WESTERN ILLINOIS UNIVERSITY BOARD of TRUSTEES December 17-18, 2015

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 17-18, 2015

Western Illinois University Macomb, Illinois

Agenda Topic Page Action

December 17, 2015 – Corbin/Olson E-Classroom, Room 1032 Motion to Convene to Open Session – 7:00 p.m.

Roll Call

Topic: Meeting Procedures Action Motion to Convene to Closed Session – 7:00 p.m.

Roll Call Action

Closed Session

Motion to Reconvene in Open Session

Adjourn

December 18, 2015 – Capitol Rooms, University Union Motion to Convene to Open Session – 8:00 a.m.

Roll Call

Review and Approval of October 1-2, 2015 Board Meeting Minutes ...... 5 Action

Chairperson’s Remarks Roger Clawson

President’s Remarks Jack Thomas

Assistant to the President for Governmental Relations Report Jeanette Malafa

Agenda Topic Page Action

General Comments by Vice Presidents Dr. Kathy Neumann, Interim Provost and Academic Vice President Mr. Brad Bainter, Vice President for Advancement and Public Services Dr. Gary Biller, Vice President for Student Services Ms. Julie DeWees, Vice President for Administrative Services Dr. Joseph Rives, Vice President for Quad Cities and Planning

Advisory Group Reports and Comments William Gradle – President, Student Government Association – Macomb Teresa Koltzenburg – President, Council of Administrative Personnel – Macomb Christopher Pynes – Chair, Faculty Senate – Macomb Karen Trusley – President, Civil Service Employees Council – Macomb

Board Committees Finance Committee William Epperly, Chair

Report No. 15.12/1 ...... 7 Report on Contributions (Vice President Brad Bainter)

Report No. 15.12/2 ...... 17 Purchases of $100,000-$499,999 (Vice President Julie DeWees)

Resolution No. 15.12/1 ...... 19 Action Purchases of $500,000 and Over – Western Hall Lower Bleacher Replacement (Vice President Julie DeWees)

Resolution No. 15.12/2 ...... 21 Action Purchases of $500,000 and Over – Demolition and Deconstruction Projects – Higgins Hall, Lamoine Village, and East Village (Vice President Julie DeWees)

Resolution No. 15.12/3 ...... 23 Action FY 2017 Appropriated Capital Budget Recommendations (Budget Director Matt Bierman)

Resolution No. 15.12/4 ...... 41 Action Property Easement – McDonough County (Vice President Julie DeWees)

Resolution No. 15.12/5 ...... 43 Action Approved Signatories (Vice President Julie DeWees)

Agenda Topic Page Action

Academic & Student Services Committee Cathy Early, Chair

Report No. 15.12/3 ...... 45 Enrollment, Retention and Graduation Rate Information (Vice President Gary Biller, Associate Provost Nancy Parsons, Director of Institutional Research and Planning Angela Bonifas and Director of Admissions Andy Borst)

Report No. 15.12/4 ...... 63 Fiscal Year 2016 Performance Report (Vice President Joe Rives)

Report No. 15.12/5 ...... 85 Iowa Re-Certification for Museum Studies and Distance Education (Vice President Joe Rives)

Report No. 15.12/6 ...... 141 State Authorization Reciprocity Act and Interregional Guidelines for the Evaluation of Distance Education Programs (Vice President Joe Rives)

Report No. 15.12/7 ...... 165 Memorandum of Understanding with Ashford University (Vice President Joe Rives)

Resolution No. 15.12/12 ...... Handout at Meeting Action FY2017 Tuition Recommendation (Director of Budget Matt Bierman)

Audit Committee Roger Clawson, Chair

Resolution No. 15.12/6 ...... 183 Action Annual Presentation of Auditing Department Charter (Internal Auditor Michael Sartorius)

General Discussion and Action Items

Report No. 15.12/8 ...... 189 Facility Assessment Report (Vice President Julie DeWees and Director of Facilities Management Scott Coker)

Report No. 15.12/9 ...... 195 Fiscal Year 2016 Master Plan Update (Vice President Joe Rives, Vice President Gary Biller and Vice President Julie DeWees)

Report No. 15.12/10 ...... 203 Higher Learning Commission-North Central Association of Colleges and Schools Quality Initiative Report (Vice President Joe Rives)

Agenda Topic Page Action

Report No. 15.12/11 ...... 217 Quarterly Long Term Planning Update (Vice President Joe Rives)

Resolution No. 15.12/7 ...... 219 Action Release of October 1, 2015 Closed Session Meeting Minutes

Resolution No. 15.12/8 ...... 221 Action Revision to Board Regulations, II.B.10.e., Contract Modification – Second Reading (Legal Counsel Rica Calhoun)

Resolution No. 15.12/9 ...... 223 Action Revision to Board Bylaws, IV.D., Remote Attendance Procedures – First Reading (Legal Counsel Rica Calhoun)

Resolution No. 15.12/10 ...... 225 Action Revision to Board Bylaws, VI.C., Tie Procedures – First Reading (Legal Counsel Rica Calhoun)

Resolution No. 15.12/11 ...... 227 Action Officer Appreciation – Julie DeWees

Old Business

New Business

Next Meeting - March 10-11, 2016 – WIU, Macomb

Adjourn Action

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Review and Approval of the October 2, 2015 Board Meeting Minutes

Minutes are available for review at: http://www.wiu.edu/board_of_trustees/minutes/index.php

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Report No. 15.12/1 Report on Contributions

Interim Campaign Progress Report July 1, 2015 - June 30, 2016

Pledges Planned Total Cash Gifts-in- Total Made Gifts Pledges Gifts Kind Gifts* $ 962,814 $ 337,800 $ 1,300,614 $ 866,590 $ 56,853 $ 923,443

Total Goal % to Goal FY2016 $ 2,224,057 $ 9,000,000 24.7%

Outside scholarships not included in report: $ 877,687 PURPOSE: Record of fiscal year goals and progress AUDIENCE: Internal use for administrators, development officers, and board members NOTES: *Gifts do not include pledge payments. Gifts-in-kind do not include service or noncharitable gifts-in-kind. Printed on 2015-11-17 Interim Campaign Progress Report July 1, 2015 - June 30, 2016

COLLEGE/UNIT PLEDGES GIFTS GIFTS- PLANNED FISCAL IN-KIND GIFTS YEAR TOTAL

CAS 21,734 98,418 0 75,000 195,152 CBT 135,594 170,337 7,475 0 313,406 COEHS 59,022 71,218 243 50,000 180,483 COFAC 34,493 32,478 20,304 0 87,275 LIBRARY 17,911 4,830 3,329 0 26,070 HONORS 1,880 52,900 75 0 54,855 INTL STUDIES 17,203 13,473 0 0 30,676 STUDENT SERVICES 12,862 11,074 482 0 24,418 QC 217,653 2,092 0 0 219,746 WQPT 28,436 86,708 6,190 0 121,334 ATHLETICS 264,254 73,909 17,448 0 355,611 ALUMNI 571 4,196 1,307 0 6,074 BGS 5,198 5,460 0 0 10,658 TRI-STATES RADIO 72,359 70,940 0 0 143,299 PFA 0 345 0 0 345 OTHER 73,643 168,211 0 212,800 454,655 UNIVERSITY 962,814 866,590 56,853 337,800 2,224,057 TOTALS:

Outside scholarships not included in report: $ 877,687

PURPOSE: Record of fiscal year progress by unit AUDIENCE: Internal use for administrators, development officers, and board members NOTES: Gifts do not include pledge payments. Radio is separate from COFAC; Parent and Family Association is separate from Student Services. Gifts-in-kind do not include service or noncharitable gifts-in-kind. Printed on 2015-11-17 Significant Donors Report Gifts of $5,000 or more for Fiscal Year July 1, 2015 - June 30, 2016

Planned Non- Planned GIK Non- Pledges Gifts Planned GIK Deductible Total Cash Pledges Planned Gifts Pledge Deductible Total Name Made Made Gifts PV Pledge GIK Pledge Pledges Gifts Paid Gifts Paid Cash Paid GIK Paid Receipts

ANONYMOUS 20 0 0 0 0 20 5,787 20 0 0 561 0 6,368 APPLE COMPUTER INC 0 0 0 0 0 0 32,652 0 0 0 0 0 32,652 ARCHER-DANIELS-MIDLAND 90,000 0 0 0 0 90,000 0 90,000 0 0 0 0 90,000 COMPANY BRAD BAINTER 9,310 0 0 0 0 9,310 168 4,221 0 0 0 0 4,388 BASF CORPORATION 0 0 0 0 0 0 27,500 0 0 0 0 0 27,500 BAYER CORPORATION 0 0 0 0 0 0 8,200 0 0 0 0 0 8,200 GIL BELLES 2,060 0 0 0 0 2,060 3,500 2,020 10,000 0 0 0 15,520 GARY BILLER 5,370 0 0 0 0 5,370 0 2,595 0 0 0 0 2,595 GINNY BOYNTON 6,792 0 0 0 0 6,792 820 3,174 0 0 0 0 3,994 CHARLIE CAREY 5,000 0 0 0 0 5,000 500 5,000 0 0 0 0 5,500 LINDA CAREY 0 0 0 0 0 0 0 0 0 0 0 0 0 STEVE CARTER 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 CHICAGO MERCANTILE 10,000 0 0 0 0 10,000 0 10,000 0 0 0 0 10,000 EXCHANGE GROUP FOUNDATION CHERIE CLARK 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0 ERIC CLARK 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0 COBANK 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 ERNIE CODILIS 7,500 0 0 0 0 7,500 50,000 7,500 0 0 0 0 57,500 PAMELA CODILIS 0 0 0 0 0 0 0 0 0 0 0 0 0 COMMUNITY FOUNDATION 2,500 0 0 0 0 2,500 6,000 2,500 0 0 0 0 8,500 GREAT RIVER BEND DON DEXTER 10,050 0 0 0 0 10,050 100 5,050 0 0 0 0 5,150 JOHN DISTEFANO 250 0 0 0 0 250 4,250 250 0 0 0 0 4,500 KIM DISTEFANO 250 0 0 0 0 250 4,250 250 0 0 0 0 4,500 RUSSELL DOHNER 0 75,000 0 0 0 75,000 60,000 0 0 0 0 0 60,000 DORIS & VICTOR DAY 25,000 0 0 0 0 25,000 0 25,000 0 0 0 0 25,000 FOUNDATION GEORGE ENGELN 0 0 0 0 0 0 2,500 0 0 0 0 0 2,500 ERIC GLEACHER FOUNDATION 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 SUE MARTINELLI-FERNANDEZ 5,901 0 0 0 0 5,901 173 2,459 0 0 0 0 2,632 Planned Non- Planned GIK Non- Pledges Gifts Planned GIK Deductible Total Cash Pledges Planned Gifts Pledge Deductible Total Name Made Made Gifts PV Pledge GIK Pledge Pledges Gifts Paid Gifts Paid Cash Paid GIK Paid Receipts FMC CORPORATION- 0 0 0 0 0 0 8,000 0 0 0 0 0 8,000 AGRICULTURAL PRODUCTS GROUP GENESIS SYSTEMS GROUP 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0 CHUCK GILBERT 4,800 0 0 0 0 4,800 4,281 2,000 0 0 0 0 6,281 KAREN IHRIG-GILBERT 0 0 0 0 0 0 225 0 0 0 0 0 225 GRANT W & VIRGINIA M 25,000 0 0 0 0 25,000 0 25,000 0 0 0 0 25,000 BRISSMAN FOUNDATION GEORGE GRICE 12,000 0 0 0 0 12,000 0 4,000 0 0 0 0 4,000 ANN MARIE HAYES-HAWKINSON 0 0 0 0 0 0 0 0 0 0 0 0 0 KEN HAWKINSON 6,250 0 0 0 0 6,250 200 2,250 0 0 0 0 2,450 HUNT AND DIANE HARRIS 25,000 0 0 0 0 25,000 0 0 0 0 0 0 0 FOUNDATION I WIRELESS CENTER 0 0 0 0 0 0 2 0 0 0 0 5,699 5,701 JOHN DEERE CLASSIC 0 0 0 0 0 0 7,632 50,000 0 0 0 0 57,632 DEAN JOHNSON 2,000 200,000 0 0 0 202,000 0 0 0 0 0 0 0 MARILYN JOHNSON 2,125 0 0 0 0 2,125 483 2,125 0 0 0 0 2,608 GARRY JOHNSON 2,125 0 0 0 0 2,125 540 2,125 0 0 0 0 2,665 JUDY KERR 2,550 0 0 0 0 2,550 0 2,550 0 0 0 0 2,550 MEL KERR 2,550 0 0 0 0 2,550 0 2,550 0 0 0 0 2,550 CAROLYN TYIRIN-KIRK 0 0 0 0 0 0 0 0 0 0 0 0 0 GORDON KIRK 10,000 0 0 0 0 10,000 0 0 0 0 0 0 0 GREG KNIGHT 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 SUSAN KNIGHT 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 KUNES COUNTRY AUTO GROUP 0 0 0 9,235 0 9,235 0 0 0 0 9,235 0 9,235 LAVERDIERE CONSTRUCTION 0 0 0 28,065 0 28,065 0 0 0 0 28,065 0 28,065 INC SAMUEL MARLOW 5,000 0 0 0 0 5,000 0 2,500 0 0 0 0 2,500 JODY MC CAMEY 1,000 50,000 0 0 0 51,000 0 1,000 0 0 0 0 1,000 TOBY MC CAMEY 0 0 0 0 0 0 10,000 0 0 0 0 0 10,000 MC CARTHY-BUSH 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0 FOUNDATION BETTY MC KINLEY 0 0 0 0 0 0 2,500 0 0 0 0 0 2,500 BILL MC KINLEY 0 0 0 0 0 0 2,600 0 0 0 0 0 2,600 CHRIS ADAMSKI-MIETUS 2,500 0 0 0 0 2,500 100 2,500 0 0 0 0 2,600 KENNETH MIETUS 3,700 0 0 0 0 3,700 100 3,000 0 0 0 0 3,100 MODERN WOODMEN OF 25,000 0 0 0 0 25,000 500 0 0 0 0 0 500 AMERICA Planned Non- Planned GIK Non- Pledges Gifts Planned GIK Deductible Total Cash Pledges Planned Gifts Pledge Deductible Total Name Made Made Gifts PV Pledge GIK Pledge Pledges Gifts Paid Gifts Paid Cash Paid GIK Paid Receipts MOLINE DISPATCH PUBLISHING 0 0 0 0 0 0 0 0 0 0 0 5,920 5,920 COMPANYL L C MOLINE FOUNDATION 50,000 0 0 0 0 50,000 0 50,000 0 0 0 0 50,000 MONSANTO COMPANY 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 MTC COMMUNICATIONS INC 0 0 0 0 0 0 5,322 0 0 0 0 0 5,322 DEB NELSON 3,000 0 0 0 0 3,000 12,500 1,500 0 0 0 0 14,000 STEVE NELSON 3,000 0 0 0 0 3,000 12,500 1,500 0 0 0 0 14,000 NEXT PHASE ENTERPRISES 7,000 0 0 0 0 7,000 0 7,000 0 0 0 0 7,000 LLC DAN O'NEILL 2,550 0 0 0 0 2,550 775 2,550 0 0 0 0 3,325 LINDA O'NEILL 2,550 0 0 0 0 2,550 0 2,550 0 0 0 0 2,550 MARIANNE OLIVA 0 0 0 0 0 0 0 0 0 0 0 0 0 SAM OLIVA 0 0 0 0 0 0 20,000 0 0 0 0 0 20,000 CHRIS ONTIVEROS 5,000 0 0 0 0 5,000 0 5,000 0 0 0 0 5,000 PAMELA ONTIVEROS 5,000 0 0 0 0 5,000 0 5,000 0 0 0 0 5,000 JOHN PASSANANTI 4,000 0 0 0 0 4,000 0 4,000 0 0 0 1,000 5,000 MARY PASSANANTI 0 0 0 0 0 0 0 0 0 0 0 0 0 PIKE OIL & GAS INC 5,000 0 0 0 0 5,000 0 5,000 0 0 0 0 5,000 QUAD CITY SYMPHONY 0 0 0 0 0 0 400 0 0 0 0 5,240 5,640 ORCHESTRA RUTH RICHERT 250 0 0 0 0 250 10,600 250 0 0 0 0 10,850 JOE RIVES 7,450 0 0 0 0 7,450 0 3,850 0 0 0 0 3,850 SHEILA ROEHLK 0 12,797 0 0 0 12,797 0 0 12,797 0 0 0 12,797 ROY J CARVER CHARITABLE 161,000 0 0 0 0 161,000 0 161,000 0 0 0 0 161,000 TRUST MONA SAWYER 0 0 0 0 0 0 27,404 0 0 0 0 0 27,404 JIM SHIPP 12,500 0 0 0 0 12,500 0 0 0 0 0 0 0 VERONICA SHIPP 12,500 0 0 0 0 12,500 0 0 0 0 0 0 0 SHIVE-HATTERY INC 7,500 0 0 0 0 7,500 0 0 0 0 0 0 0 SODEXO INC & AFFILIATES 50,000 0 0 0 0 50,000 0 0 0 0 0 0 0 AMY SPELMAN 3,860 0 0 0 0 3,860 125 1,371 0 0 0 0 1,496 DENISE STEWART 0 0 0 0 0 0 2,500 0 0 0 0 0 2,500 FRANK STOUT 1,750 0 0 0 0 1,750 1,915 1,750 0 0 0 0 3,665 PENNY STOUT 1,750 0 0 0 0 1,750 1,750 1,750 0 0 0 0 3,500 STRONGHURST LLC 25,000 0 0 0 0 25,000 0 0 0 0 0 0 0 EVELYN THOMAS 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 Planned Non- Planned GIK Non- Pledges Gifts Planned GIK Deductible Total Cash Pledges Planned Gifts Pledge Deductible Total Name Made Made Gifts PV Pledge GIK Pledge Pledges Gifts Paid Gifts Paid Cash Paid GIK Paid Receipts JACK THOMAS 5,290 0 0 0 0 5,290 0 2,350 0 0 0 0 2,350 LINDA THOMAS 0 0 0 0 0 0 0 0 0 0 0 0 0 JIM WEHRLY 0 0 0 0 0 0 100,000 0 0 0 0 0 100,000 WESLEY UNITED METHODIST 0 0 0 0 0 0 12,695 0 0 0 0 0 12,695 CHURCH WEST CENTRAL FS INC 0 0 0 0 0 0 5,000 0 0 0 0 0 5,000 WESTERN STONEWARE 0 0 0 0 0 0 0 0 0 0 17,743 0 17,743 WAYNE WHIPPS 6,000 0 0 0 0 6,000 100 3,000 0 0 0 0 3,100 MARGARET WONG 10,000 0 0 0 0 10,000 0 0 0 0 0 0 0 3M FOUNDATION 5,000 0 0 0 0 5,000 0 0 0 0 0 0 0

