities 28 26 25

Support responsiveness to student needs and timely degree completion 13 12 11 Support learning inside and outside the classroom 11 11 11 Provide statewide and national leadership in affordability 4 3 3

Support Personal Growth 19 16 14

Support learning inside and outside the classroom 11 10 7 Provide opportunities for lifelong learning 8 6 7

Promote Social Responsibilities 28 26 26

Encourage diversity, personal development, and leadership 6 5 5 Use partnerships to advance the University’s priorities and goals 6 6 6 Provide safe, accessible, and responsive campus environments 16 15 15

Demonstrate Accountability 12 10 18

Use planning, budgeting and reporting to advance goals and priorities 12 10 11 131 118 119


Campus Master Plans: In Macomb, there was purchase of new furniture, as well as enhancements to the Simpkins Hall south entry, University Village patio area, Tanner Circle, We Care activities, permanent improvements, and sustainability accomplishments. The University also completed renovation to the Spencer Recreation Center, and continued the renovation of Memorial Hall. Western also received the second highest funding (of the 12 Illinois public universities) in the summer 2009 state capital bill for the construction of the Performing Arts Center, first two buildings on the Western Illinois University-Quad Cities Riverfront Campus, and $3.5 million for permanent improvements. The October 2009 grand opening of the new Multicultural Center marked the first new Leadership in Energy and Environmental Design (LEED) certified facility. The University also piloted LED lighting, including the stop sign in front of Western Hall; continued with lighting retrofits in Brophy, Browne, Horrabin, and Tillman Halls; purchased a new electric utility vehicle; installed noise and motion light sensors; replaced sedans with hybrids; and continued implementing Green Purchasing Guidelines. Donations enabled opening the Wright Residence to centralize Veterans Services in Macomb and the Caxton Building to support the new School of Engineering in the Quad Cities. Other Quad Cities Accomplishments include Bill Brewer’s work with PSA/Dewberry to complete 100-percent design submittal to the Illinois Capital Development Board for Building One. Bids for this facility were advertised and accepted, and groundbreaking occurred on March 31, 2010. Construction is anticipated to begin in May 2010 with classes scheduled to begin in Spring 2012. The campus also completed a Quality Based Selection process to select an architectural and engineering firm to complete a programming study for Building Two. Hollabird and Root from Chicago were selected. In a series of six meetings, the firm helped the University refine space needs and cost estimates for the $42 million construction project. We are currently awaiting state release of funds to begin architectural and engineering design planning for this facility. Bill Brewer also worked with the City of Moline on the surfacing of a drainage culvert that will allow construction trucks and materials to gain immediate access to Building One. This will expedite the construction schedule. Planning and design work for the new all-weather access road and enhancements to 34th Street are also in progress. Comprehensive Campaign: Accomplishments are provided in Western Illinois University-Quad Cities report and from the Vice President for Advancement and Public Service. Institutional Strategic Plan for Technology: The Plan has 153 measurable actions. Of these actions, 94 (61 percent) have been completed or are ongoing initiatives, 41 (27 percent) are in progress, and only 18 (12 percent) have not been started. Successful implementation continues to bring many advances to the University, including:

• Piloting a new VOIP Telecommunications structure, Windows 7 and Office 2010 test environments, and new campus portal.

• Finalizing the design of the new Macomb Campus Website, installing the content management system, and assigning administrative access to the system.

• Implementing an automated knowledge-based help system to address frequently asked technology questions.

• Acquiring a second point of Internet egress, expanding data storage capacity for end users, and installing a new emergency generator with uninterruptable power supply for the University Data Center.

• Launching a new Course Articulation System to enhance the seamless transfer process and building upon Western’s statewide recognized transfer-friendliness.

• Opening new state-of-the-art electronic classrooms featuring smart board technologies in the Caxton Building and a new location for University Technology (uTech) store on the Macomb Campus.

• Supporting laptop check-out programs at University Libraries and the Quad Cities Campus.

• Launching the new University Technology Website that includes user-requested information on network, e-mail, and Western Online status and updates.


Fiscal Year 2010 Budget, Enhancements, and Facilities

In Fiscal Year 2010, there was no specific budget supporting University Planning, representing a cost savings of $285,000 to the University. However, the function received $15,000 in one-time funding to support the final editing and distribution of the University’s Self-Study for institutional re-accreditation from the Higher Learning Commission-North Central Association of Colleges and Schools. There were no other budget enhancements received, nor are there requests for new facilities.

Fiscal Year 2011 Goals

1) Accreditation: The Steering Team will solicit third party comment, host the site visit, and coordinate follow-up activities resulting from the visit.

2) Accountability Reporting: The campus will continue to receive monthly Strategic Plan Updates, as well as the Academic Year 2009-2010 Strategic Plan Update, Fiscal Year 2011 Master Plan Update, Fiscal Year 2011 Institutional Strategic Plan for Technology Update, and the Fiscal Year 2011 Performance Report. All of these reports will be placed on the University Planning Website, and the data for the Performance Indicator Dashboard will be kept current.

3) Higher Values in Higher Education 2008-2018: The campus community will continue to successfully implement Higher Values in Higher Education 2008-2018. The annual strategic plan update presented to the Western Illinois University Board of Trustees will summarize plans cited in annual reports made by the vice presidents and areas that report to the president. This report will also contain a summary of accomplishments, and monthly strategic plan updates will continue to keep the Board, campus and external communities informed on implementation status, priorities, and achievements.

4) Western Illinois University-Macomb Campus Master Plan: Projects currently in progress will continue. Future construction and renovation will continue to follow goals and priorities established in the Campus Master Plan. The Campus Master Plan Implementation Team will continue to coordinate these efforts.

