WESTERN ILLINOIS UNIVERSITY
BOARD OF TRUSTEES
September 28, 2007
Performance Report
Dr. Joseph Rives
Beginning in fall 2003, all Illinois colleges and universities provide annual Performance Reports to the Illinois
Board of Higher Education (IBHE) summarizing institutional plans, accomplishments, and challenges related to
implementation of the statewide strategic plan for higher education, The Illinois Commitment: Partnerships,
Opportunities, and Excellence. As part of performance reporting, the IBHE requires colleges and universities to
submit data on common performance indicators (required by all institutions) and mission-specific indicators that
were developed locally by each college and university. Western Illinois University’s performance indicators were
unanimously endorsed by all governance groups on both campuses and unanimously approved by the Board of
Trustees in spring 2005.
With the adoption of annual performance reporting, IBHE staff and their Performance Indicator Advisory
Committee indicated that periodic refinements to the performance indicators would be a fundamental component of
implementation to ensure that the indicators remain responsive to the ever-changing policy environment. As such,
the IBHE is currently planning a comprehensive review of the current performance indicators and the reporting
structure to identify any necessary refinements and to seek opportunities for enhancement(s) to performance
reporting. Western Illinois University will be represented in this statewide initiative. The Assistant to the President
for Planning, Budget, and Institutional Research has been asked to serve on the Performance Indicator Advisory
Committee.
The comprehensive review of performance indicators is scheduled to begin after finalization of Fiscal Year 2008
appropriations. To accommodate this process, colleges and universities were not required to submit Fiscal Year
2007 institutional performance reports or effective practices (of which Western Illinois University was recognized
during Fiscal Year 2005 for the First Year Experience and again in Fiscal Year 2006 for campus sustainability
planning and accomplishments).
+
With performance indicators serving as a critical component in Strategic Plan accountability reporting to the campus
and external communities, the Office of Planning, Budget and Institutional Research continued to compile Western
Illinois University’s performance indicators. These data will be used in the environmental scanning that will be part
of the Higher Values in Higher Education review/update as we identify institutional strengths and challenges.
•
Table 1 compares Fiscal Year 2007 reporting to Fiscal Year 2006 reporting and shows that three (8.3
percent) of the performance indicators are completed/maintained; 14 (38.9 percent) are progressing in the
desired direction; 12 (33.3 percent) show no change; six (16.7 percent) are moving in the opposite
direction; and data are not available for one item (2.8 percent).
•
Table 2 compares Fiscal Year 2007 reporting to Fiscal Year 2005 reporting (when the University approved
Higher Values in Higher Education benchmarking) and shows that three (8.3 percent) of the performance
indicators are completed/maintained; 18 (50.0 percent) are progressing in the desired direction; four (11.1
1
percent) show no change; nine (25.0 percent) are moving in the opposite direction; and data are not
available for two items (5.6 percent).
More specifically, information from Tables 1 and 2 will be used in the update of Higher Values in Higher Education
to answer the following policy questions: Are all of the performance indicators still appropriate; are there
performance indicators that should be added, modified, or eliminated; and based on annual and longitudinal trends,
what are new and adjusted institutional strategies to successfully achieve the goals and priorities of Higher Values in
Higher Education?
As performance indicators were endorsed and approved by Western Illinois University governance groups, so too
was the use of benchmark institutions that are programmatically and empirically similar to the University and in Tier
I of U.S. News and World Report. A comparison of Western Illinois University performance indicator standing to
benchmark institutions follows, and the following report provides additional information for the environmental
scanning that will help inform the review/update of Higher Values in Higher Education.
2
Table 1
One-Year Change in Western Illinois University Performance Indicators
Fiscal Year 2007 Reporting Compared to Fiscal Year 2006 Reporting
Illinois Commitment Policy Area/Goal
Completed/
Maintained
Desired
Direction
No
Change
Opposite
Direction
Data Not
Available
Total All Performance Indicators
3
14
12
6
1
Policy Area One: Economic Growth
1.1 Alumni Employed/Enrolled One Year After
Graduation
1.2 WIU-Macomb Enrollment
1.3 WIU-Quad Cities Enrollment
1.4 Annual Alumni Giving Rates
1.5 External Funding for Scholarly Activities
1.6 Performing Arts Center Funding
1.7 WIU-QC Riverfront Campus Funding
0
3
2
1
1
X
Policy Area Two: P-20 Partnerships
2.1 Students Completing Initial Certification
2.2 Diversity of Teacher Education Graduates
0
2
X
X
0
0
0
Policy Area Three: Affordability
3.1 Net Price of Attendance (Information reporting
only)
3.2 Percent of Students Graduating “On Time”
3.3 Percent of Graduates with Loans
3.4 Average Debt Load of Graduates
3.5 Endowment Raised and Restricted to Financial Aid
0
1
2
1
0
Policy Area Four: Access and Diversity
4.1 Baccalaureate Degree Completion by Race and Sex
4.2 Mean ACT Scores of New Students
4.3 Freshmen Retention Rates
4.4 Minority Freshmen Retention Rates
4.5 Minority Undergraduate Enrollment
0
Policy Area Five: High Quality
5.1 Alumni Satisfaction Ratings
5.2 Pass Rates on Certification Examinations
5.3 Freshmen from Top 25% of Their Graduating Class
5.4 ACT Averages Compared to National Norms
5.5 ACT Interquartile Range
5.6 Percent of Freshmen with ACT Scores of 23 or
Higher
5.7 Percent of Freshmen with Grade Point Averages >
3.0
5.8 Percent of Transfer Students with Associate’s
Degrees
5.9 National Survey of Student Engagement Results
1
X
X
X
X
X
X
X
X
X
X
X
2
X
2
1
0
X
X
X
X
3
2
4
X
X
X
X
X
X
X
X
3
0
5.10 Undergraduate Class Size Distributions
X
Policy Area Six: Accountability and Productivity
6.1 Cost of Instruction Per Credit Hour
6.2 WIU-Macomb Graduation Rates
6.3 WIU-Quad Cities Graduation Rates
6.4 Administrative and Support Costs
6.5 Faculty Salaries
6.6 Civil Service Salaries
6.7 Administrative and Professional Salaries
6.8 Internal Reallocations
6.9 Capital Renewal Expenditures
2
X
3
4
0
0
Opposite
Direction
Data Not
Available
X
X
X
X
X
X
X
X
Table 2
Three-Year Change in Western Illinois University Performance Indicators
Fiscal Year 2007 Reporting Compared to Fiscal Year 2005 Reporting
Illinois Commitment Policy Area/Goal
Completed/
Maintained
Desired
Direction
No
Change
Total All Performance Indicators
3
18
4
9
2
Policy Area One: Economic Growth
1.1 Alumni Employed/Enrolled One Year After
Graduation
1.2 WIU-Macomb Enrollment
1.3 WIU-Quad Cities Enrollment
1.4 Annual Alumni Giving Rates
1.5 External Funding for Scholarly Activities
1.6 Performing Arts Center Funding