PURPOSE: List of significant donors with gifts or pledges $5,000 or greater for current fiscal year. AUDIENCE: External (Board) and internal use for administrators and development officers. NOTES: Some individuals are shown with less than $5,000 giving because combined with their spouse, they have at least $5,000. "Pledges Made" includes the amount that is expected to be paid this fiscal year through installments or payroll deductions. Printed on 2015-11-17 Annual Fund Report July 1, 2015 - June 30, 2016

# OF TOTAL AVERAGE PLEDGES *TOTAL COLLEGE/UNIT PLEDGES PLEDGES PLEDGE PAID CASH GIK GIK PAID GIFTS

CAS 122 19,734 162 8,141 24,268 0 0 32,409 CBT 360 37,793 105 12,577 69,287 7,475 0 89,339 COEHS 425 28,022 66 9,411 40,708 243 0 50,362 COFAC 259 34,493 133 32,228 28,978 1,361 0 62,568 ALUMNI 8 571 71 250 1,946 1,307 0 3,503 INTL STUDIES 1 120 120 50 1,473 0 0 1,523 LIBRARY 106 18,251 172 16,755 4,830 3,329 0 24,914 HONORS 7 1,880 269 690 2,900 75 0 3,665 QC 25 11,228 449 7,083 1,900 0 0 8,983 ATHLETICS 1,081 265,126 245 242,642 48,409 17,448 37,567 346,065 STUDENT SERVICES 21 6,859 327 2,813 7,018 482 0 10,313 BGS 110 5,198 47 1,823 3,460 0 0 5,283 TRI-STATES RADIO 479 72,359 151 25,784 70,940 0 0 96,724 WQPT 186 28,436 153 10,276 86,498 6,190 0 102,965 PFA 0 0 0 345 0 0 345 SCHOLARSHIPS 381 33,583 88 18,731 38,489 0 0 57,220 OTHER 27 4,451 165 1,969 45,719 0 0 47,687

Total 3,598 568,105 158 391,221 477,168 37,910 37,567 943,866

**Total Annual Fund: $1,083,183

Above Pledge totals include: Above Receipt totals include:

Leatherneck Club $ 253,101 Leatherneck Club $ 278,059

Library Atrium Society $ 16,380 Library Atrium Society $ 16,177

Performing Arts Society $ 30,575 Performing Arts Society $ 31,936

PURPOSE: Record of fiscal year Annual Fund totals by Unit; includes Phonathon and President's Scholarship totals. AUDIENCE: Internal use for administrators, development officers, and board members. NOTES: *Total Gifts equals Income (Cash, Pledges Paid, Gifts in Kind, and GIK Pledges Paid). **Total Annual Fund equals sum of Pledges, GIKs, and Cash. Radio is separate from COFAC; Parent and Family Association is separate from Student Services. Gifts-in-kind do not include service or noncharitable GIKs. Printed on 2015-11-17 Phonathon Report July 1, 2015 - June 30, 2016

# OF TOTAL AVERAGE PLEDGES *TOTAL COLLEGE/UNIT PLEDGES PLEDGES PLEDGE PAID CASH GIK GIK PAID GIFTS

CAS 81 4,975 61 2,370 100 0 0 2,470 CBT 320 20,111 63 7,351 50 0 0 7,401 COEHS 403 19,395 48 5,235 0 0 0 5,235 COFAC 29 3,685 127 3,100 50 0 0 3,150 ALUMNI 1 75 75 75 0 0 0 75 INTL STUDIES 0 0 0 0 0 0 0 LIBRARY 30 1,330 44 895 0 0 0 895 HONORS 0 0 0 0 0 0 0 QC 0 0 0 0 0 0 0 ATHLETICS 75 5,705 76 3,055 0 0 0 3,055 STUDENT SERVICES 1 50 50 50 0 0 0 50 BGS 106 4,460 42 1,525 0 0 0 1,525 TRI-STATES RADIO 0 0 0 0 0 0 0 WQPT 1 50 50 50 0 0 0 50 PFA 0 0 0 25 0 0 25 SCHOLARSHIPS 324 22,240 69 14,880 50 0 0 14,930 OTHER 6 500 83 250 0 0 0 250

Total 1,377 82,576 60 38,836 275 0 0 39,111

**Total Phonathon: $82,851

Above Pledge totals include: Above Receipt totals include:

Leatherneck Club $ 5,705 Leatherneck Club $ 3,055

Library Atrium Society $ 1,330 Library Atrium Society $ 895

Performing Arts Society $ 3,225 Performing Arts Society $ 2,950

PURPOSE: Record of fiscal year Phonathon totals by Unit. AUDIENCE: Internal use for administrators, development officers, and board members. NOTES: *Total Gifts equals Income (Cash, Pledges Paid, Gifts in Kind, and GIK Pledges Paid). **Total Phonathon equals sum of Pledges, GIKs, and Cash. Radio is separate from COFAC; Parent and Family Association is separate from Student Services. Gifts-in-kind do not include service or noncharitable GIKs. See Annual Fund report for all phonathon and annual fund totals. Printed on 2015-11-17

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Report No. 15.12/2 Purchases of $100,000 - $249,999

Vendor Type of Purchase Amount Number of Bids

Hood Demolition & Excavation; Q-Lot parking lot upgrades $154,640.10 2 Rushville, IL

Purchases of $250,000 - $499,999 Receiving Presidential Approval

Vendor Type of Purchase Amount Number of Bids

None to report

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Resolution No. 15.12/1 Purchases of $500,000 or more

Resolution:

WHEREAS Western Illinois University has a need for Western Hall lower bleacher replacement; and,

WHEREAS the above mentioned project has been administered in accordance with the Illinois Procurement Code and all other pertinent statutes and rules:

THEREFORE be it resolved that the Board of Trustees approves the contracting for the

Western Hall Lower Bleacher Replacement

ITEM DESCRIPTION: Provision of all labor, material, and equipment for the removal and replacement of the lower level telescopic bleacher seating system at Western Hall.

COST: Amount not to exceed $720,000

RECOMMENDED VENDOR: Carroll Seating Company; Elk Grove Village, IL

FUND SOURCE: Local

SUMMARY OF PROPOSALS: Requests for proposals were obtained and evaluated based on technical criteria for equipment, service, etc. and pricing. The contract was awarded to the vendor with the most points (200 points possible).

Carroll Seating Company; Elk Grove Village, IL 178 points Irwin Seating Company; Altamont, IL 167 points

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Resolution No. 15.12/2 Purchases of $500,000 or more

Resolution:

WHEREAS Western Illinois University has a need for the demolition and deconstruction of Higgins Hall, Lamoine Village, and East Village; and,

WHEREAS the above mentioned project has been administered in accordance with the Illinois Procurement Code and all other pertinent statutes and rules:

THEREFORE be it resolved that the Board of Trustees approves the contracting for

Demolition and Deconstruction Projects – Higgins Hall, Lamoine Village, and East Village

ITEM DESCRIPTION: Provision for all labor, material, and equipment necessary for the demolition and deconstruction of Higgins Hall, Lamoine Village, and East Village on the Macomb campus. All three of these projects will be a removal of the entire structure and rehabilitation of the building site back to green space.

COST: TBD

RECOMMENDED VENDOR: TBD

FUND SOURCE: Local

SUMMARY OF BIDS: Bids open December 10, 2015 at 2:00 PM CST

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Resolution No. 15.12/3 FY2017 Appropriated Capital Budget Recommendations

Resolution:

WHEREAS Western Illinois University must prepare annual appropriated capital budget recommendations for the Illinois Board of Higher Education, Illinois State Legislature, and the Governor; and,

WHEREAS Western Illinois University’s Fiscal Year 2017 budget recommendations advance institutional progress and sustainability for the University’s Strategic Plan, Higher Values in Higher Education, Campus Master Plans on the Macomb and Quad Cities campuses, and the Illinois Board of Higher Education’s statewide strategic plan for higher education, IBHE 2012, A Strategic Plan for the Illinois Board of Higher Education; and,

WHEREAS the Fiscal Year 2017 Appropriated Capital Budget Recommendations require Western Illinois University Board of Trustees approval prior to submission:

THEREFORE be it resolved that the Board of Trustees approves the Fiscal Year 2017 Appropriated Capital Budget Recommendations as presented in the Fiscal Year 2017 Appropriated Capital Budget Recommendations document, and be it further resolved that the President be authorized to make technical adjustments in the capital budget recommendations if necessary.

Fiscal Year 2017 Capital Budget Recommendations Western Illinois University

Western Illinois University recommends $344.9 million for capital projects to support high-quality academic programs, co- curricular services, and regional economic development for fiscal year 2017. All of the requested funds will support new construction on the Macomb and Moline campuses to address highly needed space for premier academic programs. A total of $13.2 million in capital renewal funds is also requested to support critical deferred maintenance needs.

Background

Composition of the Recommendation

Western Illinois University operates two distinct campuses, and each has unique capital priorities and needs. The highest facilities priorities are for a Science building for the Macomb campus and Phase III for the Quad Cities.

Western Illinois University Fiscal Year 2017 Capital Recommendation (Dollars in Thousands)

Requested Priority Description Project Type Amount 1 WIU - Macomb Science Phase I New Construction & Remodeling $64,000 2A WIU - Macomb Science Phase II Renovation $53,800 2B WIU - QC Phase Three New Construction $37,000 3 WIU - Macomb Visual Arts Center New Construction $68,300 4 WIU - Macomb Stipes Building Renovation $49,400 5 WIU - Macomb Education Building New Construction $72,400 Total Recommendation $344,900

A summary statement documenting need for these projects is displayed below. Additional, detailed information on the scope, design, and costs of each project begins on page three of this report.

Priority 1: Western Illinois University-Macomb Science Building Phase I The current College of Arts and Sciences’ three science facilities, Currens Hall, Waggoner Hall, and Tillman Hall, are obsolete in providing high-quality comprehensive instructional laboratories. All three facilities were constructed before modern laboratory standards were developed for acceptable indoor air quality and energy efficiency. Antiquated laboratory fume-hood systems and poor quality heating, ventilation, and air conditioning systems yield inadequate comfort and humidity control. These lead to detrimental impacts on teaching; research; and student, faculty, and staff recruitment and retention. Phase I includes the construction of a new science building, an addition and remodel to Currens Hall. The new science building will consolidate existing and support new academic programs, as Western Illinois University becomes a leading comprehensive university in the United States.

Priority 2A: Western Illinois University-Macomb Science Building Phase II Phase II will continue with the improvements to the science programs at WIU by renovating an existing building. Waggoner Hall will be considered for renovations to improve the overall science facilities.

Priority 2B: Western Illinois University-Quad Cities Riverfront Campus Building Phase Three In 2010, the state committed to building the first two phases on the newly developing Western Illinois University-Quad Cities Riverfront Campus. Building Complex Three will complete the construction of the new campus that serves a regional population of 400,000 residents and leverages $175 million in private investment and foundation support for education, entrepreneurism, technology, new jobs, and economic opportunity.

Priority 3: Western Illinois University-Visual Arts Center The current facilities used by the Department of Art include Garwood Hall, Sallee Hall and the Heating Plant Annex and are inadequate instructional and design spaces. This noncontiguous arrangement is not efficient and hinders the development of a cohesive departmental identity. In addition, many of the spaces at present do not meet industry and environmental protection guidelines and are not appropriate for current teaching and learning practices. The overall goal of the project for the Department of Art is to address the shortage of existing space and adequate ventilation for arts programs, and to accommodate the rapid growth and expansion in the number of students, faculty and academic programs. The goal is not limited to providing “space,” but rather aims to create a milieu that is conducive to excellent instruction and enhances academic performance in a single building.

Priority 4: Western Illinois University- Business Building Renovation Stipes Hall was constructed in 1968 and has had no major renovations or updates. The University through is recent Macomb Facilities Master Plan update and Strategic Building Renovation Matrix has identified the building as a priority for renovation. The building is a high profile, heavily used part of the academic programs on campus and it also has a high deferred maintenance backlog.

Priority 5: Western Illinois University-Education Building Horrabin Hall was originally constructed in 1965 as a laboratory school and encompassed K-12 grades. The needs of the College of Education and Human Services do not match the current building construction. This project would reconstruct the building on the site of Horrabin Hall.

Capital Renewal The University is requesting $13.2 million in capital renewal funds to be utilized for classroom modernization; improving HVAC and building energy management controls; enhancing electrical and plumbing distribution systems; and renovating campus sidewalks, drives, and exterior stairs.

Priority Changes from Fiscal Year 2016 The priorities for FY2016 are shown below. There are no changes between our FY16 and FY17 request.

Priority Changes

Description Project Type FY2017 FY2016

WIU - Macomb Science Phase I New Construction & Renovation 1 1 WIU - Macomb Science Phase II Renovation 2a 2a WIU - QC Phase Three New Construction 2b 2b WIU - Macomb Visual Arts Center New Construction 3 3 WIU - Macomb Stipes Building Renovation 4 4 WIU - Macomb Education Building New Construction 5 5

Adhering to Illinois Board of Higher Education guidelines and format, the following recommendations for Western Illinois University’s Fiscal Year 2017 capital projects will be made (pending Western Illinois University Board of Trustees approval).

PROJECT: WESTERN ILLINOIS UNIVERSITY - MACOMB SCIENCE PHASE I

PRIORITY: 1

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $ 64,000,000 (Planning, Design and Construction)

BACKGROUND DATA

The current College of Arts and Sciences’ facilities, Currens Hall (physical sciences, 1970), Waggoner Hall (life sciences, 1968), and Tillman Hall (earth sciences, 1953) are obsolete in providing high-quality instructional laboratories. These facilities were constructed before modern laboratory standards were developed by the American Society of Heating, Refrigerating and Air-Conditioning Engineers. Western Illinois University science facilities fall below acceptable indoor air quality and energy- efficiency standards. The antiquated laboratory fume-hood systems and poor quality heating, ventilation, and air conditioning systems yield inadequate comfort and humidity control. This problem produces detrimental impacts on teaching, research, and student/faculty/staff recruitment and retention.

The basic teaching and laboratory layouts of Western Illinois University’s current science facilities are pedagogically obsolete and do not easily allow for the integration of new science technologies. A new facility to house science-based programs will provide the ability to integrate new laboratory technologies with the latest in science pedagogy and will foster multidisciplinary interaction through the consolidation of departments from previously diverse locations. In addition, planning studies were completed to evaluate and program future projects to renovate Currens and Waggoner Halls to allow the College of Arts and Sciences to consolidate academic programs to a single campus locale and provide for additional facility improvements/enhancements for the humanities and social sciences which are critical to the mission of the College of Arts and Sciences.

The new science building and renovation of Currens Hall will also support expanding academic programs. This includes the new forensic chemistry program and a new nursing program as approved by the Western Illinois University Board of Trustees and Illinois Board of Higher Education.

QUANTIFICATION

Western Illinois University completed a space planning and utilization study for a new state-of-the-art science facility during Fiscal Year 2007 and completed an update in Fiscal Year 2014. The building will include both wet and dry instructional laboratories, office space, and classrooms. The facility will utilize green and sustainable technologies appropriately designed to meet academic needs and satisfy the University’s goal to construct LEED Silver certified facilities. In addition, the project will include the provision for service drives, limited parking, exterior site development, and connections to Currens Hall and all required campus utility infrastructure.

DEPENDENT RELATIONSHIPS

Upon completion of this project, Western Illinois University will seek funds in Science Phase II for the remodel of Waggoner Hall. These actions are consistent with the newly developed Western Illinois University-Macomb campus master plan.

DESIRED COMPLETION DATE

Design will commence as soon as funds are received with total project completion estimated at 54 months.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU - Macomb Science Phase I (IN THOUSANDS OF DOLLARS)

MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST Office 4,040 1.7 6,868 279.85 $ 1,922.0 Classrooms 650 1.5 975 270.33 $ 263.6 Instructional Dry Laboratories 11,000 1.64 18,040 302.84 5,463.2 Instructional Wet Laboratories 12,700 1.64 20,828 320.24 6,670.0 Special Use 2,200 1.8 3,960 270.47 1,071.1 Supporting Facilities 400 1.2 480 252.48 121.2 Currens remodel 95,000 1.5 142,500 123.24 17,561.7 1) BASE TOTAL 125,990 193,651 $ 33,072.7

2) ADDED COSTS: $ 11,410.1 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level SILVER_ (Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) 1,984.4 c) Other Energy Efficiencies.______.