5) Western Illinois University-Quad Cities Master Plan: This year will focus on coordinating construction activity on Building One, participating in city planning for areas adjacent to the newly developing campus, continuing advocacy for operational and capital funding for Building Two, and engaging in appropriate planning should funding be received.

6) Institutional Strategic Plan for Technology Staff from University Technology, Quad Cities Technology, Administrative Information Management Systems, and Electronic Student Services will continue to work with end users on both campuses to successfully implement goals and priorities from the Institutional Strategic Plan

for Technology. Academic year 2010-2011 is also the year that the Plan is scheduled to be reviewed and updated by the campus community.

7) Comprehensive Fundraising: Western Illinois University will continue with its comprehensive fundraising. A public launch of the comprehensive campaign is scheduled for October 2010, with socials to follow in the Quad Cities and Chicago.

UNIVERSITY TECHNOLOGY

The 100 employees of University Technology are committed to advancing the goals and priorities of Higher Values

in Higher Education and the Institutional Strategic Plan for Technology. Staff also play a critical role in advancing technology and infrastructure goals identified in Campus Master Plans for the Macomb and Quad Cities Campuses. Organizationally, Mike Dickson coordinates the daily operations and special projects in University Technology. Dan Romano supervises Telecommunications, the Residential Network (ResNet), Labs, Server Group, and Enterprise Systems. Mike Rodriguez is Western’s Chief Technology Security Officer; and Richard Chamberlain supervises the Support Center, Web Support Services, Center for the Application of Information Technologies, and uTech Computer Store. University Technology had a very successful year in its second full fiscal year of operation. The unit maintained and enhanced a complex technology infrastructure, addressed new and emergent technology needs, and focused on the


end-user experience. Following the Institutional Strategic Plan for Technology’s value of engagement, University Technology engaged the campus community in technological planning, priority setting, and accountability reporting.

• The 29-member Internet Technology Advisory Committee (iTAC) provides recommendations on the University’s current and future Web presence.

• The 18-member Technology Cabinet is specifically charged to communicate, coordinate, and collaborate on the implementation of divisional technology plans and the goals and priorities of the Institutional

Strategic Plan for Technology; identify/implement opportunities for cost savings, resource sharing, and efficiencies across technology areas; and to discuss, formulate, and review technology recommendations and action plans for the President's Cabinet.

• The 27-member Technology Security (Tech Sec) committee is charged with the coordination of policy, compliance, and employee training efforts related to the protection of Social Security numbers and credit card data. Tech Sec is advised of assessment and audit activities, and provides advice regarding education and communication needed to support policy and compliance.

• The 41-member University Technology Advisory Committee (UTAG) provides University Technology with advice and direction in the implementation of departmental priorities and those from the Institutional

Strategic Plan for Technology. Members are expected to represent the perspectives of their constituencies and discuss with those constituencies items discussed at monthly UTAG meetings. Members are further expected to assist in the writing, updating and reporting of the Institutional Strategic Plan for Technology.

• The 26-member Web Accessibility Committee (WAC) provides awareness to the campus community on the need to develop web resources using accessible design/development strategies, provides resources and guidance regarding how to achieve that goal, and assists in the integration of web technology accessibility issues and understandings into university planning.

• College Technology representatives appointed by each Dean are responsible for coordinating and communicating University Technology initiatives at the local level.

Fiscal Year 2010 Accomplishments

Consistent with the Institutional Strategic Plan for Technology’s value of responsiveness, we support a high-speed, reliable and secure technological infrastructure. This includes daily operations, maintenance, support, and security of the mainframe, phones, e-mail, servers, labs, and networks. Our over 300 devices and servers had an “uptime rate” of 99.9 percent. To provide a magnitude of volume on the system, each day Western receives 1.5 million emails, over a million web hits, 1.4 terabits of data is transmitted, with end-users engaged in 170,000 mainframe transactions, 31,000 minutes of voice calls, and 115,000 minutes of lab computer usage. Keeping video, voice, and data networks operational is highest priority of the areas reporting to Dan Romano. Staff are also responsible for adding capacity to a growing network. New items added to support a growing and ubiquitous network in the last year included a second point of Internet egress, a F5 Big IP, Storage Area Network, and 40 virtual servers. Additionally, there were needed enhancements to the University Data Center to protect and assure the continuing operations of university servers and the mainframe by adding temperature/water sensors in the basement UPS location, generator remote control/management, drip pans, and receiving information on air handler updates. To increase response time efficiencies and inform future planning, GIS mapping of WIU networks was completed. When University Technology was established, there was no centralized documentation of the University’s networks. Nor was there centralized documentation or systematic planning for network maintenance and upgrades. Based on industry best practices, a change management committee was created, and codified processes and accountability structures are now in place. Continuing to update wiring closets and enforce new standards also enhanced process efficiencies. Staff from Dan’s areas deployed new technologies related to a secure and expanding computing environment. This includes supporting the password change project, content management system/event calendar, Western’s Knowledge Base, campus portal, server virtualization, business intelligence solutions, networking to new facilities