1.7 WIU-QC Riverfront Campus Funding
0
5
0
1
1
X
Policy Area Two: P-20 Partnerships
2.1 Students Completing Initial Certification
2.2 Diversity of Teacher Education Graduates
0
Policy Area Three: Affordability
3.1 Net Price of Attendance (Information reporting
only)
3.2 Percent of Students Graduating “On Time”
3.3 Percent of Graduates with Loans
3.4 Average Debt Load of Graduates
3.5 Endowment Raised and Restricted to Financial Aid
0
Policy Area Four: Access and Diversity
4.1 Baccalaureate Degree Completion by Race and Sex
4.2 Mean ACT Scores of New Students
4.3 Freshmen Retention Rates
4.4 Minority Freshmen Retention Rates
4.5 Minority Undergraduate Enrollment
0
Policy Area Five: High Quality
5.1 Alumni Satisfaction Ratings
1
X
X
X
X
X
X
X
1
0
1
X
0
0
1
0
X
3
X
X
X
X
2
X
0
3
0
X
X
X
X
4
3
1
4
1
5.2 Pass Rates on Certification Examinations
5.3 Freshmen from Top 25% of their Graduating Class
5.4 ACT Averages Compared to National Norms
5.5 ACT Interquartile Range
5.6 Percent of Freshmen with ACT Scores of 23 or
Higher
5.7 Percent of Freshmen with Grade Point Averages >
3.0
5.8 Percent of Transfer Students with Associate’s
Degrees
5.9 National Survey of Student Engagement Results
5.10 Undergraduate Class Size Distributions
X
X
X
X
X
X
X
X
X
Policy Area Six: Accountability and Productivity
6.1 Cost of Instruction Per Credit Hour
6.2 WIU-Macomb Graduation Rates
6.3 WIU-Quad Cities Graduation Rates
6.4 Administrative and Support Costs
6.5 Faculty Salaries
6.6 Civil Service Salaries
6.7 Administrative and Professional Salaries
6.8 Internal Reallocations
6.9 Capital Renewal Expenditures
2
X
4
3
0
0
X
X
X
X
X
X
X
X
THE INSTITUTIONAL CONTEXT FOR ADVANACING HIGHER VALUES IN HIGHER EDUCATION
AND THE ILLINOIS COMMITTMENT
WESTERN ILLINOIS UNIVERSITY MISSION STATEMENT Western Illinois University, a community of individuals dedicated to learning, will have a profound and positive
impact on our changing world through the unique interaction of instruction, research, and public service as we
educate and prepare a diverse student population to thrive in and contribute to our global society.
ENVIRONMENTAL ANALYSIS Economic Development: Western Illinois University experienced increases in Macomb enrollment, Quad Cities
enrollment, and alumni donation rates. The University experienced a decrease in expenditures for research and
creative activities, and there was no new state construction funding allocated to Western Illinois UniversityMacomb’s Performing Arts Center or building one on the newly developing Western Illinois University-Quad Cities
Riverfront Campus.
P-20 Partnerships: The number of Western Illinois University students completing requirements for initial teacher
certification is up. However, not all students completing certification requirements are choosing to enter the teaching
profession. The number of teacher education graduates is down, reflecting statewide, regional, and national concerns
regarding P-12 teacher recruitment and retention. While the total number of teacher education graduates is down, the
diversity of these graduates who will serve as role models and mentors for future generations continues to increase.
Affordability: Providing access, affordability, and educational opportunities are strengths and values of Western
Illinois University. The University increased need-based aid, decreased the percentage of students with loans,
enhanced scholarships, and experienced more students graduating within four years. With these successes, however,
there has been an increase in the average debt load for students with loans, even though the University has kept all
funds (tuition, fees, room and board rates) increases below the Higher Education Price Index and the Consumer
5
Price Index. Enhanced institutional, state, and federal support is needed to maintain Western’s traditions of access,
affordability, and opportunity.
Access and Diversity: Minority enrollment, minority retention rates, and overall graduation rates are up. At the
same time, the gap in average ACT scores between minority and non-minority students is increasing and overall
freshmen retention rates are decreasing.
High Quality: The University has been challenged by goals to increase entering student characteristics (e.g., ACT
scores and high school percentile ranks). As the University updates the Strategic Plan, it will carefully consider the
University’s goals, mission, and niche. One of the greatest strengths of the University is student satisfaction, which
surpasses statewide norms on alumni surveys and the National Survey of Student Engagement. The University is
also experiencing enhanced student performance, as evidenced by pass rates on certification examinations that
exceed national averages and by improving graduation rates on both campuses.
Accountability and Productivity: Western Illinois University is a conservative steward of valuable state resources,
demonstrated by the lowest instructional, administrative, and support costs of the 12 Illinois public universities and a
tradition of using internal reallocations to support the University’s highest priorities and to protect the state’s
investment in facilities, grounds, technology, and infrastructure. The University continues to make progress on its
highest priority, providing faculty and staff salaries that meet and exceed averages at peer institutions.
USING HIGHER VALUES IN HIGHER EDUCATION TO ADVANCE THE ILLINOIS COMMITTMENT
POLICY AREA ONE: Higher education will help Illinois sustain strong economic growth through its teaching, service,
and research activities. 1.1: Percent of Undergraduate Degree/Certificate Recipients Employed and/or Enrolled in Further Education
One Year After Graduation
Goal: Achieve a 90-percent rating for the percent of undergraduate degree/certificate recipients who are
employed and/or enrolled in further education one year after graduation.
Performance and Implications: Western Illinois University surveys alumni one year after graduation every three
years. Results from the class of 2003 (surveyed in summer 2004) show that Western Illinois University is 3.5
percent below its goal of 90 percent. The University will continue to increase academic standards to increase
alumni marketability and higher education continuation rates. Results from the summer 2007 survey of
graduates from the class of 2006 will provide comparative data on University performance. Results will be
published in the next Performance Report.
Percent of Undergraduate Degree/Certificate Recipients Employed
And/or Enrolled in Further Education One Year After Graduation
Number Employed
and/or Enrolled
736
Number of
Survey Responses
851
6
Percent Employed
and/or Enrolled
86.5%
1.2: Western Illinois University-Macomb, Fall Census Day Enrollment
Goal: Achieve optimum enrollment by annually enrolling 12,500 total students.
Performance and Implications: Western Illinois University-Macomb serves traditional, residential students with
the average age remaining consistent at 21.6 over the past three years. Total fall 2006 Macomb census day
enrollment is 90.9 percent of the University’s target of 12,500. Controlled enrollment increases over the last
three years are helping the University successfully achieve optimum enrollment targets.