3) BASE COST $ 46,467.2 4) ADD ESCALATION COST 3,136.5 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-18 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 49,603.7

6) ADD 10% FOR CONTINGENCIES 4,960.4

SUBTOTAL, BUILDING BUDGET $ 54,564.1 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______%9.60% * 5,238.2 ON-SITE OBSERVATION: 491.4 NUMBER OF MONTHS 24 DAYS PER WEEK 5 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 286.5 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 1,636.9 4) OTHER ADDS (SEE 2 BELOW) 1,466.6 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 272.8 SUB-TOTAL, BUDGET ADDS $ 9,392.4 TOTAL, BUILDING BUDGET $ 63,956.5

OTHER: PROVIDE AN ESTIMATE OF ANNUAL STATE SUPPORTED OPERATIONS AND MAINTENANCE EXPENSE TOTAL $ 1,216.6 Number of additional staff: 8 Salaries and Related 406.2 Utilities 379.9 Repairs and Maintenance 430.5 PROVIDE AN EXPLANATION OF ALL DEVIATIONS FROM COST GUIDELINES

SOURCE OF COST ESTIMATE Science Building Programming Study, Ratio Architects NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION Scott Coker PHONE NUMBER 309-298-1834 * The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 1 Added costs include: FFE (18%), LEED (6%), Sophisticated Piping (1%) and site/utilities work (15.5%) 2 Added costs include: building commissioning, testing and balancing, and technology infrastructure 27

PROJECT: WESTERN ILLINOIS UNIVERSITY - MACOMB SCIENCE PHASE II

PRIORITY: 2A

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $ 53,800,000 (Planning, Design and Construction)

BACKGROUND DATA

The current College of Arts and Sciences’ facilities, Currens Hall (physical sciences, 1970), Waggoner Hall (life sciences, 1968), and Tillman Hall (earth sciences, 1953) are obsolete in providing high-quality instructional laboratories. These facilities were constructed before modern laboratory standards were developed by the American Society of Heating, Refrigerating and Air-Conditioning Engineers. Western Illinois University science facilities fall below acceptable indoor air quality and energy- efficiency standards. The antiquated laboratory fume-hood systems and poor quality heating, ventilation, and air conditioning systems yield inadequate comfort and humidity control. This problem produces extremely detrimental impacts on teaching, research, and student/faculty/staff recruitment and retention.

The new science building and renovation of Currens Hall will also support new academic programs. This includes the new forensic chemistry program and a new nursing program as approved by the Western Illinois University Board of Trustees and Illinois Board of Higher Education.

QUANTIFICATION

Western Illinois University completed a space planning and utilization study for a new state-of-the-art science facility during Fiscal Year 2007 with an update completed in Fiscal Year 2014. This project will continue the Science Facilities project by remodeling Waggoner Hall.

DEPENDENT RELATIONSHIPS

This project would commence upon completion of the Macomb Science Phase I.

DESIRED COMPLETION DATE

Design will commence as soon as funds are received with total project completion estimated at 54 months.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU - Macomb Science Phase II (IN THOUSANDS OF DOLLARS) MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST Building Remodel 102,000 1.5 142,000 215.7 $ 30,629.4

1) BASE TOTAL 102,000 142,000 $ 30,629.4

2) ADDED COSTS: $ 7,351.1 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level SILVER_ (Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) 1,837.8 c) Other Energy Efficiencies.______.

3) BASE COST $ 39,818.2 4) ADD ESCALATION COST 2,687.7 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-18 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 42,505.9

6) ADD 10% FOR CONTINGENCIES 4,250.6

SUBTOTAL, BUILDING BUDGET $ 46,756.5 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______%6.76% * 3,160.7 ON-SITE OBSERVATION: 491.4 NUMBER OF MONTHS 24 DAYS PER WEEK 5 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 182.6 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 1,402.7 4) OTHER ADDS (SEE 2 BELOW) 1,531.5 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 233.8 SUB-TOTAL, BUDGET ADDS $ 7,002.7 TOTAL, BUILDING BUDGET $ 53,759.2

OTHER: PROVIDE AN ESTIMATE OF ANNUAL STATE SUPPORTED OPERATIONS AND MAINTENANCE EXPENSE TOTAL $ - Number of additional staff: 0 Salaries and Related - Utilities - Repairs and Maintenance - PROVIDE AN EXPLANATION OF ALL DEVIATIONS FROM COST GUIDELINES

NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION Scott Coker PHONE NUMBER 309-298-1834 * The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 1 Added costs include: FFE (18%), LEED (6%), Sophisticated Piping (1%) and Asbestos abatement (5%) 2 Added costs include: building commissioning, testing and balancing, and technology infrastructure (5%)

PROJECT: WESTERN ILLINOIS UNIVERSITY - QUAD CITIES RIVERFRONT CAMPUS BUILDING COMPLEX THREE

PRIORITY: 2B

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $37,000,000

BACKGROUND DATA Western Illinois University-Quad Cities Riverfront Campus Phase III

Western Illinois University-Quad Cities (WIU-QC) is the only public university in a metropolitan area of over 375,000 residents. In recognizing the growth and capacity limits of WIU-QC at its previous location, the State supported the first two (of three) phases for construction of the Western Illinois University-Quad Cities Riverfront Campus to achieve Illinois Public Agenda Goal 4 of better integrating Illinois’ educational, research, and innovation assets to meet economic needs of the state and its regions.

Post-Phase II operations will generate economic impacts for the region of 330 jobs and $13.0 million in labor income. Phase III will complete the construction of the new campus that serves as an educational and economic stimulus. In total, the Western Illinois University-Quad Cities Riverfront Campus will leverage a total of $175.0 million in private investment and foundation support for education, entrepreneurism, technology, new jobs, and economic opportunity.

Successful redevelopment of adjacent property to the campus known as “RiverTech” will create a $100.0 million taxable base; attract 2,000 new and existing jobs with a one-time construction impact in excess of $150.0million. Current projects that the State of Illinois helped cultivate by developing the Western Illinois University-Quad Cities Riverfront Campus by virtue of the new campus location include:

 A $50.0 million project by the KONE Corporation to house their North American Operation Center on the Mississippi Riverfront. This new construction completes a three-phase $71.0 million mixed-use development known as Bass Street Landing.  A $45.0 million Transit Oriented Development/Amtrak Station that will include an intermodal pedestrian transport center and a new high rise office structure with retail and food service amenities.  A $5.0 million new facility for research and development by public and private sectors.  A $12.0 million, 90-unit work-live urban lofts, with retail and businesses located on the lower floors.  A $3.0 million new Healthcare Center for those underserved in the Hispanic community.

A fully completed Riverfront Campus is the “cornerstone” to these developments, and Western will continue to be a conservative steward of state resources. Phase III exclusively focuses on the academic mission of the University. All ancillary services such as bookstores, retail, and food service will be privately developed to support the local economy and new job creation.

QUANTIFICATION

Phase III will complete the new Western Illinois University-Quad Cities Riverfront Campus, and provide the infrastructure to support 5,000 students. Phase III is essential for academic programs and support services; lab and research space; and facilities to support technology, patent transfer, and community events.

DEPENDENT RELATIONSHIPS

There are no dependent relationships between this project and any other state-funded capital project. However, there are significant educational and economic development gains to be noted. The completed Western Illinois University-Quad Cities 30

Riverfront Campus will have an economic impact of over $50 million annually and will double the number of college graduates to 500 annually.

Phase III provides the necessary facilities to increase enrollment and meet Illinois Public Agenda Goal 1 of increasing educational attainment to match best-performing states. Without essential space, the University will not be able to increase enrollment and degree attainment. An educated community is especially important to a host county that earns 81.8 percent of the state’s median family income. Moreover, spatial access is necessary to achieve Illinois Public Agenda Goal 4 of increasing the number of high-quality post-secondary credentials to meet the demands of the economy and an increasingly global society.

DESIRED COMPLETION DATE

This project will be completed as soon as possible after funds have been released. A traditional planning then construction approach will take up to 45 months to complete.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU-QC Riverfront Phase III (IN THOUSANDS OF DOLLARS) MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST Office 4,600.0 1.70 7,820 $279.85 $ 2,188.4

Classrooms 16,000.0 1.50 24000 270.33 $ 6,487.9 Instructional Wet Laboratories 2,800.0 1.64 4,592 320.24 $ 1,470.5 Supporting Facilities 5,000.0 1.20 6,000 252.48 $ 1,514.9 Research Lab (Wet) 2,800.0 1.67 4,676 424.17 $ 1,983.4 Special Use 2,575.0 1.80 4,635 270.47 $ 1,253.6 General Use 12,000.0 1.90 22800 323.13 $ 7,367.4 1) BASE TOTAL 45,775 74,523 $ 22,266.2

2) ADDED COSTS: see 1 below $ 4,787.2 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level ______(Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) c) Other Energy Efficiencies.______.

3) BASE COST $ 27,053.4 4) ADD ESCALATION COST $ 1,826.1 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-18 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 28,879.5

6) ADD 10% FOR CONTINGENCIES 2,888.0

SUBTOTAL, BUILDING BUDGET $ 31,767.5 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______% 7.5 * 2,382.6 ON-SITE OBSERVATION: 314.0 NUMBER OF MONTHS 15 DAYS PER WEEK 5 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 134.8 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 953.0 4) OTHER ADDS see 2 below (ADA, Asbestos, Hazardous Materials, etc. -- please specify) 1,332.5 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 158.8 SUB-TOTAL, BUDGET ADDS $ 5,275.7 TOTAL, BUILDING BUDGET $ 37,043.2 PROVIDE AN ESTIMATE OF ANNUAL STATE SUPPORTED OPERATIONS AND MAINTENANCE EXPENSE TOTAL $ 400.4 Number of additional staff: 3 Salaries and Related 140.2 Utilities 166.3 Repairs and Maintenance 93.9 All Other PROVIDE AN EXPLANATION OF ALL DEVIATIONS FROM COST GUIDELINES

SOURCE OF COST ESTIMATE WIU Riverfront Campus NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION William Brewer PHONE NUMBER 309-762-9481 * The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 1 Added costs include: FFE (7%), LEED (6%) , site work (3.5%) and Data Center (5%) 2 Added costs include: building commissioning, testing and balancing, technology infrastructure 32

PROJECT: WESTERN ILLINOIS UNIVERSITY - MACOMB VISUAL ARTS CENTER

PRIORITY: 3

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $ 68,300,000 (Planning, Design and Construction)

BACKGROUND DATA

The Department of Art is an important and active player in the local and regional artistic scene through its outreach activities, visiting artist programs, and frequent exhibitions. WIU faculty and students exhibit their work and creative research throughout the United States. The department’s graduates provide the majority of local and regional art instruction in community colleges, private schools, and art centers. The vital role that the department plays in this community has brought strong support for its programs and a commitment to the creation of a new facility.

The current facilities used by the Department of Art include Garwood Hall, Sallee Hall and Heating Plant Annex. This noncontiguous arrangement is not efficient and hinders the development of a cohesive departmental identity. In addition, many of the spaces at present do not meet industry and environmental protection guidelines and are not appropriate for current teaching and learning practices.

QUANTIFICATION

Western Illinois University recently completed a space planning and utilization study for a new state-of-the-art visual arts center. The building will provide instructional classrooms and studios, research studios, and faculty and departmental offices, as well as a Student Gallery and the University Art Gallery. In addition to traditional studios, digital media studios and an environmental studio will be provided as these are growing areas of the Visual Arts program. The new Department of Art classrooms and studios will be designed for the unique environmental, technical and safety needs of the studio arts programs. The facility will utilize green and sustainable technologies appropriately designed to meet academic needs and satisfy the University’s goal to construct LEED Silver certified facilities. In addition, the project will include the provision for service drives, limited parking, exterior site development, and connections to all required campus utility infrastructure.

The overall goal of the program for the Department of Art is to address the shortage of existing space and adequate ventilation for arts programs, and to accommodate the rapid growth and expansion in the number of students, faculty and academic programs. The goal is not limited to providing “space,” but rather aims to create a milieu that is conducive to excellent instruction and enhances academic performance in a single building.

DEPENDENT RELATIONSHIPS

These actions are consistent with the newly developed Western Illinois University-Macomb campus master plan.

DESIRED COMPLETION DATE

Design will commence as soon as funds are received with total project completion estimated at 54 months.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU- Macomb Visual Art Center (IN THOUSANDS OF DOLLARS) MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST General Use 6,470 1.90 12,293 $ 323.13 $ 3,972.2 Supporting Facilities 1,430 1.20 1,716 252.48 433.3 Classrooms 4,800 1.50 7,200 270.33 1,946.4 Special Use 59,331 1.80 106,796 270.47 28,885.1 Offices 5,940 1.70 10,098 279.85 2,825.9

1) BASE TOTAL 77,971 138,103 $ 38,062.9

2) ADDED COSTS: 10,277.0 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level ______(Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) 2,283.8 c) Other Energy Efficiencies.______.

3) BASE COST $ 50,623.7 4) ADD ESCALATION COST $ 3,417.1 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-18 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 54,040.8

6) ADD 10% FOR CONTINGENCIES 540.4

SUBTOTAL, BUILDING BUDGET $ 59,444.8 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______%7.50% * 4,458.4 ON-SITE OBSERVATION: 502.2 NUMBER OF MONTHS 30 DAYS PER WEEK 4 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 248.0 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 1,783.3 4) OTHER ADDS_see 2 below_ (ADA, Asbestos, Hazardous Materials, etc. -- please specify) 1,607.8 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 297.2 SUB-TOTAL, BUDGET ADDS $ 8,897.0 TOTAL, BUILDING BUDGET $ 68,341.8

OTHER: PROVIDE AN ESTIMATE OF ANNUAL STATE SUPPORTED OPERATIONS AND MAINTENANCE EXPENSE TOTAL $ 1,216.6 Number of additional staff: 8 Salaries and Related 406.2 Utilities 379.9 Repairs and Maintenance 430.5 All Other PROVIDE AN EXPLANATION OF ALL DEVIATIONS FROM COST GUIDELINES

SOURCE OF COST ESTIMATE Visual Arts Facility Predesign Document, HammelGreen & Abrahamson NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION Scott Coker PHONE NUMBER 309-298-1834 * The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 1 Added costs include: FFE (12%), LEED (6%), and site/utilities work (15.0%) 2 Added costs include: building commissioning, testing and balancing, and technology infrastructure 34

PROJECT: WESTERN ILLINOIS UNIVERSITY - MACOMB STIPES BUILDING REMODEL PRIORITY: 4

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $ 49,400,000 (Planning, Design and Construction)

BACKGROUND DATA

Stipes Hall was constructed in 1968. Stipes Hall has not had any renovations or major remodeling since its opening over 45 years ago. The University, through its recent Macomb Campus Master Plan update and Strategic Building Renovation matrix, has identified Stipes as a high priority for renovation. Stipes Hall has over 140,000 square feet of classroom and office space and houses the College of Business and Technology.

QUANTIFICATION

In the Macomb Master Plan update, the Master Plan Steering committee identified eight renovation criteria that were used to prioritize building renovation projects. Stipes Hall is a high profile building on campus, has high critical deferred maintenance and houses University Signature programs. Updated academic facilities will benefit the academic mission of the University.

The remodeled facility will utilize green and sustainable technologies appropriately designed to meet academic needs and satisfy the University’s goal to construct LEED Silver certified facilities.

DEPENDENT RELATIONSHIPS

These actions are consistent with the newly developed Western Illinois University-Macomb campus master plan.

DESIRED COMPLETION DATE

Design will commence as soon as funds are received with total project completion estimated at 54 months.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU-Stipes Remodel (IN THOUSANDS OF DOLLARS) MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST Building 100,000 1.7 142,000 157.1 $ 22,308.2

1) BASE TOTAL 100,000 142,000 $ 22,308.2

2) ADDED COSTS: $ 12,715.7 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level SILVER_ (Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) 1,338.5 c) Other Energy Efficiencies.______.

3) BASE COST $ 36,362.4 4) ADD ESCALATION COST 2,454.5 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-18 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 38,816.8

6) ADD 10% FOR CONTINGENCIES 3,881.7

SUBTOTAL, BUILDING BUDGET $ 42,698.5 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______%7.26% * 3,099.9 ON-SITE OBSERVATION: 491.4 NUMBER OF MONTHS 24 DAYS PER WEEK 5 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 179.6 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 1,281.0 4) OTHER ADDS (SEE 2 BELOW) 1,454.5 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 213.5 SUB-TOTAL, BUDGET ADDS $ 6,719.8 TOTAL, BUILDING BUDGET $ 49,418.3

SOURCE OF COST ESTIMATE NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION Scott Coker PHONE NUMBER 309-298-1834

* The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 1 Added costs include: FFE (7%), LEED (6%) and Asbestos Abatement (5%) 2 Added costs include: building commissioning, testing and balancing, and technology infrastructure (4%) 36

PROJECT: WESTERN ILLINOIS UNIVERSITY - MACOMB EDUCATION BUILDING

PRIORITY: 5

RAMP BUDGET CATEGORY: Buildings, Additions, and/or Structures

REQUESTED FUNDING: $ 72,400,000 (Planning, Design and Construction)

BACKGROUND DATA

Horrabin Hall was constructed in 1965 as a laboratory school housing K-12 grade. Horrabin has not had any major renovations or retrofits in 50 years. The College of Education and Human Services in housed in the 150,000 square feet of classrooms and offices in Horrabin.

QUANTIFICATION

In the Macomb Master Plan update, the Master Plan Steering committee identified eight renovation criteria that were used to prioritize building renovation projects. Horrabin Hall was identified as a high priority for renovation due to high critical deferred maintenance, containing University signature programs and facilities not matching the currents needs of the College. Updated academic facilities will benefit the academic mission of the College and the University.