(Multicultural Center, Caxton Building, and new lab in Tanner Hall), and dual boot technology in classrooms and laboratories. There are also many more accomplishments occurring at the local level. Enterprise Systems: George Dranes directs the area that has three partitions. The z/OS Production System processed over one million batch jobs in Fiscal Year 2010. The STARS, WIUP, and CICS systems processed over 61 million transactions during the same time, with system availability at 99.98 percent--down only one hour in the last year. The Team also continued with disaster recovery efforts by successfully restoring the z/OS production environment at a Chicago facility and successfully simulating a semi-monthly payroll. The next disaster recovery test in June will simulate Financial Aid’s daily processing. The z/VM and Linux group is hosting the Western Education and Professional Program Assessment System developed by the College of Education and Human Services and the Center for the Application of Information Technologies, and Darwin, a new degree auditing application developed by redLatern. The group is also testing business intelligence solutions that provide individual and customized queries in a data warehouse display, output in all of the popular options (Adobe, PDF, HTML, Excel, Rich Text Format, or plain Text) and that can ultimately be used to support secure mainframe applications in the portal. Labs: Shannon Cramer and her 75 student assistants oversee 23 facilities, including two-24 hour locations that provide students over 100 hours of staffed availability each week when classes are in session. uTech labs contain over 600 Windows XP and Mac OS X workstations, laser printing, and flatbed scanners, and the labs support over 1,500 hours of classroom instruction. In addition to these efforts, Shannon and her team also supported the prevention of H1N1 by cleaning computer lab equipment in all 23 uTech labs and assisting with cleaning in 25 discipline-specific labs; maintained a four-year computer rotation by installing 130 Dell Windows XP and 160 20” iMac computers with dual boot operating systems; retired the Wetzel lab; created a new lab in Tanner to support the North Quad; and completed the remodel of Brophy Hall 115.

ResNet: Tim Rericha and his team provide students and employees living in university-owned housing with network access, troubleshooting, and repair. They also provide malware removal, prevention assistance, and up to 55 hours of staff assistance at the uTech Support Center. Under Tim’s leadership, there has been a 69 percent reduction in ResNet ticket volume, from 3,141 calls in Fiscal Year 2005 to 969 calls in Fiscal Year 2009. In part, the number of calls has decreased as ResNet provides a faster, more stable network. The figure below shows that there has been a steady increase in individual download speeds, and an increase in the individual maximum from 768 Kbps to 1 Mbps. Currently, 115 Mbps is the dedicated bandwidth for ResNet and we are investigating increasing this amount based on student demand and need.


Server Group: Eight staff provide server administration for 36 Windows servers, 61 Unix servers, and 15 Macintosh servers. The staff also provides systems administration for University Directories, Zimbra, Western Online, Web Services, and My SQL Services. With these responsibilities, the Server Group supports over 31,000 Zimbra accounts; monthly receipt of 41 million Zimbra messages, 1.6 million Zimbra appointments, and 45.5 Million Internet Mail Messages per Month (with 92.8 percent Blocked as SPAM). The team supported 17,371 Password Changes in first month of Password Change Policy and continues to support 147,000 Active Directory logins per month.

At the same time, the Server Group developed the change management database, application, and calendar; service level agreement template; and windows update process and calendar. Infrastructure enhancements were also made to support security initiatives (i.e., scanning for sensitive data, reminders of password change, and automated procedures for securing new servers). Servers were deployed to support the University’s new knowledge base, portal, and content management system. The Server Group also increased home quotas for students, faculty, and staff; participated in deployment of dual-boot computers in the labs; upgraded and expanded Podcasting servers; and ensured that Western Online is maintained at the latest patch level. End of life for current version of Western Online is January 31, 2013, and we look forward to working with Dr. Rick Carter and his selection team on the deployment of a new product.

Telecommunications: Cyndy Moore and her team manage the University’s telephone system, related installs, moves, repair, maintenance, E 911 records, billing, voice mail, cellular phones, pagers, as well as JULIE locates, campus operator and fax services. There was no down time for the switch in the last year. While supporting daily operations, staff also completed a desktop disaster recovery scenario; assisted in the configuration and pilot testing of a VOIP system at the Service Center; and completed the telecommunications portion of Caxton Building, Multi-Cultural Center, Wright House, and electronic classroom installations.

Mike Rodriguez serves as the University’s Chief Technology Security Officer. During the last year, there were many enhancements to technology security. These include disaster recovery testing, moving the Macomb Campus off-site location from Mowbray Hall to the Quad Cities Campus, and implementing the new Password Change

Policy. Scanning of sensitive data was implemented and routinized. To date, 2,223 computers are on an established scanning cycle. Of these computers, 840 (37.6 percent) have contained sensitive data: 1.7 million Social Security numbers and approximately 45,000 credit card numbers. Remediation assistance is offered to all end users with sensitive data. Other technology security accomplishments include creating a secure wireless model for the University that will aid the University in achieving PCI DSS compliance; establishing security controls for computer disposal and rotation


that will prevent unintentional forwarding of sensitive data; and continuing a security awareness program that includes regular awareness newsletters, posters, phishing/SPAM alerts, a National Cyber Security Awareness Month campaign and contacts with University and regional media.

With a high-speed, reliable and secure technological infrastructure, University Technology is able to support the Institutional Strategic Plan for Technology’s third value of innovation. Areas that report to Richard Chamberlain focus on the end user and provide support, training, and professional development. The continued successful balance between daily operations and new initiatives is best demonstrated by documenting support and accomplishments occurring at the local level.