Western Illinois University-Macomb
Fall Census Day Enrollment
Percent of
Fall
Enrollment
Target
Target
2004
11,187
12,500
89.5%
2005
11,277
12,500
90.2%
2006
11,368
12,500
90.9%
A comparison of fall 2004 to fall 2005 enrollment shows that national demand for regional comprehensive
universities is moderately strong. Seven of the 12 institutions, including Western Illinois University-Macomb,
show enrollment increases. Within the Illinois, Iowa, and Missouri tri-state region, only Western shows
enrollment increases. Southern Illinois University-Edwardsville, Missouri State University, and Truman State
University all show enrollment decreases.
Enrollment at Western Illinois University-Macomb
Benchmark Institutions
Fall
2004
16,108
11,651
17,667
15,734
18,485
11,187
14,190
14,653
13,493
19,114
5,948
12,927
James Madison
Eastern Illinois
Townson University
California State-Chico
Western Kentucky
Western Illinois
Western Washington
Appalachian State
Southern IL-Edwardsville
Missouri State
Truman State
Northern Iowa
Fall
2005
16,938
12,129
18,011
15,919
18,634
11,277
14,247
14,653
13,460
18,928
5,881
12,622
One
Year
Change
5.2%
4.1%
1.9%
1.2%
0.8%
0.8%
0.4%
0.0%
-0.2%
-1.0%
-1.1%
-2.4%
1.3: Western Illinois University Quad Cities, Fall Census Day Enrollment
Goal: Achieve optimum enrollment by annually enrolling 3,000 total students.
Performance and Implications: Western Illinois University-Quad Cities serves non-traditional, commuting,
working professionals with an average student age decreasing from 32.3 in fall 2004 to 31.5 in fall 2006. Total
7
fall 2006 Quad Cities census day enrollment increased 9.4 percent, reversing a two-year decline, and achieving
44.4 percent of the University’s target of 3,000 students.
Western Illinois University-Quad Cities
Fall Census Day Enrollment
Fall
2004
2005
2006
Enrollment
1,280
1,217
1,331
Target
3,000
3,000
3,000
Percent of
Target
42.7%
40.6%
44.4%
The University will continue to support an aggressive marketing campaign, new recruitment strategies,
increased course sections, and new and expanded academic programs in high demand areas to continue growing
Quad Cities enrollment.
As the University continues to benchmark and adapt best practices it will look at institutions beyond Illinois,
where, with the exception of the University of Baltimore, degree completion institutions similar to Western
Illinois University-Quad Cities demonstrated increased enrollment from fall 2004 to fall 2005.
There will be challenges for increased transfer student recruitment. Illinois’ guaranteed tuition programs may be
limiting transfer activity of students who start at four-year public institutions, as transfer activity would become
cost-prohibitive. A junior, for example, would have to pay the equivalent of two years of tuition and fee
increases, if they left their original university. Therefore, the University will look at both transfer activity and
increasing already strong collaborative relationships with local, statewide, and regional community colleges.
The Western Illinois University Board of Trustees recent approval of bachelor’s and master’s degree programs
in liberal arts and sciences and a one all-costs reduction to students who earn an associate’s degree and
immediately transfer to Western are two examples of meeting students needs and strengthening strong and
established partnerships with community colleges.
1.4: Alumni Giving Rates
Goal: Increase Western Illinois University’s annual alumni giving rate from 11 percent to 18 percent.
Performance and Implications: Western Illinois University’s annual alumni giving rate increased to 11 percent
in 2006, moving toward 18 percent. The University is currently planning for a new comprehensive campaign.
8
Annual alumni giving will be an important part of the new comprehensive campaign, primarily as an
established measure of alumni satisfaction and secondarily as a method of revenue generation.
9
Alumni Giving Rates
Western Illinois University
Median Illinois Public Universities
2004
10%
8%
2005
10%
NA
2006
11%
8%
Western Illinois University’s 2006 annual alumni giving rate ranks fifth among its peer institutions, slightly
exceeding the 12-school average of 10 percent. Western Kentucky University continued to achieve the highest
rate of alumni giving (16 percent), while California State University-Chico has the lowest alumni giving rate
(six percent).
1.5: Sponsored Research, Instruction, Creative Works, and Service Award (State, Federal, and Private)
Expenditures
Goal: Increase expenditures for sponsored research, instruction, and creative activities, while recognizing that
opportunities for external funding vary significantly across disciplines.
Performance and Implications: Western Illinois University expenditures for sponsored research, instruction, and
creative activities remained above $20 million, but decreased by 2.5 percent between Fiscal Years 2004 and
2005. This decrease was due, in part, to state, regional, and national economic difficulties. The University
continues to aggressively pursue external resources for scholarly activity.
Summarized below are two comparisons for sponsored research, instruction, and creative activities for Fiscal
Years 2004 and 2005. The first comparison is for national doctoral, research-extensive universities whose
primary focus is divided between instruction and research. All four of these universities increased expenditures.
The second comparison is for all other Illinois public universities who primary missions are instruction with
research supporting institutional missions. Western Illinois University expenditures ranked fourth of the eight
institutions. However, only Southern Illinois University-Edwardsville and Western Illinois University had
decreased expenditures.
10
Sponsored Research, Instruction, Creative Works, and Service Award Expenditures
Research Extensive Universities
University of IllinoisUniversity of Illinois-Chicago
Urbana/Champaign
Southern Illinois UniversityNorthern Illinois University
CCCarbondale
All Other Universities
Northeastern Illinois University
Southern Illinois UniversityChicago State University
EEdwardsville
Western Illinois University
Illinois State University
Eastern Illinois University
University of Illinois-Springfield
Governors State University
Eight-School Average
One Year Change
Amount
Percent
2003
2004
2005
$417,272.4
321,340.8
58,300.0
47,639.1
$404,054.0
295,320.8
60,866.5
48,541.2
$450,788.2
314,872.2
64,920.7
53,056.5
$46,734.2
19,551,4
4054.2
4515.3
11.6%
6.6
6.7
9.3
$23,207.8
23,490.8
21,487.8
22,457.2
16,756.5
12,627.0
8,736.7
5,290.2
$16,756.8
23,513.4
27,096.3
23,094.9
21,467.7
16,101.8
13,612.5
7,706.4
5,991.1
$17,323.0
26,539.4
25,767.0
24,568.6
20,928.9
16,718.3
14,179.2
8,106.7
6,754.2
$17,945.3
$3,026.0
(1,329.3)
1,473.7
(538.8)
616.5
566.7
400.3
763.1
$622.3
12.9%
(4.9)
6.4
(2.5)
3.9
4.2
5.2
12.7
4.7%
Because many forms of research and creative activities are highly specialized and resource intensive, Western
Illinois University will develop a unified plan for supporting research and scholarly activities. The benefits of
academic research need to be brought swiftly to business and industry, school classrooms, and the health care
setting. Western Illinois University faculty and staff will work with our external partners in supporting scholarly
activities and the resolution of scientific, technical, and social problems facing our global community.
1.6: Western Illinois University-Macomb Performing Arts Center Funding
Goal: Achieve Western Illinois University-Macomb’s highest facility priority by securing funding for the
planning and construction of the Performing Arts Center.