The proposed building would be constructed on the existing site of Horrabin Hall with design features to promote the latest in teaching styles, electronic classrooms and student/faculty interaction.

The new facility will utilize green and sustainable technologies appropriately designed to meet academic needs and satisfy the University’s goal to construct LEED Silver certified facilities.

DEPENDENT RELATIONSHIPS

This project would construct the new Education building on the current site of Horrabin Hall.

DESIRED COMPLETION DATE

Design will commence as soon as funds are received with total project completion estimated at 54 months.

TABLE C104 BUDGET YEAR BUILDING BUDGET ESTIMATION FORM

FISCAL YEAR 2017 CAPITAL REQUEST PROJECT NAME WIU-Education Building

(IN THOUSANDS OF DOLLARS) MULTIPLIER FY2017 SPACE TYPE NASF FACTOR GSF $/GSF* COST Building 100,000 1.5 150,000 270.3 $ 40,545.0

1) BASE TOTAL 100,000 150,000 $ 40,545.0

2) ADDED COSTS: $ 10,947.2 a) Historic Preservation Considerations: ______. b) Green Building Design/LEED Certification Level SILVER_ (Cert., Silver, Gold, Platinum) (Please use 6% of Base Total to estimate the cost of LEED design.) 2,432.7 c) Other Energy Efficiencies.______.

3) BASE COST $ 53,924.9 4) ADD ESCALATION COST 3,639.9 (For monthly escalation costs, use Statewide Average: 2.7 percent per year, or .225 percent per month from base to bid date.) Expected Bid Date: May-16 Escalation/month: 0.00225 Number of Months to Bid Date: 30

5) ESCALATED BUILDING BUDGET (BASE PLUS ESCALATION) $ 57,564.8

6) ADD 10% FOR CONTINGENCIES 5,756.5

SUBTOTAL, BUILDING BUDGET $ 63,321.3 ADDITIONAL BUDGET ADDS: 1) A/E FEES ______%6.34% * 4,014.6 ON-SITE OBSERVATION: 491.4 NUMBER OF MONTHS 24 DAYS PER WEEK 5 2) REIMBURSABLES (5% of A/E fees unless better estimate available) 225.3 3) CDB CONSTRUCTION ADMINISTRATION FEE (3%)** 1,899.6 4) OTHER ADDS (SEE 2 BELOW) 2,157.0 5) ART IN ARCHITECTURE (As Applicable) -- ONE-HALF OF ONE PERCENT 316.6 SUB-TOTAL, BUDGET ADDS $ 9,104.5 TOTAL, BUILDING BUDGET $ 72,425.8

OTHER: PROVIDE AN ESTIMATE OF ANNUAL STATE SUPPORTED OPERATIONS AND MAINTENANCE EXPENSE TOTAL $ - Number of additional staff: 0 Salaries and Related - Utilities - Repairs and Maintenance -

PROVIDE AN EXPLANATION OF ALL DEVIATIONS FROM COST GUIDELINES

SOURCE OF COST ESTIMATE NAME OF PERSON TO CONTACT FOR FURTHER INFORMATION Scott Coker PHONE NUMBER 309-298-1834 * The Capital Development Board's Centralized Fee Negotiation Professional Services and Fees Handbook, (March 2009), provides guidance in developing the budget for A/E fees. ** If adding CDB Construction Administration Fee, Public Act 93-0032 increased the fee from 1.5% to 3.0% effective July 1, 2003. 2 Added costs include: building commissioning, testing and balancing, and technology infrastructure38 (4%)

PROJECT: WESTERN ILLINOIS UNIVERSITY – MACOMB CAPITAL RENEWAL

RAMP BUDGET CATEGORY: Remodeling and Rehabilitation

REQUESTED FUNDING: $13,200,000

BACKGROUND DATA

Higher Values in Higher Education, Western Illinois University’s Strategic Plan, states: “Provide safe, accessible, responsible campus environments that meet the needs of University constituencies and reflect the core values of the University.”

Providing a safe, accessible, and responsive campus environment conducive to learning is directly linked to responsive upkeep and repair of facilities. In addition to operating funds, Capital Renewal funds are used to address deferred maintenance needs on campuses. Since Fiscal Year 2004 Western Illinois University has only received $3.6 million to address critical campus- wide elevator maintenance, utility infrastructure repairs, and numerous other needs on campus. The University currently estimates a total deferred maintenance and capital renewal backlog of over $500 million. As is the case on all campuses in Illinois, there are many projects that have been critically needed for a substantial period of time and are negatively impacting the learning environment.

QUANTIFICATION

The University is making a strong commitment toward improving the campus physical environment. A reduction in the deferred maintenance liability is viewed as integral to achieving that objective. An increase in the Permanent Improvement budget will allow the University to address the increasing backlog of deferred maintenance projects.

Funds will be utilized for classroom modernization; improving HVAC and building energy management controls; enhancing electrical and plumbing distribution systems; and renovating campus sidewalks, drives, and exterior stairs.

DEPENDENT RELATIONSHIPS

There are no other projects that this proposal is dependent.

DESIRED COMPLETION DATE

Design would commence as soon as funds are received.

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Resolution No. 15.12/4 Property Easement – McDonough County

Resolution:

WHEREAS the City of Macomb is requesting a Permanent Easement as part of the following tract: Western Illinois University 4th Addition to the City of Macomb, McDonough County, Illinois; AND Lots One, Three, Five and Seven of Woodland Hills Subdivision, to the City of Macomb, McDonough County, Illinois except that portion of the Southwest corner of Lot One known as the Coop 3rd Addition to the City of Macomb, McDonough County, Illinois; and,

WHEREAS the City of Macomb is requesting a Utility Easement as part of the following tract: Western Illinois University 4th Addition to the City of Macomb, McDonough County, Illinois; AND Lots One, Three, Five and Seven of Woodland Hills Subdivision, to the City of Macomb, McDonough County, Illinois except that portion of the Southwest corner of Lot One known as the Coop 3rd Addition to the City of Macomb, McDonough County, Illinois; and,

WHEREAS the City of Macomb is requesting the easements for the purpose of running utilities to a sanitary lift station; and,

THEREFORE be it resolved that the Board of Trustees agrees to grant and convey a Permanent Easement and a Utility Easement to the City of Macomb, Illinois the tracts described and attached hereto.

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Resolution No. 15.12/5 Approved Signatories

Resolution:

WHEREAS the Vice President for Administrative Services is responsible for depositories and major accounts; and,

WHEREAS as of January 1, 2016, the following University positions and names to withdraw funds is being requested: Interim Vice President for Administrative Services, Matthew Bierman, and President, Jack Thomas; and,

WHEREAS guidelines established by the President were followed; and,

THEREFORE be it resolved that the Board of Trustees approves the signature authority as presented.

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Report No. 15.12/3 Enrollment, Retention and Graduation Data

Higher Values in Higher Education 2012-2022, the University’s Strategic Plan, charges Western Illinois University to identify future and sustainable enrollment growth goals for the Macomb and Quad Cities campuses. This information is designed to provide the Western Illinois University Board of Trustees with enrollment benchmarking information for the two campuses of Western Illinois University.

Executive Summary  Western Illinois University’s total enrollment decreased by 3.2 percent (-364) from 11,458 in 2014 to 11,094 in 2015. The total student credit hour production decreased by 2.4 percent (-7,244) from 306,872 in 2014 to 299,628 in 2015.  The number of new freshmen at Western Illinois University decreased 4.4 percent (-70), from 1,605 in 2014 to 1,535 in 2015. The decrease can be attributed to a decrease of 190 students with academic profiles below the institutional ACT and high school GPA averages. The Western Commitment Scholarships yielded an additional 120 students who have at least a 20 ACT and 3.0 GPA.  The number of new transfers at Western Illinois University decreased 8.9 percent (-108), from 1,213 in 2014 to 1,105 in 2015. Although the decrease in domestic new transfer students was expected, the decrease in international new transfer students was unexpected.  Total graduate student enrollment at Western Illinois University increased from 1,813 in 2014 to 1,953 in 2015 (+140; +7.7%). The increase in graduate school enrollment can be attributed to the Provost’s reinvestment initiatives presented last year.  Western Illinois University’s 6-year graduation rate decreased from 54.3 percent to 52.8 percent. The freshmen-to-sophomore retention rate also decreased from 72.1 percent in 2013 to 67.7 percent of the new 2014 freshmen class returning for their sophomore year. Freshmen-to-sophomore retention decreased across race/ethnicity groups, with many students citing their inability to pay for school as the primary reason they are not returning for their sophomore year.  In Spring 2016, the University will conclude an external market analysis in the Quad Cities to determine market demand. The updated market analysis will assist the University in making strategic decisions regarding which programs and course offerings will be most successful for the Quad Cities campus.  The primary strategy for recruiting more new freshmen to the Macomb campus is to promote an affordable option for all accepted students with special emphasis on the Linkages partnership with Spoon River College.  Until the external market analysis is completed, the primary strategy of the Quad Cities recruitment efforts are to create additional market demand among adult students by approaching area businesses about educational opportunities and to work with area high schools to encourage high school students to enroll in college classes prior to graduation from secondary schools.

Term Definitions

Headcount Enrollment Western Illinois University headcount enrollment includes four categories; Macomb campus, Macomb extension, Quad Cities campus and Quad Cities extension. Headcount enrollment is calculated at 10th day of each fall and spring semester and at the end of the summer semester. Each student’s enrollment category is determined by the location of the majority of credit hours in which the student is enrolled. Examples: A student enrolled in 9 hours Macomb campus courses and 6 hours Quad Cities campus courses is counted Macomb campus. A student enrolled in 3 hours Quad Cities campus courses and 6 hours Extension courses is counted Quad Cities extension. A student enrolled in 3 hours Macomb campus courses and 6 hours Extension courses is counted Macomb extension. A student enrolled in an equal number of student credit hours in Macomb campus courses and Quad Cities campus courses is counted in Macomb campus headcount.

Full Time Equivalence (FTE) Enrollment For fall and spring semesters, one full-time equivalent (FTE) student equals 15 student credit hours for undergraduates and 12 for graduates. For summer semester, one FTE student equals 8 student credit hours for undergraduates and 6 for graduates.

Student Credit Hour Production The Student Credit Hour Production Report is calculated using three campus categories: Macomb, Quad Cities and Extension. Student credit hours earned in Macomb campus courses are counted in Macomb campus hours, student credit hours earned in Quad Cities campus courses are counted in Quad Cities campus hours and student credit hours earned in Extension courses are counted as Extension credit hours. Macomb campus courses, Quad Cities campus courses and Extension courses are identified by section number.

Total Enrollment

Western Illinois University’s total enrollment decreased by 3.2 percent (-364) from 11,458 in 2014 to 11,094 in 2015 (Table 1). The total student credit hour production decreased by 2.4 percent (-7,244) from 306,872 in 2014 to 299,628 in 2015. Macomb on campus undergraduate enrollment continues to have the largest negative impact on total enrollment, decreasing by 5.7 percent (-526) from 2014 to 2015, and decreasing by 23.5 percent (-2,674) from its most recent peak in 2006. Macomb extension continues to grow, increasing 21.5 percent (+154), from 715 in 2014 to 869 in 2015. Quad Cities on campus undergraduate enrollment decreased 4.8 percent (-58), however, the biggest shift in enrollment on the Quad Cities campus is graduate students taking fewer on campus classes (-16.8%, -68) and more extension classes (+80.4%, +78), while undergraduate enrollment in the Quad Cities is mostly unchanged.

Table 1. Western Illinois University Fall Enrollment, 2011-2015 % Change 2011 2012 2013 2014 2015 Fall 2014- Fall 2015 All Campuses 12,554 12,205 11,707 11,458 11,094 -3.2%

Macomb 10,423 10,003 9,464 9,220 8,694 -5.7% Macomb Extension 759 825 741 715 869 +21.5% Macomb Total 11,182 10,828 10,205 9,935 9,563 -3.7%

Quad Cities 1,235 1,204 1,237 1,198 1,140 -4.8% Quad Cities Extension 137 173 265 325 391 +20.3% Quad Cities Total 1,372 1,377 1,502 1,523 1,531 +0.5% Source: Office of Institutional Research and Planning

Total enrollment was projected to decrease from 11,458 in 2014 to between 11,355-11,370 in 2015. This projection is created using three independent methodologies from the Office of Undergraduate Admissions, the Budget Office, and the Office of Institutional Research and Planning. The decrease in enrollment can be accounted for in several different groups. New freshmen were projected to increase by 95 students rather than decrease by 75 students, a difference of 170 students. New transfer students from the United States were projected to increase by 22 students, but instead decreased by 67 students, a difference of 89 students. Freshmen-to-sophomore retention was anticipated to decrease 2.1 percent, but instead decreased by 4.4 percent, which accounts for 35 students. The one positive highlight in enrollment, shown in table 2, is the significant increase in new graduate students. New graduate students were projected to increase by 44 students, and the actual increase was 57 students; a 10 percent increase in new graduate students. The differences between projected and actual enrollments are detailed in the following sections.

Table 2. Western Illinois University New Student Enrollment, Fall 2014 and 2015 Freshmen Transfer Graduate

2014 2015 %Change 2014 2015 %Change 2014 2015 %Change Macomb 1,561 1,504 -3.7% 899 790 -12.1% 393 360 -8.4% Mac Extension 2 2 NC 86 77 -10.5% 71 133 +87.3% Quad Cities 42 26 -38.1% 183 191 +4.4% 83 62 -25.3% QC Extension 0 3 100% 45 47 +4.4% 24 73 +204.2% Totals 1,605 1,535 -4.3% 1,213 1,105 -8.9% 571 628 +10.0% Source: Office of Institutional Research and Planning

Over the last five years, Western Illinois University’s total enrollment decreased by 11.6 percent (table 3). Western Illinois University’s enrollment changes are similar to other downstate “directional” universities

in the state of Illinois, such as Northern Illinois University and Southern Illinois University-Carbondale. Whereas, the University of Illinois system schools (Urbana/Champaign, Chicago, & Springfield) have all reported increases over the last five years.

Table 3. Total Fall Headcount Enrollment by Illinois Public Universities, 2011-2015

2011-2015 2011 2012 2013 2014 2015 % Change Governors State University 5,489 5,601 5,568 5,776 5,938 +8.2% University of Illinois-Springfield 5,137 5,048 5,137 5,431 5,402 +5.2% University of Illinois-Chicago 28,065 27,875 28,016 27,966 29,048 +3.5% University of Illinois-Urbana/Champaign 44,412 44,520 44,942 45,140 45,842 +3.2% Southern Illinois University-Edwardsville 14,235 14,055 13,850 13,972 14,265 +0.2% Illinois State University 21,310 20,706 20,272 20,615 20,807 -2.3% Western Illinois University 12,554 12,205 11,707 11,458 11,094 -11.6% Northern Illinois University 22,990 21,869 21,138 20,611 20,130 -12.4% Southern Illinois University-Carbondale 19,817 18,847 17,919 17,946 17,292 -12.7% Northeastern Illinois University 11,580 10,997 10,786 10,275 9,891 -14.6% Eastern Illinois University 11,178 10,417 9,775 8,913 8,520 -23.8% Chicago State University 6,882 5,983 5,701 5,211 4,767 -30.7% Statewide Total 203,649 198,123 194,811 193,314 192,996 -5.2% Source: OAROSUI, 2015 Enrollment Breakdown Report

New Freshmen Enrollment

The number of new freshmen at Western Illinois University decreased 4.4 percent (-70), from 1,605 in 2014 to 1,535 in 2015. The decrease can be attributed to a decrease of 190 students with academic profiles below the institutional ACT and high school GPA averages. The Western Commitment Scholarships yielded an additional 120 students who have at least a 20 ACT and 3.0 GPA.

The changes in new freshmen enrollment are represented in an increase in the overall academic quality of the incoming class. The average ACT increased from 20.9 in 2014 to 21.1 in 2015. The average high school GPA increased from 3.15 in 2014 to 3.20 in 2015. The number of students who graduated high school in the bottom 33 percent of their class dropped by 68 students, which increased the average high school percent from 57.6 percent in 2014 to 60.6 in 2015. The number of students enrolling in the OAS program as new freshmen decreased from 316 in 2014 to 291 in 2015.

There were also several significant demographic shifts in this year’s freshmen class. The number of students enrolling from Cook County, Illinois dropped by 109 students, from 691 in 2014 to 582 in 2015. The number of new freshmen enrolling from the 10-county area surrounding the Macomb campus increased 47 percent (+47) from 100 in 2014 to 147 in 2015. The number of new freshmen who identify as Black decreased by 78 students, 547 in 2014 to 469 in 2015. The number of new freshmen who identify as White, non-Hispanic, increased by 23 students, from 721 in 2014 to 744 in 2015.

The number of new freshmen who enrolled at the 12 Illinois state universities increased overall by 2.5% (+63 students) from 2014 to 2015. Although Table 4 shows mixed results of new freshmen enrolling at an Illinois public university, the University of Illinois - Chicago and the University of Illinois – Urbana/Champaign had the most significant increases by both percent and actual number increases.