Center for the Application of Information Technologies (CAIT): Richard Chamberlain serves as the Director of CAIT, and staff partnered with members of the campus community in many institutional initiatives. This includes the Macomb Campus Website redesign, development of 26 on-line courses, a new online course evaluation tool that will be piloted in fall 2010, development of the Western Education and Professional Program Assessment System that will be used by all 1,200 teacher education majors, and the business management of the uTech Computer Store. As an entirely self-supporting entity, CAIT staff are actively involved in contract and grants that use technology to advance the University’s values of educational opportunity and social responsibility. Clients served by the Center include Consumer Education Online, Department of Children and Family services, Illinois Community College Board, Illinois Law Enforcement Training and Standards Board, Illinois Attorney General’s office, McDonalds Corporation, and Metra Railroad. Support Center: Kevin Morgan directs operations, where staff provide walk-in, phone and email-based support. The Center also includes Classroom Support Services managed by Andy Woerly and Desktop and Hardware Support managed by Mathew Clark. Under the leadership of Bev Baker, the Help Desk piloted a VOIP system. Results have been favorable. The system gives Bev and her staff the ability to analyze support center efficiencies in terms of speed to answer, length of conversation, average queue time, abandonment rate, and call volume. Preliminary analysis shows that implementation of the new system and staff training in mind leaders software increased the first contact resolution rate by 10 percent, placing Western above industry standards. Our rate of first call resolution is 70 percent compared to an industry standard of 65 percent. The Support Center also launched Western’s Knowledgebase, an automated self-help solution to common software applications and customized information provided by the University. The purchase of this client was based on a spring 2009 campus survey, suggesting that highest priority should be placed on this service. Classroom Support Services updated 18 electronic classrooms and conference rooms, published classroom information: classrooms by location, electronic classroom update schedule, design and upgrade FAQs, and general electronic classroom information. The team also facilitated videoconference events for the Board of Trustees, Faculty Senate, and University press conferences, such as the discovery of Earth Claw by Dr. Bonnan and his team. Desktop and Hardware Support combined Windows and Mac support; improved communication/collaboration with colleges by holding monthly meetings with college technology representatives; participated in beta testing of Windows 7 and Office 2010 with the departments of Computer Science, Engineering, and Manufacturing Engineering Technology; and is developing a website for a new Western partner that will offer educationally discounted software to all students, faculty, and staff.

uTech Computer Store: is now managed by John Louden. The store now offers a warranty repair specialist, Kris

Robinson; a new student Apple Representative, Derek Hammond; a new location in the main Union concourse, and new products. Apple reauthorized the Store March 28, 2010. Web Support Services: is led by Jeremy Merritt. The redesigned Website will be initially deployed by June 4, 2010. Updating of the 15,000 Webpages and 2,000 broken links will be a campus-wide initiative. The campus portal is currently being beta tested by members of the Internet Technology Advisory Group, University Technology

Advisory Group, and President Goldfarb. It is anticipated that the portal will be launched campus-wide in


September 2010. In addition to these efforts, Jeremy and his staff continue to support the University’s Web accessibility efforts. In supporting all three values of the Institutional Strategic Plan for Technology, Darrell Dohrman coordinates special projects and project management. This includes Big IP Project implementation, change management, the automated inventory of all classroom learning spaces, the University Technology Communication Committee, as well as coordination for the electronic classroom update project, installation of security cameras, sensitive data discovery and cleanup project kick off, and documenting University Technology policies and procedures in an operations manual. Dr. Tere North has also been very engaged in special technology projects, including RFP writing for a new ticketing system, computer lab surveys, internal evaluations of Support Center and Server Group, and keeping content of the University Technology Website current. In addition to coordinating daily operations of University Technology, Mike Dickson supported other technology special projects. This includes fiber expansion (connections to Pearl/Pierce Street Business Center and the Wright Residence are complete, the pathway from the Macomb to Quad Cities Campuses is mapped, and there are plans to extend coverage in Macomb to the Agricultural Center); additional ResNet bandwidth; VOIP implementation in the Support Center and expansion to the Quad Cities Campus; University Technology marketing and branding; Windows 7, Office 2010, wireless security, and future campus lab planning. Mike also participated in the grant leading to the development of the portal. He also participated in other proposals currently pending, including new technologies for Western’s program at the Shedd Aquarium, creating digital communities throughout Western Illinois, and fiber installation in northwest Illinois. As University Technology advances institutional priorities, the University Technology Directors were charged to work with the Vice President to:

a) Review the portfolio of University Technology and allocate staff time and resources to our core functions

and highest priorities identified in Higher Values in Higher Education 2008-2018 and the Institutional

Strategic Plan for Technology. The material presented in this report demonstrates that we are successfully supporting daily operations and campus planning.

b) Retain the agility to quickly respond to unexpected and emergent situations. Establishing process for scanning university-owned computers for sensitive data and expeditiously working with end users to eliminate this data is one of many examples demonstrating agility.

c) Develop a centralized budget for University Technology, instead of operating according to subdivisions

and individual operating budgets. Richard Chamberlain, Kathy Barrett, and Margaret Taylor have done exceptional work in this process. Our central funding, as described in division finances section, enables the unit to respond to university budgetary reductions, while establishing personnel and operating contingency funds to address high priorities and future reallocations.

d) Document and centrally locate all University Technology Materials. Jack Brown, Tim Rericha, and Hank Knowles did an exceptional job leading a network documentation project, as has Darrell Dohrman in documenting University Technology policies, procedures, and the change management process.

e) Think of University Technology as one unit, deemphasizing subdivision names to end-users—the

importance is that end-users know how to contact us, not what we call ourselves internally. The branding of uTech (logo, name badges, public displays) has deemphasized subdivision identification.

f) Increase communication and collaboration within University Technology. These efforts include weekly directors meetings with the vice president, two all-staff meetings to discuss priorities and goals (August 31st and April 2nd), a re-designed University Technology Website, and coordination of efforts within University Technology.

g) Support staff professional development in training, presentations, conferences, and workshops. This has been supported in many areas including security, big IP, network and web management, Windows 7 and Office 2010 to name just a few.

h) Engage with the campus community, through committees, task forces, governance groups and other

interactions when advancing institutional and technology goals. The six institutional technology committees with 141 appointments; Matthew Clark’s monthly meetings with college technology


representatives; spring and fall technology meetings with the vice president, university technology directors and faculty and staff from each of the colleges, university libraries, and the Quad Cities Campus; and University Technology’s participation in the Macomb town hall meeting on technology exemplify our commitment to communication and collaboration.

i) Remain open to diversity of perspective and thought. As a dynamically and ever-changing profession, the strength of the University Technology staff is demonstrated in our creative and innovative actions documented in this report.