Performance and Implications: Governor Blagojevich released $4.0 million in major capital funding for
Western Illinois University-Macomb to plan and design a performing arts/convocation center in February 2006.
Architectural and engineering planning is in progress, and the University continues to aggressively pursue state
construction funding. It is priority #1A on the University’s capital funding request to the State of Illinois. When
completed, the new facility will achieve Silver Leadership in Energy and Environmental Design Certification
by the United States Green Building Council, and it will provide the necessary resources for economic,
educational, cultural, and community development in west-central Illinois.
1.7: Western Illinois University-Quad Cities Riverfront Campus Funding
Goal: Achieve Western Illinois University-Quad Cities’ highest facilities priority by securing plan and
construction funding for building complex one on the newly developing Quad Cities Riverfront Campus.
Performance and Implications: Governor Blagojevich released $2.4 million in state capital funding for Western
Illinois University to plan and design a new Riverfront Campus in January 2006. Architectural and engineering
planning is in progress. The University, through internal reallocations and federal grants, completed all interior
asbestos abatement, campus master planning, and geothermal site testing. All facilities on the new Western
11
Illinois University-Quad Cities Riverfront Campus will achieve silver Leadership in Energy and
Environmental Design Certification.
Western Illinois University is ready to initiate construction on the Quad Cities Riverfront Campus. Western
Illinois University-Quad Cities serves Illinois’ second largest metropolitan area and is the only four-year public
institution of higher education in the immediate and surrounding area. Our commuter, undergraduate degree
completion campus with select graduate programs of excellence serves non-traditional, place-bound, working
professionals contributing to Illinois’ knowledge-based economy. Current levels of enrollment and academic
programming have exceeded capacity at the 60th Street facility.
POLICY AREA TWO: Higher education will join elementary and secondary education to improve teaching and
learning at all levels. 2.1: Students Completing Requirements for Initial Teacher Certification by Certificate Area
Goal: Support statewide efforts to meet the need for elementary and secondary teachers.
Performance and Implications: Western Illinois University experienced a decline in the number of students
completing requirements for initial teacher certification in 2005. This decline mirrored regional, statewide, and
national need for increased teacher recruitment and retention. The University aggressively pursued educational
partnerships to increase the number, diversity, and quality of Illinois teachers. As a result, teacher education
graduates increased in 2006 in all areas except Early Childhood Education and Special Education, which
remained constant.
Western Illinois University Students Completing
Requirements for Initial Teacher Certification
By Certificate Area
Certificate Area
Early Childhood Education
Elementary Education
Secondary Education
Special Education
K-12
Total
2004
10
172
42
21
50
295
2005
17
135
42
30
42
266
2006
17
141
55
30
47
290
The need to increase teacher education graduates is a statewide issue. Between Fiscal Years 2003 and 2005, the
number of teacher education graduates decreased by 7.7 percent, with only the University of Illinois-Chicago
showing a sizeable increase.
12
Number of Teacher Education Graduates from Illinois Public Universities
Difference
Illinois Public Universities
Illinois State University
2003
2004
2005
Number
Percent
1,015
496
890
5071
879
500
(136)
4
(13.4%)
0.8%
529
518
498
(31)
(5.9%)
263
241
271
8
3.0%
342
237
246
(96)
(28.1%)
256
246
245
(11)
(4.3%)
251
229
224
(27)
(10.8%)
240
192
200
(40)
(16.7%)
149
159
190
41
27.5%
Governors State University
99
110
106
7
7.1%
Chicago State University
62
68
57
(5)
(8.1%)
3,702
3,397
3,716
(286)
(7.7%)
Eastern Illinois University
Northern Illinois University
University of Illinois-UrbanaChampaign
Western Illinois University
Southern Illinois University-Carbondale
Northeastern Illinois University
Southern Illinois UniversityEdwardsville
University of Illinois-Chicago
Total
Although Western Illinois University had the highest decline the in the number of teacher education graduates,
the figure below shows that Western still ranks fifth in the number of Fiscal Year 2005 teacher education
graduates for the 11 Illinois public universities with teacher education programs.
2.2: Diversity of Teacher Education Graduates
Goal: Increase the percent of minority teacher and professional education graduates at Western Illinois
University.
Performance and Implications: Western Illinois University experienced a continual increase in minority students
as a percent of baccalaureate teacher education graduates, while the average among Illinois public universities
decreased.
13
Diversity of Teacher Education Graduates
Western Illinois University
Illinois Public Universities
2003
6.7%
13.4%
2004
7.6%
13.6%
2005
9.8%
12.9%
The Western Interstate Commission for Higher Education projects a 30-percent increase in the number of
Illinois minority high school graduates, from 26,946 in 2004-2005 to 48,184 in 2010-2011. This projected
increase underscores the importance of a diverse teaching profession serving as role models and mentors for
future generations. Western Illinois University is helping to address this need. The University ranks sixth for the
Illinois public universities in the percent of minority teacher education graduates as a percent of total teacher
graduates for Fiscal Year 2005; and of the downstate institutions, only the University of IllinoisUrbana/Champaign has a higher percentage of minority teacher education graduates.
As shown in the table below, Western Illinois University had the second greatest increase in the percentage of
minorities as teacher education graduates between Fiscal Years 2003 and 2005, second only to Governors State
University. Eight of the 11 Illinois public universities with teacher education programs demonstrated a relative
reduction in minority teacher education graduates during this time.
Percent of Minority Teacher Education Graduates at Illinois Public Universities
Two-Year
Illinois Public Universities
2003
2004
2005
Change
Governors State University
9.1%
11.8%
17.0%
7.9%
Western Illinois University
6.8%
7.6%
9.8%
3.0%
Eastern Illinois University
3.4%
4.5%
4.0%
0.6%
University of Illinois-Chicago
42.3%
37.7%
42.1%
(0.2%)
Illinois State University
6.3%
5.6%
5.5%
(0.8%)
Northern Illinois University
10.0%
12.0%
9.0%
(1.0%)
University of Illinois-Urbana/Champaign
14.4%
17.4%
12.9%
(1.5%)
Southern Illinois University-Carbondale
11.3%
7.7%
9.4%
(1.9%)
Chicago State University
91.9%
89.7%
89.5%
(2.5%)
Southern Illinois University-Edwardsville
10.0%
7.8%
7.0%
(3.0%)
Northeastern Illinois University
47.4%
43.7%
37.5%
(9.9%)
14
POLICY AREA THREE: No Illinois resident will be denied an opportunity for a college education because of financial
need. 3.1: Net Price of Attendance for Undergraduates Who Apply for Aid by Income Quintile after MAP, IIA,
Pell, SEOG, and Institutional Grant Aid Are Subtracted
Goal: Help qualified students obtain the maximum amount of assistance they are eligible to receive, and
implement strategies to increase student awareness about financial aid and scholarship assistance.
Performance and Implications: The Office of Financial Aid administers a variety of student assistance
programs, including grants, student employment, tuition waivers, and low-interest loan funds. Approximately
three-fourths of Western Illinois University students receive financial aid and pay less than the published
“sticker price” to attend the University1.