Table 4. New Freshmen Enrollment by Illinois Public Universities Fall 2011-2015

2014-2015 2011 2012 2013 2014 2015 % Change University of Illinois-Chicago 3,115 3,123 3,104 3,030 3,485 +15.0% University of Illinois- Urbana/Champaign 7,255 6,921 7,329 6,937 7,562 +9.0% Eastern Illinois University 1,356 1,234 1,254 1,063 1,085 +2.1% Illinois State University 3,321 3,088 2,981 3,589 3,630 +1.1% Southern Illinois University-Edwardsville 2,070 2,075 1,966 2,125 2,096 -1.4% Northeastern Illinois University 943 1,033 803 765 743 -2.8% Governors State University na na na 242 233 -3.7% Western Illinois University 1,954 1,754 1,652 1,605 1,535 -4.4% Northern Illinois University 2,590 2,664 2,679 2,542 2,259 -11.1% University of Illinois- Springfield 243 283 338 320 281 -12.2% Southern Illinois University-Carbondale 2,420 2,286 2,571 2,694 2,177 -19.2% Chicago State University 485 360 285 306 200 -34.6% Statewide Total 25,752 24,821 24,962 25,218 25,281 +2.5% Source: OAROSUI, 2015 Enrollment Breakdown Report The biggest difference in the new freshmen class occurred at the end of the recruitment cycle. Admissions Counselors participated in 22.8 percent more high school visits than the previous year. The number of students visiting campus increased by 24.7 percent. The number of award letters sent to accepted new freshmen increased by 29.3 percent. All traditional indicators predicted a larger freshmen class, however, a significant change was made to the financial aid award letter to better inform students about their financial aid packages by mail rather than by requiring students to log in to the STARS student web portal. In other words, more students were better informed that they would not be able to afford to attend Western Illinois University prior to enrollment.

The public universities in Illinois continue to compete with each other by offering more aggressive scholarship programs. The data in table 5 shows the overall average net price for all of WIU’s primary competitors as well as the average net price by family income level. The data is lagging from a federal source, with the most current data from 2012-2013, but it does illustrate the price difference for specific state universities in Illinois. Research by Avery and Hoxby (2004), suggests that a difference in net price of $1,000 between competing universities reduces the likelihood of a student enrolling by 11 percent. A notable finding from the table below is the lower net price institutions realizing enrollment stability and the higher average net price institutions continuing to report decreases in new freshmen enrollment. In order to address the concern of price and college affordability, the President has assigned a Cost Task Force to make recommendations for tuition, fees, room, and board changes for the next year.

Table 5. Average Net Price by Income Level of Top Competitors, 2012-2013 Avg. < $30K $30K-$48K $48K-$75K $75K-$110K >$110K Net Price SIU-Carbondale $12,591 $14,578 $19,027 $21,975 $22,589 $14,347 SIU-Edwardsville $12,357 $13,801 $17,685 $20,120 $20,393 $15,047 Illinois State University $11,205 $13,575 $20,142 $23,301 $24,456 $15,673 UI-Urbana/Champaign $7,954 $12,778 $18,603 $24,403 $26,925 $16,490 Western Illinois University $14,583 $16,416 $20,430 $22,567 $22,754 $16,919 Eastern Illinois University $13,281 $14,383 $18,940 $21,363 $21,772 $17,751 Northern Illinois University $17,122 $17,367 $20,332 $22,718 $23,905 $19,168 Source: Integrated Postsecondary Education Data System

New Transfer Enrollment

The number of new transfers at Western Illinois University decreased 8.9 percent (-108), from 1,213 in 2014 to 1,105 in 2015. The number of new students transferring to the Macomb campus, enrolling full- time (-109, -12.1%) represents the entire decrease in new transfer students. The number of students transferring to the Quad Cities campus increased 4.3 percent (+10).

New transfer enrollment has historically followed changes in enrollment at Illinois community colleges from the previous year. According to the Illinois Community College Board, enrollment at the community colleges in the state decreased 4.6 percent (-15,468) from Fall 2013 to Fall 2014. Based on this decrease, new transfer students were projected to decrease approximately 5 percent.

The decrease in new transfer students is split between domestic new transfer students and international new transfer students. The number of domestic new transfers decreased 5.8 percent (-68 students). This decrease in domestic students can be accounted for by decreases in new transfer students from community colleges that are all local to WIU campuses, including Black Hawk College (-31; -21.2%), Illinois Central College (-17; -31.5%), and Spoon River College (-15; -17.9%). The number of new transfer students who are transferring from institutions outside of the United States account for the rest of the decrease in new transfer students (-41; -70.7%). Although the decrease in domestic new transfer students was expected, the decrease in international new transfer students was unexpected. There is not a clear reason for the decrease in international new transfer students. It is possible that the decline in international students was impacted by the federal government restricting visa applications.

The overall number of new transfer students to the state universities in Illinois decreased by 5.0 percent (- 710), from 14,299 in Fall 2014 to 13,589 in Fall 2015. The number of new transfers is mixed across institutions with only Illinois State University, University of Illinois – Springfield, and University of Illinois – Urbana/Champaign reporting increases in new transfer enrollment.

Table 6. New Transfer Enrollment by Illinois Public Universities

2014-2015 2011 2012 2013 2014 2015 % Change Chicago State University 551 661 579 538 500 -7.1% Eastern Illinois University 971 854 789 755 692 -8.3% Governors State University 383 800 819 971 736 -24.2% Illinois State University 1,826 1,876 1,801 1,842 1,932 +4.9% Northeastern Illinois University 1,273 1,193 1,184 1,125 1,085 -3.6% Northern Illinois University 2,134 1,913 1,881 1,840 1,799 -2.2% Southern Illinois University-Carbondale 1,777 1,420 1,366 1,397 1,247 -10.7% Southern Illinois University-Edwardsville 1,300 1,221 1,252 1,198 1,163 -2.9% University of Illinois-Chicago 1,522 1,452 1,640 1,718 1,569 -8.7% University of Illinois- Springfield 461 435 401 371 380 +2.4% University of Illinois- Urbana/Champaign 1,398 1,350 1,343 1,331 1,381 +3.8% Western Illinois University 1,301 1,328 1,243 1,213 1,105 -8.9% Statewide Total 14,897 14,503 14,298 14,299 13,589 -5.0% Source: OAROSUI, 2015 Enrollment Breakdown Report

Graduate Enrollment

Total graduate student enrollment at Western Illinois University increased from 1,813 in 2014 to 1,953 in 2015 (+140; +7.7%). As demonstrated in Table 7, Western Illinois University is tied with Governors State University for the largest percent increase in graduate enrollment from 2014 to 2015. New domestic graduate enrollment increased from 447 in 2014 to 498 in 2015 (+51; +11%), with the largest increase coming from Western Illinois University undergraduates who were continuing their education into the Graduate School (+30, +19.4%).

The increase in graduate school enrollment can be attributed to the Provost’s reinvestment initiatives presented last year. The new Higher Education track of the College Student Personnel program in the Quad Cities had an initial class of 16 students. The new hybrid MBA program increased enrollment by 19 students and the post-baccalaureate certificate program for the MBA program increased by 10 students. Changes in the Graduate Studies’ admissions process also can be attributed to the number of unclassified graduate students increasing by 14 students.

Table 7. Total Graduate Enrollment by Illinois Public Universities 2014-2015 2011 2012 2013 2014 2015 % Change Western Illinois University 2,034 1,942 1,833 1,813 1,953 +7.7% Governors State University 2,431 2,354 2,261 2,107 2,270 +7.7% University of Illinois- Urbana/Champaign 11,033 11,121 11,204 11,169 11,482 +2.8% Eastern Illinois University 1,521 1,442 1,428 1,273 1,318 +3.5% University of Illinois- Springfield 2,025 1,994 2,098 2,393 2,465 +3.0% University of Illinois-Chicago 8,483 8,475 8,602 8,415 8,509 +1.1% Illinois State University 2,714 2,449 2,523 2,460 2,380 -3.3% Chicago State University 1,259 1,094 1,003 950 947 -0.3% Northern Illinois University 5,365 4,984 5,020 4,900 4,850 -1.0% Southern Illinois University-Edwardsville 2,289 2,192 2,091 2,030 1,958 -3.5% Northeastern Illinois University 2,159 1,947 1,857 1,863 1,796 -3.6% Southern Illinois University-Carbondale 4,085 4,070 3,978 3,840 3,573 -6.9% Statewide Total 45,398 44,064 43,989 43,213 43,501 -0.7% Source: OAROSUI, 2015 Enrollment Breakdown Report

The number of new graduate assistantships increased by 15 positions and the number of teaching assistants increased by 10 positions from Fall 2014 to Fall 2015; although there is variation in assistantships contract lengths.

New international graduate enrollment increased from 124 in 2014 to 130 in 2015 (+6; + 4.8%). There were also significant shifts within international enrollment. The number of students enrolling from India increased from 117 in Fall 2014 to 152 in Fall 2015 (+35; 29.9%). The number of students enrolling from Brazil decreased from 75 in Fall 2014 to 37 in Fall 2015 (-38; -50.7%). The number of students enrolling from China decreased from 40 in Fall 2014 to 31 in Fall 2015 (-9; -22.5%).

Retention and Graduation

Western Illinois University’s 6-year graduation rate decreased from 54.3 percent to 52.8 percent. The freshmen-to-sophomore retention rate also decreased from 72.1 percent in 2013 to 67.7 percent of the new 2014 freshmen class returning for their sophomore year.

The decrease in freshmen-to-sophomore retention is varied across financial holds, academic suspensions, and other reasons. The number of students with financial holds increased from 7.5 percent of the Fall 2013 freshmen class to 8.4 percent of the Fall 2014 freshmen class. The number of students who were academically suspended increased from 6.8 percent in Fall 2013 to 7.5 percent in Fall 2014. The number of students with administrative holds (which excludes billing, e.g. advising, immunization, etc) increased from 3.5 percent in Fall 2013 to 5.3 percent in Fall 2014. The number of students who did not return for their sophomore year for some other un-verified reason remained the same at 10.8 percent in Fall 2013 and 10.9 percent in Fall 2014.

Table 8 illustrates the comparison of predicted versus actual graduation rates of the 12 state universities in Illinois. The graduation rate performance accounts for 7.5 percent of U.S. News College and University Rankings. The predicted graduation rate is calculated based on spending and student characteristics such as test scores and the proportion receiving Pell grants. Schools with higher than predicted graduation rates are determined to be enhancing achievement, rather than just enrolling an academically talented and/or advantaged freshmen class. Western Illinois University continues to out-perform its predicted graduation rate by 8 percent.

Table 8. Predicted and Actual Graduation Rates of Illinois Public Universities Predicted Actual Difference Chicago State University 36% 19% -17% Eastern Illinois University 51% 59% +8% Governors State University NA NA NA Illinois State University 62% 72% +10% Northeastern Illinois University 42% 22% -20% Northern Illinois University 50% 50% NC Southern Illinois University-Carbondale 32% 44% +12% Southern Illinois University-Edwardsville 58% 50% -8% University of Illinois-Chicago 55% 60% +5% University of Illinois- Springfield 59% 49% -10% University of Illinois- Urbana/Champaign 82% 84% +2% Western Illinois University 48% 54% +8% Source: U.S. News and World Report, 2015

Table 9. Retention and Graduation by Race/Ethnicity

Source: Office of Institutional Research and Planning

Quad Cities Enrollment

The Fall 2015 total Quad Cities student enrollment number is 1,531 (+8 students from Fall 2014). The Quad Cities campus has had the largest growth in the number of graduate students enrolled in extension courses (+78) and there is a slight increase in the number of undergraduate students on campus (+10). The largest decrease is in the number of graduate students on campus (-68) and there has been a slight decrease in the number of undergraduate students enrolled in extension courses (-12).

Since 2009, there has been a steady increase in the undergraduate on campus enrollment headcount (i.e., 45.3% increase in enrollment). Graduate on campus enrollment has steadily decreased during that time (i.e., -50.7% decrease between 2009 and 2015). Undergraduate extension enrollment was on a steady increase, until this past year when extension enrollment decreased. The Quad Cities campus has experienced significant and stable growth in graduate extension enrollment. Specifically, the largest change in graduate extension enrollment has been this Fall, with an 80.4 percent increase since Fall 2014.

Table 10. Quad Cities Headcount Enrollment by Location and Level Quad Cities Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Undergraduate 702 730 735 799 962 1,022 1,020 On Campus 670 685 663 673 778 794 804 Extension 32 45 72 126 184 228 216

Graduate 711 631 637 578 540 501 511 On Campus 682 592 572 531 459 404 336 Extension 29 39 65 47 81 97 175

Total 1,413 1,361 1,372 1,377 1,502 1,523 1,531 Source: Institutional Research and Planning, Fall 10th day enrollment reports

The Quad Cities growth in extension graduate student enrollment is consistent with what other Illinois public universities are reporting. Across the state graduate enrollment is up, with the largest growth in off campus students. In order to stay competitive with our peers, WIU will need to continue to strengthen our off campus student learning options, including meeting market demand and effective course delivery modes and offerings

In addition to headcount enrollment, it is equally important to note the trends in full time equivalency (FTE) enrollment on the Quad Cities campus. The total Quad Cities FTE increased 1.2 percent in Fall 2015, primarily because of extension enrollment. Since Fall 2014, there was a 1.3 percent increase in undergraduate on campus enrollment, but the Quad Cities undergraduate on campus FTE decreased 2.6 percent during that time. Thus, there were more full-time and part-time students enrolled in on campus courses, but less credit hours were produced than the previous fall semester. Graduate on campus FTE has continued to decrease with decreasing enrollment numbers (-18.7%). Likewise, despite the slight decrease in enrollment, undergraduate extension FTE has increased this Fall by 11.9 percent (i.e., students enrolled full-time produced more student credit hours than the previous year). Graduate extension FTE has increased with the increase in enrollment headcount (59.0%). Overall, there was a 23.6 percent increase in the Quad Cities extension FTE.

Table 11. Quad Cities FTE Enrollment by Location and Level Quad Cities Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Undergraduate 477 505 475 490 604 688 697 On Campus 431 441 418 394 471 503 490 Extension 46 64 57 96 133 185 207

Graduate 330 306 302 257 242 243 245 On Campus 300 274 281 237 199 182 148 Extension 30 32 21 20 43 61 97

Total 807 811 777 747 846 931 942 Source: Office of Institutional Research and Planning

Several initiatives have been implemented or proposed to continue to grow the Quad Cities campus enrollment and credit hour production. As a result of these efforts, there was an overall increase of 1.2 percent in student credit hour production on the Quad Cities campus since last Fall (2014). The increase in student credit hour production can be attributed in part to the University’s response to students’ online course needs. In Fall 2015, 188 online sections were offered in 54 different programs taught by 125 Macomb faculty and 17 Quad Cities faculty. Since Fall 2014, there was an increase of 31 online sections offered. Not only has the number of online offerings increased, but this Fall seven new hybrid courses were offered. The University’s hybrid courses are designed to meet the needs of working professionals, with approximately 75 percent of the instruction presented online and only 25 percent presented with face-to- face class meetings. Currently, all of the face-to-face class meetings are on the Quad Cities Campus. The seven new hybrid courses helped increase overall graduate student enrollment. Specifically, enrollment growth in Business Administration was 33.3 percent and 52.9 percent in the College Student Personnel program.

Building on this success, in Spring 2016, the University will conclude an external market analysis in the Quad Cities to determine market demand. The updated market analysis will assist the University in making strategic decisions regarding which programs and course offerings will be most successful for the Quad Cities campus. The University will benefit by continuing to invest in programs and modalities that our students want to see in their higher education experience.

2015-2016 Recruitment Plan

The following recruitment plan was developed in accordance with the goals stated in the Western Illinois University’s High Values in Higher Education Strategic plan to increase undergraduate enrollment, quality, and diversity. The plan covers the major on and off campus events, student search cycles, and publications, which support the recruitment effort.

All recruitment activities identified in this plan are geared toward the achievement of institutional goals in the areas of student recruitment, applications, and yield. The focus of this plan is to implement essential student recruitment and marketing practices.

Western Illinois University will utilize strategies to increase applications and bring students through the college selection process with targeted and personalized communications so that prospective students can access information about the University from multiple sources during the critical recruitment and college selection process.

The goals of this plan are the following:  Enroll at least 1,700 new domestic freshmen (1,650 Fall and 53 Spring)  Enroll at least 1,500 new domestic transfer (1,100 Fall and 400 Spring)

Competitive Advantages:  Most experienced admissions counselors in the Midwest (average tenure is 4 years)  Clear cut admissions process  All Cost Guarantee  Western Commitment Scholarship Program  First to send out award letters  Signature Programs  Outperform predicted graduation rate by 8 percent  Experiential learning opportunities

For Fall 2015, Western Illinois University experienced a significant drop in enrollment of students with academic ability below the institutional average and students from low to middle income families. The primary cause of this decrease is due to the financial gap that exists between the amount of available financial aid and the total direct costs exceeding $6,000 – as well as the university doing a better job of communicating financial aid award letters to students. For Fall 2015, WIU received more inquiries, applications, acceptances, and campus visitors, but the recruitment funnel started to fall apart once students received their financial aid award letter and realized that they could not afford to attend.

The primary focus for Fall 2016 will be to diversify our recruitment efforts with the following focus:  Market affordable cost options to all students interested in attending WIU (Linkages)  Niche marketing messages from signature academic programs  Create more options for more high school students to explore and enroll at WIU (e.g. Special High School students).  Increase communication and collaboration between the Office of Undergraduate Admissions and the Office of Financial Aid and prospective students.

Recruitment Strategies  Develop and implement print communications campaign to promote success and strengths while segmenting messages across four groups: o High Ability o Traditional WIU student o OAS o Local

 Promote affordable options to students based on family income to reduce financial gap and increase college access for low and middle income students (e.g. highlight Linkages).

 Work with department chairs to create differentiated messages for each academic major that explain how WIU’s programs are unique among its competitors.

 Expand outreach efforts in the St. Louis metro area, including Scott Air Force Base to recruit veteran students.

 Expand opportunities to promote WIU-QC within the Quad Cities metro area to traditional-aged students and adult learners.

 Increase data collection, tracking, and reporting (i.e. Pentaho) to more consistently evaluate the recruitment program by student target group, including freshmen, transfers, adult students, ethnic minorities, and students from various regions.