Fiscal Year 2010 Budget, Enhancements, and Facilities Requests

The appropriated budget supporting the goals and priorities of the University Technology is $3.3 million. Of this total, $2.7 million (81.3 percent) is allocated to personnel services and $617 thousand (16.9 percent) is allocated to operations.

University Technology Appropriated Funds Budgets

Fiscal Year 2010

Operating Personnel Total

$617,250 $2,691,468 $3,308,718

Assessment of Strategic Plan 23,000 0 23,000

Technology Infrastructure 370,250 1,338,671 1,708,921

Technology Security 13,000 96,420 109,420

University Technology 0 123,144 123,144

University Technology Services 211,000 1,133,233 1,344,233

Committed to conservative fiscal management, University Technology engaged in $228,617 in cost savings and avoidance activities as documented in the section on divisional finances. Through internal reallocation of funding, University Technology also welcomed two new employees to the unit, Kevin Morgan in User Services and John

Louden in the Computer Store. Both employees have made valuable contributions to the unit as we advance our priorities and goals. Due to state cash flow issues, ordering for the Faculty Computer and Electronic Classroom upgrade programs was suspended. University Technology did receive $83,000 to support scanning of university computers for sensitive university data due to potential compromises of this data. In addition to appropriated funds budgets, the Center for the Application of Instructional Technologies is fiscally self-supporting and Telecommunications relies on local funding. University Technology has no facilities requests at this time. However, the directors have been charged to work with the Physical Plant to identify if there is opportunity to consolidate locations. University Technology is currently located in five buildings on the Macomb Campus. Consolidation of space may yield operational efficiencies and a return of space to support academic colleges and departments. Fiscal Year 2011 Goals

1. Support daily operations of University Technology and the provision of a high-speed, reliable and secure technological infrastructure.

2. Focus on a high-quality end-user experience with high levels of satisfaction.

3. Continue successful implementation of the technological priorities and goals from Higher Values in Higher

Education and the Institutional Strategic Plan for Technology.

4. Within University Technology:

a. Participate in the review and update of the Institutional Strategic Plan for Technology.


b. Advance the priorities and goals identified in the directors’ annual planning and accomplishments reports and the initiatives described in this report.

c. Continue to increase communication within the unit and increase managers’ involvement in planning and budgeting.

d. Provide increased training and professional development opportunities. Human resources are an organization’s greatest asset.

5. Continue studying/implementing new models of funding, given state cash flow and budget issues.

DIVISION FINANCES

The Division’s appropriated budget is $5.3 million, with 38.1 percent allocated to Western Illinois University-Quad Cities and 61.9 percent allocated to University Technology. The Division exercises conservative fiscal management. During Fiscal Year 2010, we engaged in $742,249 in cost savings and avoidance activities. Additionally, we continue to look for future cost savings and avoidance activities in the years ahead. Two potential savings activities are partnerships in fiber installation that could save the University over $2.5 million over a ten-year period, and the conversion to VOIP that would save $1.1 million over a five-year period.


Cost Savings and Avoidance Activities

All Sources of Funds

Fiscal Year 2010

Area/Action Amount

Total Division $742,249

WIU-Quad Cities $228,632

Administration $17,221

Reduce annual expenditures 17,221

Development $17,400

Did not use a fundraising consultant 13,200

Limited donor meals 1,200

Limited travel 3,000

Marketing $90,276

FY10 budget reduction from FY09 48,500

Negotiated rate reductions 41,776

Operations and Maintenance $11,234

Reduce annual expenditures $11,234

Office of Academic and Student Services $67,727

Travel freeze 2,000

Did not fill 2.5 FTEs 65,727

Technology $24,774

Did not fill Data Processing position 17,274

Delay Macintosh training 2,500

Delay sound system purchase 5,000

Planning $285,000

Did not receive FY10 funding for Strategic Plan implementation 85,000

Did not receive FY10 funding for Master Plan implementation 200,000

Technology $228,617

Technology Infrastructure $67,500

Virtualization of 31 servers 54,000

Software savings associated with server virtualization 13,500

Technology Security $6,915

Reduce annual expenditures $6,915

Telecommunications $120,509

Did not fill retirement 60,120

Utilize Verizon PRI service 53,000

Reduce T1's 7,245

Eliminate use of one van 144

University Technology Services $33,693

Did not fill open position 33,693


With a university-required 3.5 percent base reduction, the Division would be expected to return $186,990 in appropriated funds to the institution. We exceeded this expectation. The base reduction exercise gave the Division the opportunity to evaluate priorities, consider additional reallocations, and establish contingency funds for operations and personnel in Macomb and the Quad Cities. In total, the Division will reduce and reallocate $292,715 in Fiscal Year 2011. This value is 56.5% higher than the minimal university expectation, and positions the division to address future fiscal challenges and advance priorities and goals.

Planning Parameters and Results of the Appropriated Funds Budget Reduction/Reallocation Exercise

Fiscal Year 2011

Planning Parameters Results

1) Existing QPT staff positions will not be eliminated to compensate for fiscal reductions.

No currently filled staff positions were eliminated to

address the Division's reduction/reallocation

exercise.

2) We will solicit input from all QPT staff and our decisions will emphasize our highest priorities

Planning parameters were initially announced with

feedback from all staff solicited from the Vice

President in a March 12, 2010 e-mail. Staff feedback

was also solicited at the Quad Cities presentations

made by the Assistant Vice President and Directors

on March 18th and at the University Technology

presentations made by the Assistant Vice President

and Directors on April 2nd. The Assistant Vice

President and Directors solicited additional

University Technology staff feedback in an April 7th e-

mail.