Detailed in the table below, total gift aid awarded to dependent full-time, first-time freshmen in Fiscal Year
2006 was $3,890,999, which represents an increase of $762,705 compared to Fiscal Year 2004. Not only was
gift assistance greater in Fiscal Year 2006, but it was also directed to the neediest students, with 41.7 percent of
the gift assistance awarded to students with family incomes of less than $27,336, an increase from 37.3 percent
in Fiscal Year 2004. An additional 29.4 percent of the Fiscal Year 2006 gift assistance was awarded to students
with family incomes below $48,216.
Gift Assistance Awarded to Dependent Full-Time, First-Time Freshmen, Fall 2006
Federal Programs
Total*
187
#
182
$
$617,120
#
75
$
$69,450
#
174
$
$768,417
#
81
$
$37,000
Institutional Programs
Scholarships,
Grants,
Fellowships,
Tuition
Traineeships
Waivers
#
$
#
$
35 $103,676 6 $26,935
186
132
$256,589
44
$40,550
174
$679,387
5
$2,500
49
$131,937
10
$31,659
125
34
$36,350
11
$9,555
104
$300,887
0
--
37
$108,056
11
$46,070
71
2
$800
0
--
17
$33,615
0
--
46
$118,663
14
$34,176
60
1
$3,800
1
$1,000
2
$9,936
0
--
52
$176,398
21
$63,885
29
0
--
0
--
0
--
0
--
23
$117,991
14
$64,597
Pell
Student/
Family
Income
$027,335
$27,33648,215
$48,21670,006
$70,00799,999
$100,000
& Up
Unknown
State Programs
FSEOG
MAP
IIA
Total represents unduplicated headcount enrollment.
1
The University’s annual Net Price Update will be presented to the Western Illinois University Board of Trustees in March 2008.
15
3.2: Percent of Students Completing Cost Guarantee Program “On Time”
Goal: Continue to promote Western Illinois University’s cost guarantee program as the first of its kind and the
most comprehensive of any state university in Illinois, and achieve a 100% rating for all students graduating
within time parameters specified by the program.
Performance and Implications: In fall 1999, Western Illinois University implemented a new, innovative, and
nationally recognized program (in advance of Truth in Tuition legislation, Illinois Public Act 93-0228) that
“guarantees” undergraduate and graduate tuition, fees, and room and board for four consecutive years, provided
the student maintains continuous full-time enrollment. Western Illinois University remains the only Illinois
public university that guarantees tuition, fees, room and board for undergraduate and graduate students.
The effects of Western Illinois University’s policies have been positive. Since implementation of the Gilbert
Cost Guarantee, the University’s four-, five-, and six-year graduation rates have increased.
Graduation Rates of Western Illinois University First-Time Freshmen
1998
1,749
28.8%
50.6%
54.2%
Number of Students
Percent Graduating “ On-Time” (Four Years)
Percent Graduating in Five Years
Percent Graduating in Six Years
1999
1,693
32.0%
51.6%
55.4%
2000
1,766
31.4%
51.1%
55.7%
2001
1,679
32.9%
52.5%
2002
1,917
32.8%
Compared to benchmark institutions, Western Illinois University has the sixth highest four-year graduation rate
and the eighth highest six-year graduation rate. The University anticipates that it will improve in graduation rate
comparisons. When compared to the 1999 cohort of new students, more students are graduating (in four, five,
and six years) and students needing beyond four years to graduate are staying at Western to complete degree
requirements. For the latter group of students, their costs are raised two tuition plans from their original plan.
This is a financial incentive to stay at Western rather than paying the current rates at a transfer institution.
2001 Freshmen Cohort
James Madison
Truman State
Appalachian State
Northern Iowa
Eastern Illinois
Western Illinois
Western Washington
Towson
Western Kentucky
Missouri State
SIU-Edwardsville
California State-Chico
4-Year
Rate
62%
41%
35%
34%
33%
32%
30%
29%
27%
23%
19%
15%
1999 Freshmen Cohort
James Madison
Truman State
Northern Iowa
Western Washington
Appalachian State
Eastern Illinois
Towson
Western Illinois
California State-Chico
Missouri State
SIU-Edwardsville
Western Kentucky
3.3: Percent of Graduates with Loans
16
6-Year
Rate
80%
66%
65%
65%
64%
61%
56%
55%
52%
50%
45%
43%
Goal: Decrease the proportion of graduates who have debt from 63% to 46% by increasing the use of internal
grants versus loans to assist students in need.
Performance and Implications: Western Illinois University efforts at increasing the use of internal grants rather than
having students rely on loans to finance their education produced a four-percent decline in the percent of students
graduating with debt between Fiscal Years 2004 and 2006.
Percent of Graduates with Loans
2004
66%
2005
62%
2006
62%
Western Illinois University ranks 17th among 43 public Midwest regional universities for the lowest percentage of
the 2005 graduating class who graduated with debt (62 percent). This represents an improvement in rank (from
19th). The University will continue to implement strategies to ensure student access and affordability to higher
education by reallocating resources and seeking state partnership funding for financial aid, generating new
scholarships, increasing student awareness about financial aid and scholarships, and developing strategies to
decrease students’ time-to-degree. The latter includes supporting advanced placement credit, dual admissions
agreements, and summer school offerings.
Percent of 2005 Graduating Class Who Have Borrowed
Institution
Southeast Missouri State
University
Northeastern Illinois University
Indiana University Southeast
Truman State University (MO)
Indiana U. Purdue U. - Fort
Wayne
University of Nebraska - Omaha
University of Michigan Dearborn
Percent
2005
Rank
2004
Rank
Percent
2002
Rank
2004
Rank
20%
34%
42%
43%
1
2
3
4
N/A
1
2
4
Univ. of Wisconsin - Whitewater
Univ. of Wisconsin - Eau Clair
Winona State University (MN)
University of Michigan - Flint
63%
65%
66%
66%
18
24
25
25
N/A
18
30
N/A
45%
48%
5
6
N/A
5
Univ. of Wisconsin - La Crosse
Northern Michigan University
67%
67%
27
27
19
N/A
51%
7
3
68%
29
N/A
69%
70%
71%
72%
30
31
32
33
22
25
N/A
17
14
9
11
11
8
19
Univ. of Wisconsin - Riverfalls
Univ. of Wisconsin - Stevens
Point
Univ. of Wisconsin - Oshkosh
University of Minnesota - Duluth
Emporia State University (KS)
Grand Valley State University
(MI)
University of Wisconsin - Stout
University of Nebraska - Kearney
Minnesota State U. - Mankato
Bemidji State University (MN)
University of Northern Iowa
St. Cloud State University (MN)
Indiana University–South Bend
Missouri State University
Purdue University - Calumet
52%
53%
54%
56%
8
9
10
11
N/A
N/A
10
6
Eastern Michigan University
University of Southern Indiana
Indiana University Northwest
Washburn University (KS)
Univ. of Wisconsin - Green Bay
Western Illinois University
Southern Illinois U. Edwardsville
Eastern Illinois University
58%
60%
60%
60%
61%
62%
12
13
13
13
16
17
73%
73%
74%
75%
77%
77%
34
34
36
37
38
38
28
N/A
N/A
29
24
N/A
63%
63%
18
18
11
14
Northern State University (SD)
Ferris State University (MI)
80%
85%
40
41
N/A
31
Institution
17
University of Central Missouri
Lincoln University (MO)
Lake Superior State University
(MI)
63%
63%
18
18
19
23
63%
18
N/A
Pittsburg State University (KS)
Minot State University (ND)
18
93%
97%
42
43
32
33
3.4: Average Debt Loads of Graduates
Goal and Performance: Develop strategies for reducing the amount of student indebtedness upon graduation,
and place in the top 10 percent of national comprehensive universities for students graduating with the least
amount of debt by lowering the average student debt load from $13,800 to $12,831.