 Implement a segmented, systematic, and sequential written communication program designed to coordinate with phone, electronic, and hand written communications.

 Re-assess the Western Commitment Scholarship program amount after Fall articulation conferences to determine relative net price with competitors.

 Work with academic affairs to create alternative pathways for competitive majors for new freshmen (e.g. nursing, music, etc.).

 Evaluate impact of search name purchases from vendors (e.g. EOS/ACT, Cappex, Chegg).

 Work with financial aid to improve communication for students selected for verification and students with revised award letters.

 Review OAS admissions process and standards.

 Promote and expand educational opportunities for special visiting high school students.

Situational Analysis

The post-secondary market demand changes resulting from the Great Recession of 2008 continue to have a dramatic impact on enrollment at Western Illinois University. There is greater competition for Illinois students and little to no growth in the number of Illinois high school graduates. Large research universities are the only post-secondary institutions in the Midwest who are reporting enrollment increases, while most small private colleges, two-year community colleges, and comprehensive regional universities struggle to maintain enrollments. Compounding this issue are changes in teacher certification requirements in the State of Illinois and demand for continuing education for teachers. From 2010 to 2014, enrollments in education related majors (for example, Secondary Education, Physical Education, or Elementary Education) account for 86.0 percent (-713 out of -829) of the decline in undergraduate enrollment at WIU. Similarly, from 2010 to 2014, enrollment in graduate programs for teacher education, educational administration, and interdisciplinary education account for 88.9 percent (-265 out of -298) of the decline in graduate enrollment. Changes in recruitment and retention strategies alone are insufficient to produce enrollment growth without changes in academic program offerings that align with market demand.

According to the Western Interstate Commission for Higher Education, the number of students graduating from Illinois high schools will remain mostly unchanged over the next three years (Table 1). Demographics will continue to shift with fewer white and black students, and more Hispanic students.

Table 1. Projection of High School Graduates in Illinois 2014-2018 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 White 75,797 74,578 74,178 74,121 73,491 Black 19,756 19,555 19,201 18,603 18,843 Hispanic 23,205 24,621 25,291 25,369 26,607 Pacific Islander 6,531 6,760 6,822 6,882 7,602 American In. 444 384 389 357 369 Total 142,131 142,379 142,039 140,458 141,842 Source: Western Interstate Commission for Higher Education

The competition for Illinois student enrollment has become more intense. More colleges and universities across the country are actively recruiting Illinois high school seniors. The number of regional admissions counselors in the Chicagoland area representing various colleges and universities from across the nation increased from 50 in 2009 to 120 in 2015. Illinois is the 3rd largest exporter of college students in the nation behind California and New Jersey, respectively, and the 2nd largest net exporter (imports – exports) in the nation.

Additionally, Table 2 shows that the surrounding states have a much higher percent of students who stay in-state compared to Illinois and import a larger percentage of their enrollments from other states, such as Illinois. For example, the state of Iowa enrolls one out-of-state student for every two in-state students.

Table 2. Net Migration of College Students by State, Fall 2012 Stayed In-state Percent Staying In- Migration into state Net migration State Illinois 88,244 72.7% 16,571 -16,538 Iowa 26,472 87.2% 17,165 +13,311 Missouri 47,436 83.5% 14,023 +4,675 Wisconsin 44,951 82.5% 11,619 +2,088 Indiana 55,683 87.1% 16,338 +8,114 Source: http://nces.ed.gov/programs/digest/d13/tables/dt13_309.10.asp

Table 3 shows the number of students accepted as WIU new freshmen but enrolled elsewhere. An increasing number of students considering WIU are choosing to enroll at Illinois 2-year public colleges and

4-year public universities in Missouri (presumably because these institutions cost less). The primary competition for WIU continues to be other colleges and universities in Illinois, specifically the other state universities in Illinois, with Illinois 2-year public colleges increasing +242 from Fall 2013 to Fall 2014.

Table 3. WIU Accepted Students Enrolled at Another College/University by Institution Type and Location Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Illinois 4-Year Public 1,259 1,478 1,503 1,440 1,474 Illinois 2-Year Public 680 830 849 805 1,047 Illinois 4-Year Private 540 592 642 604 653 Missouri 4-Year Public 81 90 113 94 117 Wisconsin 4-year Public 57 76 108 90 98 Iowa 4-Year Public 71 79 72 66 71 Wisconsin 4-Year Private 73 67 67 68 57 Iowa 4-Year Private 89 55 90 95 96 Total 2,850 3,267 3,444 3,262 3,613 Source: National Student Clearinghouse, WIU Office of Institutional Research and Planning

Table 4 provides further detail of WIU’s direct competitors for accepted students enrolling at other colleges or universities. In Fall 2013, 598 students were either not enrolled or enrolled at a school that does not participate in the Clearinghouse. A greater number of students who apply at WIU are choosing to enroll at Illinois State University (+82), Northern Illinois University (+36), and University of Illinois – Chicago (+15).

Table 4. WIU Accepted Students Enrolled at Another Illinois College/University Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Illinois State University 333 389 321 278 360 Northern Illinois University 231 279 252 250 286 SIU-Carbondale 150 266 244 244 227 Eastern Illinois University 187 213 174 197 123 SIU-Edwardsville 103 164 154 142 132 U of Illinois - Chicago 92 137 139 113 128 U of Illinois - Urbana 84 102 81 103 64 Moraine Valley CC 58 66 61 71 66 College of DuPage 66 80 82 69 69 Total 1,304 1,696 1,508 1,467 1,455 Source: National Student Clearinghouse, WIU Office of Institutional Research and Planning

Enrollment Options by Affordability Group (New Freshmen Only)

The primary strategy for recruiting more new freshmen to the Macomb campus is to promote an affordable option for all accepted students with special emphasis on the Linkages partnership with Spoon River College. For Fall 2015 there were 8 Linkages students. With the Linkages program reducing students financial gap by $6,000, there is potential to increase the yield rate for Pell-eligible students who do not qualify for a Western Commitment Scholarship and enroll an additional 368 new freshmen who would be dual enrolled at the community college.

Group A – Western Commitment Scholarship Eligible Students (20+ ACT ^ 3.0+ GPA)

Fall 2015 Accepted 1,861 Yield 32.2%

Group B – No Scholarship & Pell Eligible

Fall 2015 Accepted 2,689 Yield 18.5%

Potential Increase if yield increased to 32.2% +368 Students

This average financial gap for this group is approximately $6,000. This group will be encouraged to explore the $4,000 additional unsubsidized federal loans or the Linkages program.

LINKAGES PROGRAM

Linkages students take classes at Western Illinois University and the community college at the same time to significantly reduce their cost of attendance while still “locking in” WIU’s 4-year cost guarantee and be a part of the university community. Students who are concurrently enrolled at Spoon River College and Western Illinois University will be eligible to reside in University Housing at Western Illinois University and receive in-district rates at the community college. Spoon River College classes will be offered on WIU’s campus.

Students must meet published admissions standards at both Western Illinois University and the participating community college. Students must apply and be accepted to both institutions. Financial Aid will be distributed by the community college to the student, so students should send their FAFSA to the participating community college for each academic year of concurrent enrollment.

Group C – No Scholarship & Not Pell Eligible

Fall 2015 Accepted 555 Yield 27.7% Potential Increase +25 New Freshmen The average financial gap for this group is between $6,000 to $11,000. The only way to reduce this group’s cost enough to close the average student’s gap is to encourage Parent Plus Loans or to encourage the student to enroll at the Quad Cities campus to make his or her housing and meal plan part of indirect costs and the lower fee rate. It will require us to use the regular freshmen admissions standards for the Quad Cities campus.

Quad Cities Recruitment Efforts

As outlined in the October 2015 Strategic Plan update, the Vice President of Quad Cities and Planning has been developing partnerships with local business in the Quad Cities. The primary strategy of Quad Cities recruitment efforts are to create additional market demand among adult students by approaching area businesses about educational opportunities and to working with area high schools to high school students to enroll in college classes prior to graduation from secondary schools. Some of the business partnerships include:

Corporate Meetings Paul Plagenz, Quad Cities Director of Development, and Joe Rives, Vice President for Quad Cities and Planning use corporate meetings as an opportunity to discuss recruitment of employees as students to Western Illinois University, new and expanded internship opportunities, interest in serving on the Quad Cities and Planning Advisory Committee, and future philanthropic partnerships, where appropriate.

The first meetings are general, serving as an opportunity to provide general updates about Western Illinois University and to assess interest in the items discussed above. As corporate doors are opened, administrators in the Quad Cites either follow up or send referrals to the appropriate dean. As promised to the Board, the Vice President is keeping a running log of meetings, referrals, and subsequent outcomes. Information from this log is summarized below.

AT&T They agreed to provide an action plan for recruiting AT&T employees as students, asked for a November follow up meeting to discuss new company funding interests and student internship opportunities, and agreed to appoint a staff member to serve on the Quad Cities and Planning Advisory Committee.

Deere and Company They will be following up with me on company areas of interest for expanded Western Illinois University student internship opportunities, assurance that Western is included in its university relations (outreach) programs and communications, and the identification of a staff member who will serve on the Quad Cities and Planning Advisory Committee.

McGladrey After the initial meeting, Dr. Jim Patterson, Assistant Dean of College of Business and Technology is leading efforts to recruit employees (including summer and winter undergraduate interns from other colleges and universities) into Western’s MBA program. The company was very interested in the hybrid format of the MBA program.

Parr Instruments The School of Engineering is following up on internship and research opportunities, and will host a visit of Parr executives at the Quad Cities Manufacturing Laboratory. Dr. Jim Patterson is also exploring part-time student employment opportunities with a representative from Parr.

Royal Neighbors of America (RNA) Helena Lira is following up on sponsored credit opportunities. Audrey Adamson is doing the same for internships and career fairs. Paul Plagenz and Dr. Janna Deitz will be developing funding proposal for the Ready to Run program led by Dr. Deitz.

Long term enrollment planning will be determined once the Quad Cities external market analysis is completed in Spring 2016.

WESTERN ILLINOIS UNIVERSITY BOARD OF TRUSTEES December 18, 2015

Report 15.12/4 Fiscal Year 2016 Performance Report

Executive Summary In June 2012, the Western Illinois University Board of Trustees approved implementation of Higher Values in Higher Education 2012-2022, with the Vision Statement “Western Illinois University will be the leader in educational quality, opportunity, and affordability among regional public universities.” The Board also approved performance indicator reporting for monitoring strategic plan effectiveness; and, in June 2015, updated non-salary benchmark institutions for peer group comparisons. This Report completes an annual three-part process for measuring institutional effectiveness. 1. Each spring all academic departments and administrative units articulate accomplishments and plans related to Higher Values in Higher Education through annual (consolidated annual report) presentations made by the vice presidents and areas that report to the president. These presentations and reports for Fiscal Year 2015 and years prior are available at www.wiu.edu/university_planning/annualpresentations.php 2. Consolidated Annual Report presentations provide the qualitative data for annual fall Long Term Plan and Higher Values in Higher Education Updates. These reports are available from the University Planning website at www.wiu.edu/university_planning/LongTermPlanningUpdates.php and www.wiu.edu/university_planning/annualstrategicplanupdates.php, respectively. 3. Annual winter Performance Reports compares university performance to stated goals and benchmark institutions to determine if Western Illinois University is successfully enacting its vision and achieving its goals. These reports are also available from the University Planning website at www.wiu.edu/university_planning/annualperformancereports.php, For Fiscal Year 2015, the data show: A. Compared to 2014, 28 (50%) of the University’s performance indicators are completed/maintained or progressing in the desired direction, four (7%) show no change, and 24 (43%) are moving in the opposite direction. These data illustrate the current effect of strategic plan implementation, but do not constitute a trend. B. Since implementation of Higher Values in Higher Education 2012-2022, 37 (64%) of the University’s performance indicators are completed/maintained or progressing in the desired direction, one shows no change (2%), and 20 (34%) are moving in the opposite direction1.

The remainder of this Report discusses the University’s performance indicator status for this year, since implementation of the Strategic Plan, and compared to results at peer institutions.

1 The 2014 analysis has two less comparisons than the 2012 analysis. Cell sizes for minority and Pell grant graduates were too small for analysis. 63

FISCAL YEAR 2015 PERFORMANCE REPORT

Methodology

The University’s most current performance (fall 2015 or Fiscal Year 2016) is reported on a longitudinal basis. An annual change analysis describes the current effect of strategic plan implementation. An analysis since fall 2012 (or Fiscal Year 2013) evaluates changes since implementation of the current version of the University’s Strategic Plan. An asterisk is displayed in each table signifies initial implementation of Higher Values in Higher Education 2012-2022.

Western’s performance in this Report is also compared to a subset of the Illinois public universities requested by the Board of Trustees (i.e., Eastern Illinois University, Illinois State University, Southern Illinois University-Edwardsville, and the University of Illinois-Springfield), all Illinois public universities, and/or Macomb and Quad Cities Campus benchmark institutions.

In most cases, benchmarking data is displayed for the previous year (fall 2014 or Fiscal Year 2015) due to secondary data publishing schedules. For salary comparisons, the agreed upon University Professionals of Illinois-Western Illinois University peer group is used.

Results

Educational Demand and Quality Western Illinois University remains a U.S. News and World Report top Midwestern public regional university for the 12th consecutive year. Fall 2015 rankings are displayed below.

Table 1 Top 15 Fall 2015 Midwestern Public Universities Ranked by U.S. News and World Report

1. Truman State University 9. University of Illinois-Springfield 2. University of Northern Iowa 10. Southern Illinois University-Edwardsville 3. Grand Valley State University 11. University of Nebraska-Kearney 4. University of Wisconsin-La Crosse 11. Western Illinois University 5. Eastern Illinois University 13. University of Wisconsin-Stevens Point 6. University of Wisconsin-Eau Claire 13. University of Wisconsin-Whitewater 7. University of Michigan-Dearborn 15. Ferris State University 7. University of Minnesota-Duluth

Tables 2-7 provide trend data in student recruitment. Since implementation of Higher Values in Higher Education 2012-2022, the University has a smaller total enrollment, with increased student enrollment in off-campus (online) education, and an enrollment profile that is more racially, internationally, and economically diverse. New freshmen cohorts have improving average ACT scores and high school percentile ranks.

Tables 2-7 also compare Western Illinois University and individual campus performance to results at peer institutions. The University has lower than average freshmen show-rates (ratio of enrolled to accepted students), higher transfer show-rates, and a higher diversity index (the probability the two students from different racial/ethnic designations will interact on a daily basis). Results also show that the Macomb campus enrolls new freshmen with lower than average ACT scores and high school percentile ranks compared to peer institutions, while the opposite trends exist on the Quad Cities campus.

Summary data statements precede Tables 2-7 below. Western Illinois University’s recruitment and enrollment strengths, challenges, and opportunities were discussed in the Enrollment, Retention and Graduation Rate Information Report. Please refer to that December 2015 Board of Trustees Report for more specific information on university recruitment.

Table 2 shows a decline in total university enrollment. Both campuses experienced decreases in on-campus enrollment, offset by increases in off-campus enrollment.

Table 2 Total Enrollment with New Freshmen and Transfer Applications, Acceptances, and Show-Rates Fall 2011 through Fall 2015

Fall Four-Year Change 2011 2012* 2013 2014 2015 Number Percent Total University Enrollment 12,554 12,205 11,707 11,458 11,094 (1,111) (9.1%) On-Campus 11,658 11,207 10,701 10,418 9,834 (1,373) (12.3%) Off-Campus 896 998 1006 1,040 1,260 262 26.3%

Macomb Enrollment 11,182 10,828 10,205 9,935 9,563 (1,265) (11.7%) On-Campus 10,423 10,003 9,464 9,220 8,694 (1,309) (13.1%) Off-Campus 759 825 741 715 869 44 5.3%

Quad Cities Enrollment 1,372 1,377 1,502 1,523 1,531 154 11.2% On-Campus 1,235 1,204 1,237 1,198 1,140 (64) (5.3%) Off-Campus 137 173 265 325 391 218 126.0%

Fall Four-Year Change New Freshmen-Macomb 2011 2012* 2013 2014 2015 Number Percent Applied 9,688 10,254 10,425 10,671 10,877 623 6.1% Accepted 6,347 6,438 6,199 6,187 6,534 96 1.5% Enrolled 1,926 1,729 1,612 1,605 1,535 (194) (11.2%) Show Rate (Enrolled/Accepted) 30.3% 26.9% 26.0% 25.9% 23.5% -- (3.4%)

New Freshmen-Quad Cities Applied 43 72 129 324 210 138 191.7% Accepted 37 43 61 94 71 28 65.1% Enrolled 29 25 40 42 29 4 16.0% Show Rate (Enrolled/Accepted) 78.4% 58.1% 65.6% 44.7% 40.8% -- (17.3%)

New Transfers-Macomb Applied 2,643 2,590 2,282 2,646 2,499 (91) (3.5%) Accepted 1,825 1,826 1,555 1,887 1,736 (90) (4.9%) Enrolled 1,114 1,075 950 1,213 1,105 30 (2.8%) Show Rate (Enrolled/Accepted) 61.0% 58.9% 61.1% 64.3% 63.7% -- 4.8%

New Transfers-Quad Cities 2011 2012* 2013 2014 2015 Applied 328 421 492 456 439 18 4.3% Accepted 281 360 391 346 330 (30) (8.3%) Enrolled 187 253 293 228 238 (15) (5.9%) Show Rate (Enrolled/Accepted) 66.5% 70.3% 74.9% 65.9% 72.1% -- 1.8%

Table 3 shows that the University has low show-rates for new freshmen when compared to Illinois public universities and Macomb Campus peers, but compares more favorably on transfer student show-rates for both campuses. The Macomb campus ranks 9th among 15 peers and the Quad Cities ranks 5th among nine peers on transfer student show-rates.