3) There will not be uniform reductions of 3.5 percent across the Division.

The Division did not engage in uniform 3.5%

reductions/reallocations. The contributions from base

budgets were 5.5% ($112,715) from the Quad Cities

Campus, 20% ($5,000) from Planning, and 5.3%

($175,000) from Technology.

4) Nor will QPT engage in pro-rata reductions in operating and personnel services across or within areas and/or campuses; so we can engage in priority-based decisions.

As a total division, operating and personal services

funds were reduced 12.9% ($151,307) and 3.4%

($141,408), respectively.

Operating funds reductions/reallocations by area

were 1.7% for the Quad Cities, 20.0% for Planning,

and 22.9% for Technology.

Personnel funds reductions/reallocations were

achieved by not filling vacant positions. By area

personnel services funds reductions/reallocations

were 7.3% for the Quad Cities, and 1.3% for

Technology.

5) Effective immediately, all vacant (current and future) staff positions in QPT will be returned to the Vice President in order to create a central pool of dollars to support our highest priorities and needs.

A total of $75,165 in unfilled position dollars remains

after meeting the Division’s $186,990 budget

reduction. A total of $58,637 will be used to support

60 percent of the University Architect’s salary,

leaving a balance of $16,528 that will be held

centrally by the vice president.


6) The Division will establish a contingency fund to help support future fiscal needs and divisional priorities.

An additional $5,000 will be held in the Quad Cities

Administrative Account as contingency reserve and

$30,560 in Technology as reserve.

7) The Division will continue to engage and document cost savings and avoidance activities.

The Division engaged in $742,249 in cost savings

and avoidance activities during Fiscal Year 2010.

These funds were reallocated to support the highest

priorities and needs.

8) The Division will continue to document and continually identify opportunities to streamline and avoid duplication of efforts/services.

Results will continue to be documented in annual

planning and accomplishment presentations.

9) The Division will remain fiscally conservative. Annual expenditures will be compared to previous years to evaluate our spending patterns.

Spending patterns will be evaluated quarterly.

10) Appropriate local dollars will be used to support divisional priorities.

Any use of student fee dollars will continue to require

consent from the Student Government Association on

the respective campus.

11) The Division will aggressively pursue external funding sources to support priorities and goals.

As of March 2010, Quad Cities, Planning and

Technology has received $2.1 million in external

awards. In March 2010, University Technology in

partnership with the Illinois Institute for Rural

Affairs applied for a $7.5 million, three-year

broadband training grant; additionally, the Quad

Cities Campus applied for a $750,000 federal grant

to support supercomputing in the School of

Engineering, and a $450,000 grant to support a

bioacoustics laboratory for Biological Sciences at

Niabi Zoo. Moreover, the Quad Cities Campus has

raised $1.8 million in its comprehensive fundraising

campaign, and this total excludes another $850,000

when WQPT becomes a part of Western Illinois

University (May 1, 2010).

On the Quad Cities Campus, budgetary reductions were achieved primarily by not filling vacant positions (3.5 FTE). Two positions critical to our academic mission, an Admissions Counselor and Academic Advisor were filled. In University Technology, appropriated funds reductions were achieved by not filling one vacant position, operating funds reductions, and using local funds.


Source of Appropriated Funds for Base Budget Reductions/Reallocations

Fiscal Year 2011

Source Amount

Western Illinois University-Quad Cities $112,715

Do not fill advising support position $43,986

Reduce administrative budget 5,000

Do not fill GA position in Admissions 8,190

Do not fill Assistant Director in Student Services 38,292

Do not fill data entry position 17,247

Planning $5,000

Reduce operating budget 5,000

Technology $175,000

Reduce operating budget 141,307

Do not fill Specialist II position 33,693


Through difficult but necessary decisions, the Division met the 3.5 percent reduction, supported part-time relocation of the University Architect to support Riverfront Campus construction, and the establishment of divisional contingency funds for operating and personnel services.

Reallocations from Appropriated Funds Base Reallocations

Fiscal Year 2011

Action Amount

Return 3.5% to the University $186,990

Fund 60% of University Architect position 58,637

Establish vice president contingency fund (personnel) 16,528

Establish contingency fund (Quad Cities operations) 5,000

Establish contingency fund (Technology operations) 25,560


As these reductions/reallocations are implemented, the Division will proceed with two new hires. Both of these hires will be funded by internal reallocation of funds and no new monies are requested from the University. With agreement from the Provost and Academic Vice President, funds will be transferred to the Quad Cities Campus to support an Office Support Associate to oversee the testing center and provide support to faculty teaching distance education courses. Telecommunications will also be stationing a locally funded employee on the Quad Cities Campus. This position will support VOIP and Quad Cities network management. At the same time, the Division also supports the College of Business and Technology’s request for a support position in the School of Engineering. Currently one staff member, Lois Retherford, provides administrative assistance and faculty support. Lois was temporarily located at the Caxton Building to support initial opening and operations of the program in a new faculty. However, her primary assignment is to serve as an Admissions and Records specialist for the Quad Cities Campus. With time being finite, critical registrar services and administrative support has been temporarily limited as Lois also serves the College of Business and Technology.