Performance and Implications: The average debt load of Fiscal Year 2006 graduates is $16,900. While annual
all costs for tuition, fees, and room and board rate increases at Western Illinois University have been below
annual increases in the Higher Education Price Index and the Consumer Price Index, costs to students and their
families have increased. Restoring funding for state and federal financial assistance programs is important to
decreasing the average debt loads of graduates. Equally important are institutional actions. The percent of firsttime freshmen receiving “non-repayment financial assistance” (scholarships, grants, fellowships, tuition and fee
waivers, and/or traineeships) increased from 57.4 percent in fall 2004 to 59.2 percent in fall 2006. A high
priority of Western Illinois University’s newly developing comprehensive campaign, annual fund, and other
philanthropic activities is student scholarship support to decrease student reliance on loans and the magnitude of
these loans.
Average Debt Load of Graduates
2005
$14,850
2006
$15,950
2007
$16,900
Compared to Western Illinois University-Macomb benchmark schools, Western graduates continue to have the
third lowest average debt load. Only graduates from Missouri State University and Towson University had
lower average debt loads.
Western Illinois University ranks eighth among public Midwest regional universities for lowest student debt
load ($14,850), an improvement from ninth in 2004. The average debt load at Western is second lowest in the
region when compared to Missouri State, Truman State, Southern Illinois-Edwardsville, and Northern Iowa.
19
Average Debt Load of 2005 Graduates Compared to 2005 Debt Load Ranking
Institution
University of Central
Missouri
Pittsburg State Univ. (KS)
U. of Wisconsin - Green
Bay
Northeastern Illinois Univ.
2005
Amount
$9,632
$10,742
$12,222
$12,284
Missouri State University
$12,997
Washburn University (KS)
U. of Wisconsin - Riverfalls
$13,125
$14,756
Western Illinois University
$14,850
2005
Ranking
1
2
3
4
5
2004
Ranking
Northern Michigan University
2
3
1
4
8
6
7
8
6
N/A
9
9
Ferris State University (MI)
Eastern Illinois University
Purdue University Calumet
University of Southern
Indiana
Minot State University
(ND)
$15,000
$15,538
10
11
$15,687
16
17
7
U. of Nebraska - Kearney
Lincoln University (MO)
Minnesota State - Mankato
Truman State University
(MO)
Winona State University
(MN)
Grand Valley State Univ.
(MI)
U. of Wisconsin - La Crosse
IUPU - Fort Wayne
University of Nebraska Omaha
U. of Wisconsin - Eau Clair
U. of Wisconsin - Stevens
Point
Southern Illinois Edwardsville
U. of Wisconsin - Whitewater
Emporia State University
(KS)
Bemidji State University
(MN)
Indiana University Northwest
University of Wisconsin Stout
2005
Amount
$16,842
$16,880
$16,900
$16,953
$17,065
$17,290
$17,394
$15,724
15
21
$16,000
10t
15
$16,006
$16,175
$16,471
14
16
17
18
$16,500
N/A
10t
30
19
$16,546
28
Indiana University Southeast
Lake Superior State Univ.
(MI)
Northern State University
(SD)
Indiana University–South
Bend
University of Minnesota Duluth
University of Northern Iowa
St. Cloud State University
(MN)
University of Michigan Dearborn
18
22
33
29
19
28
29
30
34
N/A
20
$18,247
$18,394
$18,496
32
33
26
N/A
N/A
$18,570
$19,825
35
31
$19,864
36
N/A
N/A
$20,199
37
$20,221
38
$20,239
$20,431
39
40
N/A
N/A
35
N/A
41
$20,509
22
42
Eastern Michigan University
21
$16,606
$16,793
26
27
N/A
23
31
20
$16,588
24
25
2004
Ranking
34
13
$15,900
2005
Ranking
23
$17,435
12
14
U. of Wisconsin - Oshkosh
Southeast Missouri State
Univ.
Institution
27
13
University of Michigan - Flint
3.5: Annual Endowment Funds Raised and Restricted to Student Financial Assistance
20
$21,397
$21,888
24
43
N/A
Goal: Beginning with the next Performance Report, Western Illinois University will benchmark annual
endowment values raised and restricted to student financial assistance at peer institutions.
Performance and Implications: Western Illinois continued to spend more than $1.5 million of foundation funds
on student scholarships. Between Fiscal Years 2005 and 2007, funds raised for scholarship endowments
increased 38.2%, nearing the $1 million mark, and providing a substantial base from which generated interest
can fund future scholarships.
Annual Endowment Funds Raised and Restricted to Student Financial Aid
2005
$717,086
Raised for scholarship endowment
2006
$551,655
2007
$991,276
POLICY AREA FOUR: Illinois will increase the number and diversity of residents completing training and education
programs. 4.1: Baccalaureate Degree Completions by Race and Gender
Goal: Increase the graduation rates of minority students and male students to levels more comparable with all
other students.
Performance and Implications: The University’s overall six-year graduation rate continued its three-year
improvement, reaching 55.7 percent for the fall 2000 new freshman cohort. Minority graduation rates improved
for the fall 2000 cohort, but are still below fall 1998 freshmen cohort levels. Women continue to graduate at a
higher rate than men; however this gap closed for the fall 2000 cohort as the female graduation rate declined
two percentage points and the male graduation rate increased by more than two percentage points. During fall
2006, Western Illinois University conducted a campus climate survey to help determine how environmental
factors and services can be improved to help all students achieve their educational goals and objectives.
All Students
Black/Non-Hispanic
Hispanic
Females
Males
Western Illinois University Graduation Rates
1998 Cohort
1999 Cohort
2000 Cohort
54.2%
55.4%
55.7%
43.9%
38.7%
39.3%
62.2%
60.0%
61.9%
59.7%
60.4%
58.4%
48.2%
50.2%
52.8%
Performance indicator 3.2 demonstrates that the University’s six-year graduation rate for the fall 1999 new
freshman cohort ranks eighth of 12 peer institutions. For Black/Non-Hispanic students, the graduation rate
dropped from seventh to tenth. However, the University retained the third highest graduation rate for Hispanic
students. The campus climate survey (described above) will look at environmental factors affecting student
retention and graduation by racial/ethnic designation.