Table 3 New Freshmen and Transfer Student Show Rates Fall 2014

Illinois Public University Subset WIU Low Average High New Freshmen Show Rate 25.9% 25.4% 29.8% 33.9% New Transfers Show Rate 64.3% 56.8% 64.5% 71.9%

All Illinois Public Universities New Freshmen Show Rate 25.9% 25.4% 30.0% 33.9% New Transfers Show Rate 64.3% 55.9% 64.4% 71.9% Governor State University, Northern Illinois, and Chicago State University did not report data

New Transfers New Transfers New Freshmen Macomb Benchmarks Quad Cities Benchmarks Northern Iowa 60.7% Northern Iowa 78.3% Louisiana State-Shreveport 76.6% Central Missouri 47.6% Nebraska-Kearney 77.7% University of Illinois-Springfield 71.9% Wisconsin-Whitewater 44.7% Central Missouri 77.6% Indiana University-East 68.1% Wisconsin-Stevens Point 43.7% Wisconsin-Whitewater 74.2% Pennsylvania State-Harrisburg 67.7% Nebraska-Kearney 43.5% Wisconsin-Stevens Point 71.5% Western Illinois 65.9% Wisconsin-La Crosse 43.4% Wisconsin-La Crosse 69.6% Indiana University-Kokomo 62.1% Truman State* 43.3% Eastern Illinois 68.7% Texas-Permian Basin 57.8% Central Washington 38.8% Central Washington 66.6% Auburn University-Montgomery 55.4% Appalachian State 35.8% Western Illinois 64.3% Augustana College 41.7% Montclair State 34.9% Appalachian State 62.3% Montana Tech University* N/A SIU-Edwardsville 32.2% Montclair State 60.6% Saint Ambrose* N/A Grand Valley State 30.9% Grand Valley State 60.1% James Madison 29.4% James Madison 60.0% Western Illinois 25.9% William Patterson 58.0% Eastern Illinois 25.4% SIU-Edwardsville 56.8% William Patterson 16.3% Truman State* NA

Table 4 shows increases in minority student enrollment and international student enrollment on both campuses. Pell grant enrollment as a percent of total enrollment is up on the Macomb campus and down on the Quad Cities campus.

Table 4 Minority and International Student Enrollment as a Percent of Total Enrollment Pell Grant Recipient Enrollment as a Percent of Total Undergraduate Enrollment Fall 2010 through Preliminary Fall 2015*

Fall

2011 2012* 2013 2014 2015 Macomb Total Enrollment 11,182 10,828 10,205 9,935 9,563 Percent Minority Students 23.2% 28.2% 34.3% 31.3% 32.7% Percent International Students 3.4% 3.1% 3.6% 5.2% 5.3%

Macomb Undergraduate Enrollment 9,744 9,785 9,464 8,623 8,121 Pell Grant Recipients 41.0% 39.1% 44.3% 44.0% 46.7%

Table 4 -continued-

2011 2012* 2013 2014 2015 Quad Cities Total Enrollment 1,372 1,377 1,502 1,523 1,531 Percent Minority Students 11.8% 13.9% 18.5% 16.5% 18.1% Percent International Students 0.9% 0.4% 0.1% 0.8% 0.8%

Quad Cities Undergraduate Enrollment 730 735 799 1,002 1,020 Pell Grant Recipients 21.0% 38.0% 31.8% 29.9% 31.1% *Fall 2015 Pell Grant data is finalized at the end of term.

Table 5 shows that the University’s Diversity Index exceeds the average at Illinois public universities. The Macomb campus ranks 3rd for its peer group comparison, and the Quad Cities campus ranks 7th for its peer group comparison.

Table 5 US News & World Report’s Diversity Index Fall 2014

WIU Low Average High Illinois Public Universities Subset .49 .36 .43 .49 All Illinois Public Universities .49 .36 .53 .71 Chicago State did not report data

Macomb-Benchmarks Quad Cities-Benchmarks William Patterson University .66 Texas-Permian Basin .59 Montclair State .61 Auburn Montgomery .54 Western Illinois .49 Louisiana State-Shreveport .49 Central Washington .47 Penn State-Harrisburg .48 Eastern Illinois .44 Illinois-Springfield .45 Southern Illinois-Edwardsville .40 Augustana .35 James Madison .32 Western Illinois-Quad Cities .32 Grand Valley State .27 Saint Ambrose .24 Wisconsin-Whitewater .27 Indiana-Kokomo .22 Central Missouri .27 Indiana-East .20 Nebraska-Kearney .26 Montana Technological .11 Appalachian State .22 Truman State .22 Northern Iowa .19 Wisconsin-Stevens Point .19 Wisconsin-La Crosse .17

Table 6 shows improving average ACT scores and the percent of new freshmen enrolled from the top 25% of their high school graduating class for both campuses.

Table 6 ACT Score and High School Rank Information Western Illinois University New Freshmen Fall 2011 through Fall 2015

2011 2012* 2013 2014 2015 Macomb Campus Average ACT Score—All Freshmen 20.7 20.7 21.1 20.9 21.1 Average ACT Score—Regular Admits 21.6 21.7 22.0 21.6 21.8 ACT Interquartile Range 18-23 18-23 18-23 18-23 18-23 Freshmen from top 25% of HS Class 25.7% 25.8% 27.7% 27.9% 30.8%

Quad Cities Campus Average ACT Score—All Freshmen -- 22.7 23.5 24.2 23.2 (N=23) (N=37) (N=40) (N=23) Average ACT Score— Honors Cohort -- 26.6 26.9 26.3 25.0 (N=5) (N =10) (N =23) (N =11) ACT Interquartile Range 19-25 20-26 21-26 22-26 21-26 Freshmen from top 25% of HS Class 29.6 30.4% 41.2% 48.5% 40.9% Population size for Quad Cities students included, as average values can be effected by outliers.

Table 7 shows average ACT scores, interquartile ranges (middle half of the ACT score distribution for new freshmen), and percent of high school graduates from the top 25% of their high school graduating class below peer group averages for the Macomb campus and above peer group averages for the Quad Cities campus. The Macomb campus has the lowest average ACT score, ACT interquartile range, and percent of high school students graduating from the top 25% of the graduating class when compared to the subset of Illinois public universities and peer institutions. The Quad Cities campus ranks second on both ACT measures and third on high school percentile rank.

Table 7 ACT Score and High School Rank Information Fall 2014

WIU Low Average High Illinois Public Universities Subset Average ACT Score 21 21 23 24 ACT Interquartile Range 18-23 18-23 20-25 22-26 From Top 25% of High School Class 28% 28% 37% 45%

All Illinois Public Universities Average ACT Score 21 19 23 29 ACT Interquartile Range 18-23 16-20 20-25 26-32 From Top 25% of High School Class 28% 15% 40% 90% Illinois State and Chicago State did not report Top 25% of High School Class. Chicago State did not report ACT interquartile range. Governors State did not report average ACT.

Macomb Benchmarks

Average ACT Score ACT Interquartile Range From Top 25% of High School Class Truman State* 27 Truman State* 24-32 Truman State 80% Appalachian State 26 Appalachian State 23-27 Wisconsin-La Crosse 65% James Madison 25 James Madison 23-27 Appalachian State 55% Wisconsin-La Crosse 25 Wisconsin-La Crosse 23-27 Grand Valley State 48% Grand Valley State 24 Grand Valley State 21-26 Northern Iowa 47% SIU-Edwardsville 24 SIU-Edwardsville 20-25 Siu-Edwardsville 45% Northern Iowa 23 Northern Iowa 20-25 James Madison 43% Wisconsin-Stevens Point 23 Wisconsin-Stevens Point 20-25 Nebraska-Kearney 42% Wisconsin-Whitewater 23 Wisconsin-Whitewater 20-25 Wisconsin-Stevens Point 40% Eastern Illinois 22 Nebraska-Kearney 20-25 Montclair State 37% Nebraska-Kearney 22 Eastern Illinois 19-24 Eastern Illinois 33% William Paterson 22 Central Missouri 19-24 Central Missouri 32% Central Washington 21 William Paterson 18-23 Western Illinois 28% Montclair State 21 Central Washington 18-23 Wisconsin-Whitewater 28% Western Illinois 21 Montclair State 18-23 William Paterson NA Central Missouri NA Western Illinois 18-23 Central Washington NA

Quad Cities Benchmarks

Average ACT Score ACT Interquartile Range From Top 25% of High School Class Augustana 26 Augustana 23-29 Augustana 66% Western Illinois-Quad Cities 24 Western Illinois-Quad Cities 22-26 Texas-Permian Basin 55% Montana Technological 24 Montana Technological 21-28 Western Illinois-Quad Cities 49% Illinois-Springfield 23 Illinois-Springfield 20-27 Auburn-Montgomery 46% Saint Ambrose 23 Saint Ambrose 20-25 Illinois-Springfield 43% Indiana-East 21 Louisiana State-Shreveport 20-25 Montana Technological 42% Texas-Permian Basin 21 Penn State-Harrisburg 19-25 Penn State-Harrisburg 35% Auburn-Montgomery 21 Auburn-Montgomery 19-24 Saint Ambrose 34% Louisiana State-Shreveport 21 Indiana-East 18-23 Indiana-East 31% Texas-Permian Basin 18-22 Indiana-Kokomo 31% Indiana-Kokomo 17-22 Data for other benchmark institutions were not available.

Western Illinois University students are served by high-achieving, diverse faculty and staff. Higher Values in Higher Education identifies faculty and staff salaries that meet and exceed the mean of peer institutions as the highest institutional priority. The goal has been achieved and is improving for professors and associate professors, declining for assistant professors, and increasing for instructors.

Table 8 Average Western Illinois University Faculty Salaries Compared to the Mean of Peer Institutions Fiscal Years 2010 through 2014

Fiscal Year Salaries as a Percent of Peer Group Averages 2011 2012 2013* 2014 2015 Professors 102.5% 102.9% 101.3% 104.0% 106.3% Associate Professors 98.7% 100.1% 100.0% 102.2% 105.2% Assistant Professors 94.9% 96.3% 96.8% 97.1% 96.1% Instructors 94.9% 95.9% 90.0% 85.9% 91.5%

Educational Opportunity

Tables 9 and 10 present data on the student experience, and show that the number of course sections on both campuses is decreasing and both campuses have a current student-to-faculty ratio of 14:1. The 2014 comparison for benchmark institutions show that Macomb campus has the second lowest student-to-faculty ratio, and the Quad Cities campus has the third lowest ratio among its peers.

Table 9 Number of Course Sections, Percent of Classes Less Than 20, and Student-to-Faculty Ratios Fiscal Year 2011 through Fiscal Year 2015

Fiscal Year 2011 2012 2013* 2014 2015 Macomb Campus Number of Sections* 4,993 4,977 4,845 4,793 4,678 Percent of Classes Less Than 20 82.6% 82.7% 82.6% 84.6% 85.1% Student-to-Faculty Ratio 16:1 16:1 15:1 15:1 14:1

Quad Cities Campus Number of Sections* 554 529 557 520 492 Percent of Classes Less Than 30 96.6% 97.7% 96.4% 94.0% 94.3% Student-to-Faculty Ratio 12:1 12:1 12:1 14:1 14:1 *Excludes corresponding sections for online and compressed video to avoid duplication.

Table 10 Student-to-Faculty Ratios Fall 2014

WIU Low Average High Illinois Public Universities Subset 15:1 14:1 16:1 19:1 All Illinois Public Universities 15:1 10:1 15:1 19:1 Chicago State University did not report data

Macomb-Benchmarks Quad Cities Benchmarks Eastern Illinois 14:1 Saint Ambrose 10:1 William Paterson 14:1 Augustana 11:1 Nebraska-Kearney 15:1 Illinois-Springfield 14:1 Western Illinois 15:1 Western Illinois-Quad Cities 14:1 Appalachian State 16:1 Auburn University-Montgomery 15:1 James Madison 16:1 Indiana University-East 15:1 Northern Iowa 16:1 Montana Technological University 15:1 Grand Valley State 17:1 Indiana University-Kokomo 16:1 Montclair State 17:1 Louisiana University-Shreveport 19:1 Truman State 17:1 University of Texas-Permian Basin 21:1 Central Washington 19:1 Pennsylvania State-Harrisburg N/A SIU-Edwardsville 19:1 Wisconsin-La Crosse 19:1 Central Missouri 20:1 Wisconsin-Stevens Point 20:1 Wisconsin-Whitewater 21:1

Tables 11-14 present first-year retention rates and six-year graduation rates. The Macomb campus retention rate decreased 4.4% from last year, is below the average of Illinois public universities, and is the lowest among peer institutions. The Quad Cities campus retention rate increased 5.7% from last year, and ranks third among peer institutions. The Macomb campus graduation rate decreased 1.5% from last year, is above the average of Illinois public universities, and ranks 12th among 16 peer institutions. Six-year

graduation rates are not available for the Quad Cities campus. The University did not beginning admitting first-time, full-time freshmen to that campus until fall 2013.

Table 11 Western Illinois University First Year Retention and Six-Year Graduation Rates

Cohort Freshmen Retention Rates-Macomb 2010 2011 2012 2013* 2014 All Students 71.4% 67.7% 63.3% 72.1% 67.7% Minority Students 65.7% 60.8% 53.4% 64.5% 60.0% Pell Grant Recipients 68.2% 65.9% 56.8% 67.5% 66.4%

Freshmen Retention Rates-Quad Cities All Students ------76.9% 82.6% Minority Students ------N/A N/A Pell Grant Recipients ------N/A N/A

Six-Year Graduation Rates-Macomb 2005 2006 2007* 2008 2009 All Students 53.4% 54.0% 56.0% 54.3% 52.8% Minority Students 45.9% 45.0% 44.0% 48.5% 41.5% Pell Grant Recipients 53.6% 56.6% 56.7% 56.5% 50.7% Cells marked NA are based on counts of five or fewer students in the cohort.

Table 12 First-Year Retention Rate and Graduation Rates2

WIU Low Average High Illinois Public Universities Subset First-Year Retention 69% 69% 75% 83% 6-Year Graduation Rates 54% 49% 57% 72%

All Illinois Public Universities First-Year Retention 69% 53% 73% 94% 6-Year Graduation Rates 54% 19% 51% 84% Governors State University did not report data

First-Year Retention Rates Six-Year Graduation Rates First-Year Retention Rates Macomb Benchmarks Macomb Benchmarks Quad Cities Benchmarks Appalachian State 88% James Madison 82% Augustana College 85% James Madison 88% Truman State 71% Saint Ambrose 78% Truman State 88% Appalachian State 70% Western Illinois-Quad Cities 77% Wisconsin-La Crosse 86% Wisconsin-La Crosse 70% Illinois-Springfield 75% Northern Iowa 83% Grand Valley State 65% Montana Technological 69% Montclair State 83% Northern Iowa 64% Indiana University-East 66% Grand Valley State 82% Montclair State 64% Louisiana State-Shreveport 66% Wisconsin-Stevens Point 80% Wisconsin-Stevens Point 61% Texas-Permian Basin 65% Wisconsin-Whitewater 79% Eastern Illinois 59% Indiana University-Kokomo 63% Eastern Illinois 78% Wisconsin-White Water 57% Auburn-Montgomery 60% Nebraska-Kearney 78% Nebraska-Kearney 56% Pennsylvania-Harrisburg N/A William Paterson 77% Western Illinois 54% Central Washington 77% Central Washington 53% SIU-Edwardsville 71% Central Missouri 52% Western Illinois 69% William Paterson 51% Central Missouri 69% SIU-Edwardsville 50%

2 The graduation rate indicates the average proportion of fall 2005 through fall 2008 freshmen graduating within six years; and freshman retention is based on the average of the 2010 through fall 2013 cohorts. 71

Table 13 presents the difference between the University’s actual graduation rate and predicted graduation rate. The latter is calculated from ACT scores and high school percentile ranks of new freshmen. A positive difference indicates that the educational experience is contributing to student success, because more students are graduating than are projected, based on entering student characteristics. Western Illinois University’s 6% difference is fourth highest among the 12 Illinois public universities and ranks 6th among 16 peer institutions.

Table 13 Difference between Predicted and Actual Six-Year Graduation Rates At Illinois Public Universities and Western Illinois University Benchmark Institutions

Illinois Public Universities

Actual Predicted Graduation Graduation Rate Rate Difference Southern Illinois-Carbondale 44% 32% 12% Illinois State 72% 62% 10% Eastern Illinois 59% 51% 8% Western Illinois 54% 48% 6% Illinois-Chicago 60% 55% 5% Illinois-Urbana/Champaign 84% 82% 2% Northern Illinois 50% 50% - Southern Illinois-Edwardsville 50% 58% (8%) Illinois-Springfield 49% 59% (10%) Chicago State 19% 34% (15%) Northeastern Illinois 22% 42% (20%)

Macomb Benchmark Institutions

Actual Predicted Graduation Graduation Rate Rate Difference

Montclair State 64% 48% 16% James Madison 82% 71% 11% Eastern Illinois 59% 51% 8% Nebraska-Kearney 56% 49% 7% Wisconsin-Whitewater 57% 50% 7% Grand Valley State 65% 59% 6% Western Illinois 54% 48% 6% Appalachian State 70% 64% 6% Wisconsin-Stevens Point 61% 55% 6% Central Washington 53% 48% 5% Central Missouri 52% 47% 5% Northern Iowa 64% 60% 4% William Paterson 51% 49% 2% Wisconsin-La Crosse 70% 68% 2% Truman State 71% 73% (2%) Southern Illinois-Edwardsville 50% 58% (8%)

Table 14 presents four-year transfer graduation rates since six-year graduation rates cannot be compared on the Quad Cities campus. The 67.8% rate for the Macomb campus is up 3.9% percent from last year. The 82.8% rate for the Quad Cities campus is up 2.4% from last year, and has maintained at over 80% for the last three years.