The Quad Cities Campus also seeks funding from Academic Affairs for an additional academic advisor. The former Dean of Arts and Sciences agreed to fund a position, while the Vice President temporarily added responsibilities to existing staff. To date, funding has not been transferred. Recognizing the challenging fiscal context, the Division is only requesting appropriated funds for two new staff positions should funding become available. The first position request is for an academic support specialist on the Quad Cities Campus to address the academic support needs of linkages students, students on academic probation, and students who were re-enrolled at the University. Justification is provided in the position request. Such a position is consistent with the University’s core value of academic excellence and the commitment to the individual learner. With Building One opening in the next 12-18 months, now is the time to develop a prioritized staffing growth plan for the Quad Cities Campus. The Quad Cities Administrative Team will be developing a prioritized staffing growth plan for the campus, following parameters identified in the Growing Our Two Campuses Special Emphasis in the University’s Self Study for re-accreditation from the Higher Learning Commission-North Central Association of Colleges and Schools. The Vice President will work with Academic Affairs to do the same for faculty positions. With growth plans to be further developed, there are several mission-critical staff positions that must be highest priority in the University’s Fiscal Year 2012 Operations Recommendations to the Illinois Board of Higher Education. This includes staffing related to:

• Campus Security. The Quad Cities Campus currently contracts for 2.5 FTE to provide stationed security personnel on-site. The seven-mile distance between 60th Street and the Riverfront Campus precludes immediate response to a given situation.

• Campus Operations and Maintenance. The Quad Cities Campus currently supports 3.0 FTE for the current 60th Street facility and Caxton Building. This includes a total budget of $183,500 for operations and $145,282 for personnel services. Moreover, unlike the Macomb Campus, there is no base funding for campus permanent improvements. All major initiatives have been reallocated from the administrative budget with year-end funding. This practice is not sustainable.

• Campus Utilities. The University currently budgets $100,000 for the 60th Street facility. There are currently no identified funds for Riverfront Campus.

• Faculty Support. The current faculty support to faculty ratio of the Macomb Campus is 1:9 and it is 1:33 on the Quad Cities Campus. There is limited capacity to extend our support at current staffing levels as the campus continues to grow.

• Administrative Support. While we are committed to controlled staff growth, there is immediate and documented need for administrative support. The Vice President’s Administrative Aide also provides administrative support for three other FTE and coordinates all campus special events. The level of administrative support is significantly disproportionate to Macomb.

As the Quad Cities Administrative Team prepares its long-term staffing growth plan during summer 2010, we will be fiscally conservative. Western Illinois University retains administrative and instructional costs below the statewide average. The $250.82 instructional cost per credit hour at Western is 14.3 percent below the statewide average of the Illinois public universities. Moreover, our $63.55 administrative and support cost per credit hour is 20.9 percent below the statewide average. University Technology is seeking a new senior database administrator position to lead compliance efforts associated with sensitive data protection. Such a position is required to meet legislative requirements and the security of campus computing. We also seek reinstatement of funding for the Faculty Computer and Electronic Classroom Upgrade programs to support the academic excellence and educational opportunities of Western Illinois University. This request is made to sustain progress made in previous years when funding was available. Our request directly supports the University’s academic mission.


SUMMARY

This report ends as it began…The Division of Quad Cities, Planning and Technology is comprised of approximately 200 employees. The strength of our unit and base of our accomplishments is our people. Together, we are

supporting the academic mission and service operations of Western Illinois University and we are advancing

institutional goals and priorities. Fiscal Year 2011 Appropriated Funds Budget Request forms and Fiscal Year 2010 Budget Enhancement Accountability forms are displayed in the pages that follow.



Budget Request Format For Program Support FY11

I. Unit submitting request: Western Illinois University-Quad Cities Priority Number: 1 II. Provide a short title of the initiative proposed for incremental funding: Office Support Assistant

III. Provide a short description of the initiative proposed for incremental funding and how it relates to the University’s goals, mission statement, or strategic plan.

The Quad Cities Campus administers over 1,400 examinations for faculty and distance learning students annually. This was a function originally created by the School of Extended Studies. However, the Quad Cities Campus does not receive any funding to support these functions, and the faculty support to faculty ratio is 1:9, compared to 1:33 in Macomb. With a return of positions to the University, the Quad Cities administration does not have funds to support testing center personnel or operations, which is a mission critical activity.

IV. Describe the specific accomplishments, and increases in productivity expected from this initiative and how results will be measured or evaluated.

This position will support the testing center and faculty teaching in distance learning.

V. Provide a listing of all incremental funds requested by the following categories:

Personnel Services : $22,000 Total: $22,000

VI. Are the requested funds to be included as permanent increase in the unit’s base budget: Yes

VII. Will the project be supplemented by other funds: Yes, the Quad Cities administrative account will pay for the operating needs associated with the position.

Contact Person If Question: Joe Rives, 762-8090




I. Unit submitting request: Western Illinois University-Quad Cities Priority Number: 2 II. Provide a short title of the initiative proposed for incremental funding: Retention Specialist


The position will be charged with advancing undergraduate retention and graduation rates on the Quad Cities Campus. This is a mission-critical position, offered in Macomb and at peer institutions but not at the Quad Cities Campus. We have no designated academic support structure for linkages students and students at-risk. In fall 2009, there were seven linkages students, eight re-admitted students, and 27 undergraduate students on probation. Of the latter, only seven persisted to the spring. This 17% persistence rate compares to an 80% persistence rate for all other undergraduate students. In Macomb, students receive academic support services from many designated offices and functions, including University Advising and Academic Services Center, Student Development and Orientation, and peer mentoring programs across campus. Such academic support does not exist on the Quad Cities Campus. All of our peer institutions offer academic skills coaching, general tutoring, and discipline specific tutoring. Most centers offer both professional and paid peer tutors to help students succeed. For example, with an enrollment of 1,500 students, Texas A&M – Texarkana’s academic support staff includes a Director of Student Support Services, 4 FTE Counselors, and 2 FTE Secretaries. We seek funding to establish a new center with one professional FTE, growing the program based on student demand, need, and utilization.