21
Six-Year Graduation Rates at Western Illinois University-Macomb Benchmark Institutions
By Racial/Ethnic Designation
Black/Non-Hispanic
James Madison University
Western Washington University
Truman State University
Towson University
Appalachian State University
Missouri State University
Eastern Illinois University
University of Northern Iowa
Western Kentucky University
Western Illinois University
Southern Illinois Univ.Edwardsville
California State UniversityChico
1999
Cohort
73%
57%
55%
55%
55%
47%
46%
43%
41%
39%
1999
Rank
1
2
3
3
3
6
7
8
9
10
11
26%
1998
Rank
1
6
4
5
8
2
2t
9
10
7
11
Hispanic
James Madison University
Appalachian State University
Western Illinois University
Western Washington University
Towson University
Missouri State University
California State UniversityChico
Truman State University
Western Kentucky University
Eastern Illinois University
Southern Illinois Univ.
Edwardsville
1999
Cohort
75%
70%
58%
50%
48%
48%
48%
46%
44%
40%
8
9
10
11
30%
12
24%
1999
Rank
1
2
3
4
5
5
5
1998
Rank
1
5
3
4
2
9
10
6
12
8
6
12
12
University of Northern Iowa
29%
4.2 ACT Scores of Western Illinois University Freshmen
Goal: Increase the ACT scores of minority students to levels more comparable with all other students.
Performance and Implications: The difference in mean ACT scores between all students and Black/NonHispanic and Hispanic students continues to increase. The University will continue evaluating and enhancing
strategies to increase the enrollment of high-achieving, diverse students.
ACT Scores of Western Illinois University Freshmen
2004
21.4
19.0
(2.4)
20.2
(1.2)
All Students
Black/Non-Hispanic
Difference from All Students
Hispanic
Difference from All Students
2005
21.2
18.7
(2.5)
20.1
(1.1)
2006
21.2
21.5
(2.7)
18.5
(1.4)
4.2: Freshmen Retention Rates
Goal: Increase the fall first-year freshmen retention rate from 78% to 84%.
Performance and Implications: Fall-to-fall freshman retention rates declined for the 2005 new freshman cohort
after three consecutive years of improvement. Fall 2005 was the first full year of Western Illinois University’s
new First Year Experience program which is expected to contribute to increased retention. The decline in
22
11
freshmen retention among the fall 2005 cohort will be followed closely to see its ultimate effect on retention
and graduation rates.
Some of the decline in freshmen retention rates may be due to increased expectations and academic challenges
in the First Year Experience. To carefully study this trend, Western Illinois University joined the Higher
Learning Commission’s Academy for Assessment of Student Learning in spring 2007. Beginning in academic
year 2007-2008, the University will engage in a four-year sequence of events and interactions focused on
understanding, confirming, and improving student learning in general education, which encompasses the first
year in college.
2002 Cohort
76.0%
Fall to Fall Retention of New Freshmen
2003 Cohort
2004 Cohort
2005 Cohort
77.5%
79.0%
72.6%
The figure below shows that the fall to fall retention rate of the fall 2004 entering freshmen cohort at Western
Illinois University ranks ninth among peer institutions, the same as it did for the fall 2004 freshman cohort.
Benchmarking of institutional practices will continue to inform First Year Experience assessment and program
evaluation.
4.3: Minority Freshmen Retention Rates
Goal: Increase minority freshmen retention rates to levels more comparable with non-minority freshmen.
Performance and Implications: For the fall 2005 freshman cohort, the gap between the all student and
Black/Non-Hispanic freshmen retention rate decreased, while the gap between the all student and Hispanic
freshmen retention rate increased slightly. Again, the campus climate survey (described above) will help
Western Illinois University determine how environmental factors and services can be improved to help all
students achieve their educational goals and objectives. A plan for enhancing the recruitment and integration of
students from traditionally underrepresented groups into the campus community will be developed.
23
Fall to Fall Retention of Freshmen by Racial/Ethnic Designation
All Students
Black/Non-Hispanic
Difference from All Student Rate
Hispanic
Difference from All Student Rate
2003 Cohort
77.5%
68.1%
(9.4%)
69.6%
(7.9%)
2004 Cohort
79.0%
68.4%
(10.6%)
73.3%
(5.7)%
2005 Cohort
72.6%
71.3%
(1.3%)
66.2%
(6.4%)
4.4: Minority Undergraduate Enrollment as a Percent of Total Undergraduate Enrollment
Goal: Achieve total minority undergraduate enrollment that meets and exceeds the median minority
undergraduate enrollment at Illinois public universities.
Performance and Implications: Minority enrollment as a percent of total undergraduate, degree-seeking students
has increased at Western Illinois University each of the last three years, while the statewide public university
average remains constant. However, Western still ranks tenth among the twelve Illinois public universities in
terms of minority enrollment. Western Illinois University will continue to aggressively recruit minority students
and engage in retention strategies in support of institutional and statewide goals to increase the participation and
achievement of students from traditionally underrepresented groups (minorities, females, and individuals with
disabilities).
Minority Undergraduate Enrollment
2003
11.4%
31.0%
Western Illinois University
Illinois Public University Median
2004
12.0%
31.0%
2005
12.3%
31.3%
2006
12.6%
N/A
Compared to peer institutions, fall 2005 minority enrollment as a percent of total undergraduate, degree-seeking
enrollment maintained its fifth-place ranking for Western Illinois University-Macomb, while Western Illinois
University-Quad Cities ranks last. Recruitment planning at Western Illinois University will be enhanced by
benchmarking and adapting best practices from peer institutions.
24
Minority Undergraduate Enrollment at Western Illinois University Benchmark Institutions
Macomb Benchmarks
California State - Chico
Towson
Western Washington
SIU - Edwardsville
Western Illinois
Western Kentucky
Eastern Illinois
James Madison
Truman State
Appalachian State
Missouri State
Northern Iowa
% Minority
Fall 2005
19.6%
17.0%
16.0%
13.9%
12.3%
11.5%
10.9%
10.4%
8.2%
6.5%
6.3%
5.7%
2005
Rank
1
2
3
4
5
6
7
8
9
10
11
12
2004
Rank
1
2
3
4
5
6
7
7
9
10
11
12
Quad Cities Benchmarks
Governors State
U of Maryland - Baltimore
Arizona State - West
U of Houston - Clear Lake
Texas A & M - Texarkana
John F Kennedy
U of I - Springfield
Western Illinois - Quad Cities
% Minority
Fall 2005
43.8%
39.9%
30.3%
29.3%
19.8%
19.8%
14.1%
8.6%
2005
Rank
1
2
3
4
5
5
6
7
2004
Rank
1
2
3t
3t
6
5
7
8
POLICY AREA FIVE: Illinois colleges and universities will be accountable for providing high quality academic
programs and the systematic assessment of student learning outcomes while holding students to ever higher
expectations for learning and growth. 5.1: Alumni Satisfaction with the Educational Experience and Satisfaction with Occupational
Preparation (Class of 2000 surveyed five years after graduation)
Goal: Annually achieve a 90-percent or higher alumni satisfaction rating on each of the eight criteria identified
by the Illinois Board of Higher Education.