Table 14 Four-Year New Transfer Student Graduation Rates Fall 2005-Fall 2009 Cohorts

2006 2007 2008 2009* 2010 Macomb N Pct N Pct N Pct N Pct N Pct All Students 778 64.1% 632 61.5% 644 64.0% 678 63.9% 722 67.8% Minority Students 83 51.2% 60 47.2% 78 48.4% 88 52.1% 113 55.9% Pell Grant Recipients 313 61.4% 228 58.3% 277 63.1% 294 60.0% 364 63.1%

Quad Cities N Pct N Pct N Pct N Pct N Pct All Students 104 68.4% 127 69.0% 75 80.6% 92 80.4% 82 82.8% Minority Students 11 50.0% 21 67.7% N/A N/A 17 82.2% 14 77.8% Pell Grant Recipients 49 65.3% 62 68.9% 44 81.5% 37 75.5% 37 82.2%

Third, Table 15 presents information on alumni donation rates. U.S. News and World Report publishes this data as a proxy for student satisfaction3. The University’s rate of 5% is at the statewide average of Illinois public universities for a second consecutive year. It also ranks 13th among 24 peer institutions

Table 15 Percent of Alumni Donations Fall 2014

WIU Low Average High Illinois Public Universities Subset 5% 5% 5% 7% All Illinois Public Universities 5% 2% 5% 10% Governors State University and Chicago State University did not report data

Augustana 25% Montana Technological 16% Wisconsin-Whitewater 10% Northern Iowa 9% Truman State 9% Appalachian State 8% Indiana-Kokomo 8% Nebraska-Kearney 8% Saint Ambrose 8% Indiana-East 7% Texas-Permian Basin 7% James Madison 7% Grand Valley State 5% Illinois-Springfield 5% Wisconsin-Stevens Point 5% William Paterson 5% Western Illinois 5% Southern Illinois –Edwardsville 5% Eastern Illinois 5% Wisconsin-La Crosse 4% Montclair State 3% Auburn-Montgomery 3% Central Missouri 2% Central Washington 2% Louisiana State-Shreveport and Penn State-Harrisburg did not report data

3 US News and World Report defined the Alumni Giving Rate as “The average percentage of living alumni with bachelor's degrees who gave to their school during 2012-2013 and 2013-2014.” 73

Affordability and Financial Strength

Western Illinois University maintains affordable tuition and fee rates. Macomb’s annual rates are at the median of the Illinois public university subset. Quad Cities rates ($9,545) are significantly lower than locally based Saint Ambrose University ($28,100) and Augustana College ($38,466).

Table 16 New Freshmen In-State Tuition and Fee Rates at Selected Illinois Public Universities Academic Year 2015-20164

Tuition Fees Total Southern Illinois-Edwardsville $10,248 $9,020 $19,268 Eastern Illinois $11,108 $9,358 $20,466 Western Illinois $11,509 $9,580 $21,089 Illinois-Springfield $11,413 $11,550 $22,963 Illinois State $13,664 $9,754 $23,418

Maintaining affordability is important to a student-base that is price sensitive. Compared to the Illinois public university subset, Western has the highest percentage of students receiving need-based financial aid and the highest percentage of students engaged in self help (using employment and loans) to finance their education. The University also has the second highest average student loan amount for academic year 2014-2015.

Table 17 Percentage of student receiving need-based aid and loans Academic Year 2014-2015

Need Based Aid Western Illinois 73% Eastern Illinois 69% Illinois-Springfield 69% Southern Illinois-Edwardsville 64% Illinois State 60%

Self Help Western Illinois 69% Eastern Illinois 59% Illinois-Springfield 58% Southern Illinois-Edwardsville 54% Illinois State 50%

Loans Eastern Illinois $4,875 Southern Illinois-Edwardsville $4,573 Illinois State $4,571 Western Illinois $4,316 Illinois-Springfield $4,221

Western understands and respects its population base, as evidenced by inclusion of a need-based component to Western Commitment Scholarships and the current study of price sensitivity and elasticity chaired by the

4 U.S. News & World Report defines Tuition as tuition and mandatory fees. Fees refers to room and board costs for a double room. 74

Vice President for Student Services. Need awards as a percent of total financial aid awards ranks third for the five benchmark institutions.

Table 18 Need as Percent of Total Average Financial Aid Awards

Illinois State 93.4% Illinois-Springfield 77.8% Western Illinois 76.6% Southern Illinois-Edwardsville 70.4% Eastern Illinois 30.3%

Data for Table 19 cannot be updated until the State of Illinois passes an appropriation for Illinois public universities. Last year it was reported that Western’s new student all-costs (tuition, fees, room and board rate) increases were below the average increase in the Higher Education Price Index for the last four years, despite receiving state decreased appropriated funding during this time.

Table 19 Western Illinois University-Macomb All-Cost Increases, Changes in the Higher Education Price Index And Annual State Appropriations Fiscal Year 2011 through Fiscal Year 2015

Fiscal Year 2011 2012 2013* 2014 2015 Average Four-Year All-Costs Increase 1.5% 1.2% 1.2% 1.1% 0.8% Average Four-Year Increase in the Higher Education Price Index 0.9% 2.6% 1.7% 1.9% 2.2% One-Year Change in State Appropriations (operating) (6.2%) (1.2%) (6.1%) 1.3% (0.3%)

There was a small decline for Fiscal Year 2015 in the average debt load for graduating students with loans; and the University will continue with financial innovation, as the percent of students with loans increased. Compared to the 16 Macomb campus peers, Western Illinois University has the second highest percentage of graduates with loans and the third highest average debt load for these students.

Table 20 Percent of Western Illinois University Graduates with Loans And the Average Debt Load of Graduating Students with Loans Fiscal Years 2011 through 2015

Fiscal Year 2011 2012 2013* 2014 2015 Percent of students with loans 66% 73% 82% 77% 80% Average debt load of graduates with loans $23,227 $24,993 $25,187 $28,948 $28,785

Table 21 Percent of Graduates with Loans and the Average Debt Load of Graduating Students with Loans Fiscal Year 2015

WIU Low Average High Illinois Public Universities Subset Percent of Graduates with Loans 80% 49% 69% 82% Average Debt Load $28,785 $23,507 $28,471 $31,219

All Illinois Public Universities* Percent of Graduates with Loans 80% 18% 63% 82% Average Debt Load $28,785 $13,366 $26,371 $31,219 * Governors State University, Chicago State and SIU-E did not report full data

Percent of Graduates with Loans Average Debt Load Southern Illinois-Edwardsville 49% Appalachian State $21,693 James Madison 52% Northern Iowa $23,163 Truman State 54% Nebraska-Kearney $23,229 Appalachian State 57% Truman State $23,585 Nebraska-Kearney 59% James Madison $23,732 Wisconsin-La Crosse 67% William Paterson $25,062 Central Washington 69% Wisconsin-Stevens Point $25,871 Montclair State 71% Wisconsin-La Crosse $25,932 Grand Valley State 73% Central Washington $26,360 Northern Iowa 75% Central Missouri $27,424 Wisconsin-Whitewater 75% Wisconsin-Whitewater $27,623 Wisconsin-Stevens Point 76% Montclair State $28,070 William Paterson 76% Western Illinois $28,785 Central Missouri 78% Grand Valley State $30,222 Western Illinois 80% Eastern Illinois $31,219 Eastern Illinois 82% Southern Illinois-Edwardsville N/A

Data for Table 22 cannot be updated until the State of Illinois passes an appropriated budget for Illinois public universities. However it can be noted that the Western’s commitment to conservative fiscal management is important to containing costs for students. The institution is experiencing decreasing state funding and increasing reliance on the University Income Fund revenue.

Table 22 Western Illinois University Appropriation History Fiscal Year 2011 through Fiscal Year 2015

($ Reported in Millions) 2011 2012 2013* 2014 2015 Total Appropriation $123.9 $127.0 $127.0 $125.6 $132.5 Percent Change 0.0% 2.5% 0.0% (1.1%) 3.8%

General Revenue Fund $56.1 $55.5 $52.1 $52.8 $52.6 Percent Change (6.2%) (1.2%) (6.1%) 1.3% (0.2%)

University Income Fund $67.7 $71.4 $74.8 $72.8 $79.7 Percent Change 5.8% 5.5% 4.7% (2.7%) 9.6%

Income Fund Percent Total 54.7% 56.3% 58.9% 58.0% 60.3%

Through conservative fiscal management and mission-driven spending, the University maintains financial strength. Table 23 presents federally required financial ratios that are reported to the Higher Learning Commission annually.

New to this year’s Report is the inclusion of the University’s Composite Financial Indicator (CFI) score. This is a measure of the institution’s overall financial strength. If an institution is below 1.0 for two consecutive years, it is considered to have financial challenges and Commission follow-up is required. Despite appropriated fund reductions and state cash flow issues, Western Illinois University has improved its financial strength since Fiscal Year 2008.

Table 23 Western Illinois University Financial Ratios Reported to the Higher Learning Commission-North Central Association of Colleges and Schools Fiscal Year 2008 through Fiscal Year 2014

2008 2009 2010 2011 2012 2013 2014 Composite Financial Indicator 1.80 1.30 3.00 3.60 2.90 1.70 2.50 Primary Reserve Ratio 0.17 0.06 0.21 0.25 0.27 0.26 0.25 Net Operating Revenue Ratio 0.01 0.01 0.04 0.06 0.04 0.00 0.01 Return on Net Assets Ratio 0.05 0.03 0.13 0.18 0.12 0.04 0.13 Viability Ratio 0.73 0.80 0.10 0.76 0.70 0.75 0.77

In addition a growing Composite Financial Indicator score:

 The primary reserve ratio demonstrates institutional fiscal stability. A negative or decreasing trend over time would indicate a weakening financial condition.  The net operating ratio shows institutional operations with a surplus in six of the last seven years, therefore enabling the University to carry forward funds in conjunction with limitations established in Illinois statutes for public institutions.  The net assets ratio shows availability of additional expendable net assets to satisfy debt obligations.  The viability assets ratio maintains continues to increase despite a volatile economy.

With fiscal strength and mission-driven spending, the University remains below the statewide average on instructional and administrative costs per credit hour5. Western’s values on both of these measures are second lowest of the 12 Illinois public universities, with instructional costs 12.3% below the statewide average, and administrative costs 26.9% below the statewide average. Conservative fiscal management enables the University to sustain a reserve base, limit cost increases, and continue advancement of strategic plan goals and priorities during a period of decreased and delayed state funding.

5 A future Strategic Plan Update will provide the data for Fiscal Year 2014 when it is published by the Illinois Board of Higher Education. The data were not available at the time of writing this Report. 77

Table 24 Instructional Costs per Credit Hour at Illinois Public Universities Fiscal Year 2008 through Fiscal Year 2013

2009 2010 2011 2012 2013* Chicago State $343.58 $309.30 $287.08 $312.29 $417.04 Illinois-Chicago $338.75 $314.44 $342.14 $359.77 $374.94 Illinois-Springfield $334.89 $327.87 $318.74 $338.65 $372.28 Governors State $324.60 $309.84 $328.00 $364.12 $364.31 Illinois-Urbana/Champaign $336.21 $330.45 $348.71 $350.07 $362.97 State Average $300.52 $293.95 $303.41 $317.81 $335.60 Eastern Illinois $268.70 $270.80 $270.13 $289.67 $331.88 Northern Illinois $278.29 $269.71 $282.36 $306.19 $331.84 Southern Illinois-Carbondale $304.92 $311.12 $302.19 $309.84 $314.13 Northeastern Illinois $271.20 $263.09 $259.39 $284.40 $298.35 Illinois State $257.72 $260.18 $267.13 $286.37 $297.85 Western Illinois $267.16 $275.31 $272.68 $284.01 $294.30 Southern Illinois-Edwardsville $246.75 $232.22 $240.55 $249.57 $257.94 % WIU Is Under the State Average (11.1%) (6.3%) (10.1%) (10.6%) (12.3%) Source: IBHE Academic Discipline Cost Study, Section VI, All Disciplines Instruction less Physical Plant

Table 25 Administrative Costs per Credit Hour at Illinois Public Universities Fiscal Year 2008 through Fiscal Year 2013

2009 2010 2011 2012 2013* Chicago State $137.81 $82.93 $106.40 $137.24 $124.54 Governors State $134.07 $119.49 $125.05 $142.88 $118.26 Illinois State $84.67 $85.35 $88.86 $104.83 $102.01 Northern Illinois $95.17 $95.63 $97.75 $102.11 $101.63 Illinois-Springfield $116.76 $101.60 $105.00 $104.18 $92.60 Eastern Illinois $79.53 $75.35 $74.80 $84.37 $89.03 Illinois-Urbana/Champaign $77.88 $77.93 $84.38 $82.99 $88.94 State Average $82.82 $79.64 $83.18 $87.92 $86.86 Southern Illinois-Carbondale $84.46 $84.34 $81.76 $81.80 $80.28 Illinois-Chicago $75.81 $70.51 $75.00 $78.40 $78.41 Northeastern Illinois $68.42 $73.13 $71.80 $78.60 $75.16 Western Illinois $68.90 $68.70 $67.76 $70.94 $63.48 Southern Illinois-Edwardsville $64.03 $58.36 $61.59 $64.51 $58.22 % WIU Is Under the State Average (16.8%) (13.7%) (18.5%) (19.3%) (26.9%)

Next Steps

The campus community will continue to implement priorities and goals in Higher Values in Higher Education. The vice presidents and areas that report to the president will present annual accomplishments and plans to the University on April 21st and April 22nd, 2016. Annual Higher Values in Higher Education and Long Term Plan Updates will be presented at the October 2016 Western Illinois University Board of Trustees meeting, followed by the Fiscal Year 2017 Performance Report in December 2016.

Appendix A Status of University Performance Indicators One Year Change

Moving in Showing Moving in Completed/ Desired No Opposite Maintained Direction Change Direction All Performance Indicators 8 20 4 24 Macomb Campus Performance Indicators 0 11 1 13

Educational Demand 0 7 1 5 Total Enrollment ------X

New Freshmen Applications -- X -- -- New Freshmen Acceptances -- X -- -- New Freshmen Enrollments ------X

New Transfer Applications ------X New Transfer Acceptances ------X New Transfer Enrollments ------X

Minority Enrollment -- X -- -- International Enrollment -- X -- -- Enrollment of Pell Grant Recipients -- X -- --

Average ACT Scores of New Freshmen -- X -- -- ACT Interquartile Range -- -- X -- New Freshmen from Top 25% of Their High -- X -- -- School Graduating Class

Educational Opportunity 0 4 0 8 First-Year Retention-All Freshmen ------X First-Year Retention-Minority Freshmen ------X First-Year Retention-Pell Grant Freshmen ------X

Six-Year Graduation Rate-All Freshmen ------X Six-Year Graduation Rate-Minority Freshmen ------X Six-Year Graduation Rate-Pell Grant Freshmen ------X

Four-Year Graduation Rate-All Transfers -- X -- -- Four-Year Graduation Rate-Minority Transfers -- X -- -- Four-Year Graduation Rate-Pell Grant Transfers -- X -- --

Number of Class Sections ------X Percent of Classes Under 20 -- X -- -- Student-to-Faculty Ratio ------X

Quad Cities Campus Performance Indicators 0 6 2 9 Educational Demand 0 4 1 8 Total Enrollment -- X -- --

New Freshmen Applications ------X New Freshmen Acceptances ------X New Freshmen Enrollments ------X

New Transfer Applications ------X New Transfer Acceptances ------X New Transfer Enrollments -- X -- --

Minority Enrollment -- X -- -- International Enrollment -- -- X -- Enrollment of Pell Grant Recipients -- X -- --

Appendix A One Year Change -continued-

Moving in Showing Moving in Completed/ Desired No Opposite Maintained Direction Change Direction Average ACT Scores of New Freshmen ------X ACT Interquartile Range ------X New Freshmen from Top 25% of Their High ------X School Graduating Class

Educational Opportunity 0 2 1 1 Four-Year Graduation Rate-All Transfers -- X -- -- Four-Year Graduation Rate-Minority Transfers ------Four-Year Graduation Rate-Pell Grant Transfers ------

Number of Class Sections ------X Percent of Classes Under 20 -- X -- -- Student-to-Faculty Ratio -- -- X --

University Performance Indicators 8 3 1 2 Educational Demand 2 1 0 1 Average Professor Salaries X ------Average Associate Professor Salaries X ------Average Assistant Professor Salaries ------X Average Instructor Salaries -- X -- --

Educational Opportunity 0 0 1 0 Percent of Alumni Donating to the University -- -- X --

Affordability and Financial Strength 6 2 0 1 Percent of Graduates with Loans ------X Average Debt Load of Graduates -- X -- --

Institutional Cost Increases Compared to Inflation ------(N/A) Composite Finance Indicator Score -- X -- -- Primary Reserve Ratio X ------Net Operating Revenue Ratio X ------Return on Net Assets Ratio X ------Viability Ratio X ------Instructional Costs per Credit Hour X ------Administrative Costs per Credit Hour X ------

Appendix B Status of University Performance Indicators Change Since Implementation of Higher Values in Higher Education 2012-2022

Moving in Showing Moving in Completed/ Desired No Opposite Maintained Direction Change Direction All Performance Indicators 8 29 1 20 Macomb Campus Performance Indicators 0 12 1 12

Educational Demand 0 8 1 4 Total Enrollment ------X