This position will provide comprehensive academic support and will be evaluated based on numbers of students served, student satisfaction ratings, and advancements in campus retention and graduation rates.


Personnel Services : $50,000 (for an A/P position) Other Operating Funds: 10,000 Total: $60,000


VII. Will the project be supplemented by other funds: Yes, operations will be enhanced through extramural funding.



Western Illinois University-Quad Cities Budget Request Format

For Program Support FY11

The Quad Cities Campus is also seeking partnership funding from Academic Affairs for a secretary/advisor in the School of Engineering, and an additional academic advisor. As explained in the text of this report, we seek either $20,000 to support the time and effort of Lois Retherford or full buy out of the position and funding to support a Quad Cities academic advisor as agreed by the College of Arts and Sciences.


Western Illinois University-Macomb


I. Unit submitting request: University Technology Priority Number: 1

II. Provide a short title of the initiative proposed for incremental funding: Technology Security


In Fiscal Year 2010, University Technology received one-time funding to support scanning of university-owned computers for sensitive data in response to previous compromises of data. To date, 2,223 computers are on an established scanning cycle. Of these computers, 840 (37.6%) have contained sensitive data: 1.7 million Social Security numbers and approximately 45,000 credit card numbers. While remediation prevention and assistance is offered to all end-users, there is documented need to continue scanning. There are over 5,000 computers on the University’s inventory yet to be scanned and there are end-users with repeated occurrences of sensitive data on university-owned computers. The University’s current license will expire at the end of the fiscal year, and base funding is requested to sustain current practices. In conjunction with the Identity Protection Act, the University is need of a highly skilled senior database administrator to create data depositories to contain original and backup copies of sensitive data that must be retained for external requirements. To do so requires that data is aggregated, normalized and protected. This is a highly specialized function that cannot be achieved through internal reallocation. It should also be noted that pending legislation such as, Connecticut S.B. 1089, Illinois S.B. 1675 and Massachusetts H. 213 all contain provisions similar to Washington’s and Minnesota’s liability provision that makes universities liable to banks or financial institutions for costs incurred from a breach.


The Chief Technology Security Officer is responsible for providing routine updates on the scanning, remediation, and prevention efforts associated with both initiatives described above.


Personnel Services : $70,000 (for an A/P position) Other Operating Funds: 10,000 Software Renewal: 15,000 Total: $95,000


VII. Will the project be supplemented by other funds: No.



Western Illinois University-Macomb


I. Unit submitting request: University Technology Priority Number: 2

II. Provide a short title of the initiative proposed for incremental funding. Faculty Computer and Electronic Classroom Upgrade Programs


The Faculty Computer and Electronic Classroom Upgrade Programs are stated priorities in Higher

Values in Higher Education 2008-2018 and the Institutional Strategic Plan for Technology at

Western Illinois University. We seek reinstatement of central university funding to continue these initiatives.


To build upon previous success when the program was funded. At the end of Fiscal Year 2009, approximately one third of University classrooms were upgraded and one half of faculty computers were in a four-year rotation. The program was suspended in Fiscal Year 2010 due to state cash flow issues. Recognizing the challenging fiscal climate, the current fund request is 50% of the level when the programs were initially designed and supported.


Equipment and Instructional Materials $250,000 Total: $250,000


VII. Will the project be supplemented by other funds: Yes, the previously funded program required that academic colleges also demonstrate funding to support technology upgrades.



Western Illinois University

Accountability Report for Program Support –FY10 I. Unit submitting report: Western Illinois University-Quad Cities

II. Short title of the initiative receiving funding: Programming Study, Building Two.

III. Describe the specific productivity measures achieved (refer to submitted materials the previous year, or year that funding was requested and provided).

We received $50,000 in one-time funding to conduct a programming study for Building Two. A state-

defined Quality Based Selection process was completed. Hollabird and Root from Chicago was the selected firm. A report, drawings, and 3-D model of the campus were completed. Having completed this Illinois Capital Development Board requirement, we are now seeking release of state funding to support architectural and engineering design planning for Building Two, while Building One is constructed.

IV. Provide a listing of all funds expended to date by the following categories: $50,000 in contractual Contact Person If Questions: Joe Rives, 762-8090



Accountability Report for Program Support –FY10 I. Unit submitting report: University Planning

II. Short title of the initiative receiving funding: Accreditation Preparation.


A total of $15,000 in one-time funding was received to aid in the production of the University’s Self Study

for Reaccreditation from the Higher Learning Commission-North Central Association of Colleges and Schools. At the time of writing this report, the Self Study is working through the governance process. When completed, the Self Study will be grammatically edited and produced by Document and Publication Services. Electronic and paper copy of the report will be shared with the on-site review team, members of the campus community, and University Archives. Any unused funds will be returned to the University. No funds have been expended at this time. The project will be completed by June 30, 2010.

IV. Provide a listing of all funds expended to date by the following categories: $15,000 in operations Contact Person If Questions: Joe Rives, 762-8090



Accountability Report for Program Support –FY10 I. Unit submitting report: University Technology

II. Short title of the initiative receiving funding: Technology Scanning.


In response to previous potential compromises of sensitive data on university-owned computers, scanning

of sensitive data was implemented and routinized. One-time funding was used to support scanning. To date, 2,223 computers are on an established scanning cycle. Of these computers, 840 (37.6%) have contained sensitive data: 1.7 million Social Security numbers and approximately 45,000 credit card numbers. Remediation prevention and assistance is offered to all end-users.

IV. Provide a listing of all funds expended to date by the following categories: $82,000 in operations Contact Person If Questions: Joe Rives, 762-8090

fy10 annual report final · 2010-11-10 · since academic year 2005-2006, total quad cities...

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