Performance and Implications: Western Illinois University exceeds its goals in all eight targeted areas below.
Assessment of student learning outcomes, the program review process, evaluation of services, and accreditation
processes will continue to be the base for academic excellence and educational opportunities at Western Illinois
University.
Percent Satisfied or Extremely Satisfied
What is your present attitude towards the institution?
What is your present attitude towards your degree major?
How well did your degree prepare you for your career path?
How well were your college experiences in:
Helping to develop your critical thinking ability?
Helping to better develop your sense of ethics?
Contributing to a better understanding of diversity?
Helping you to become a more active citizen?
Improving the quality of your life (aside from financial benefits)
5.2: Institutional Pass
National Averages
Rates
on
Professional/Occupational
25
Licensure
98.2%
93.2%
91.5%
98.8%
95.6%
97.4%
92.7%
96.4%
Examinations
Relative
to
Goal: Exceed national pass rates on all professional/occupational licensure examinations.
Performance and Implications: Prior to 2005, Western Illinois University students were slightly below the
national average of the CPA Examination pass rate. The national exam format was changed in 2005, with pass
rates now reported for individual sections rather than a single overall pass rate. In 2005, Western students
ranked above the national average pass rate for three of the four sections of the CPA examination, including a
pass rate for the BEC section that was nearly 20 percentage points above the national norm. In 2006, however,
Western students exceeded the national average in only one of the four CPA examination sections. Use of an
external advisory board in the College of Business and Technology will help promote student achievement.
Uniform CPA Examination Passing Rates
2005 CPA Exam
2006 CPA Exam
Exam Section
WIU Illinois National WIU Illinois National
Auditing and Attestation
40.6% 47.3%
43.6%
43.5% 51.4%
44.0%
Business Environment and
Concepts
63.6% 52.7%
44.2%
34.8% 52.0%
43.8%
Financial Accounting and
Reporting
45.7% 47.4%
43.1%
47.7% 52.0%
44.5%
Regulation
41.0% 44.0%
40.6%
33.3% 49.4%
42.3%
5.3: The Percent of Western Illinois University Freshmen Who Graduate from the Top 25% of Their High
School Class
Goal: Increase the proportion of Western Illinois University new freshmen graduating from the top 25 percent
of their high school class from 22 percent to 32 percent.
Performance and Implications: The percent of Western Illinois University new freshmen graduating from the
top 25 percent of their high school class declined 2.1 percent in fall 2006, after remaining constant for the three
prior years. Aggressive student recruitment strategies will include increased outreach, contact, and scholarship
and financial assistance to help the University reach enrollment goals identified in this and performance
indicators 5.4-5.8.
Percent of Freshmen from the Top 25 Percent
Of Their High School Graduating Class
Fall 2004
22.2%
Fall 2005
22.1%
Fall 2006
20.0%
As the University looks to increase the percent of freshmen that graduate from the top 25 percent of their high
school graduating class, it will benchmark practices at peer institutions. Western has the lowest percentage of
students in this category.
26
5.4: Mean ACT Scores of Western Illinois University Freshmen Compared to State of Illinois College Bound
and National College-Bound Freshmen
Goal: Exceed statewide and national average ACT scores of college-bound freshmen.
Performance and Implications: The mean ACT of Western Illinois University fall 2006 new freshmen is 1.4
points below the statewide average of college-bound students and 0.8 points below the national average of
college-bound students. The University expects improved performance as we aggressively recruit highachieving, diverse students.
ACT Scores of Incoming Freshmen
Western Illinois University Freshmen
State of Illinois College-Bound Freshmen
Difference above (below) WIU
National College-Bound Freshmen
Difference above (below) WIU
2004
21.4
22.4
(1.0)
21.9
(0.5)
2005
21.2
22.5
(1.3)
21.9
(0.7)
2006
21.2
22.6
(1.4)
22.0
(0.8)
5.5: ACT Interquartile Range of New Western Illinois University Freshmen
Goal and Performance: Increase the ACT interquartile range (middle half of the University’s ACT
distribution) from 19-23 to 23-27. After a one year drop in the lower end of the ACT interquartile
distribution, Western Illinois University’s ACT interquartile range returned to 19-23 in fall 2006.
ACT Interquartile Range of Freshmen
2004
19-23
2005
18-23
27
2006
19-23
The University’s status on ACT interquartile range compared to peer institutions will increase as the
University successfully implements new aggressive admissions strategies. For fall 2005 freshman, Western
Illinois University moved up from a tie for the lowest interquartile range with Western Kentucky
University.
ACT Interquartile Scores for Fall 2005 Freshmen
WIU Benchmarks
Truman State
James Madison*
Western Washington*
Appalachian State*
Missouri State
Towson*
SIU - Edwardsville
Northern Iowa
Cal State – Chico*
Eastern Illinois
Western Illinois
Western Kentucky
ACT Interquartile
25-30
23-28
22-28
22-27
21-26
21-26
20-25
20-25
19-25
19-24
19-23
18-23
5.6: Percent of New Western Illinois University Freshmen with an ACT Score of 23 or Higher
Goal and Performance: Increase the proportion of new Western Illinois University students with ACT scores of
23 or higher from 35 percent to 45 percent. The proportion of new Western Illinois University freshmen with
ACT scores of 23 or higher decreased, with only 30.2 percent of fall 2006 freshmen achieving this goal, a 1.7
percent decline from fall 2005.
Percent of Freshmen with 23 or Higher
ACT Score
Fall 2004
33.1%
Fall 2005
31.9%
Fall 2006
30.2%
Benchmarking and adapting best practices will help Western Illinois University meet its goal of increasing by
10 percent the percent of new freshmen with an ACT score of 23 or higher. The University currently ranks last
when compared to peer institutions.
28
5.7: Percent of New Western Illinois University Freshmen with Grade Point Averages of 3.0 or Better
Goal and Performance: Increase the proportion of new Western Illinois University freshmen with high school
grade point averages of 3.0 or higher from 49 percent to 59 percent. After reaching a three-year high of 48.9
percent of new freshmen with a high school grade point average of 3.0 or higher in fall 2005, the value
decreased to 45.9 percent in fall 2006.
Percent of Freshmen with High School GPA
Of 3.0 or Higher
Fall 2004
48.7%
Fall 2005
48.9%
Fall 2006
45.9%
Again, benchmarking and adapting best practices will help Western Illinois University meet its goals. The 3.1
mean high school grade point average of new freshmen at Western Illinois University ranks eighth of ten peer
institutions, where values range from a low of 3.0 at Appalachian State University to a high of 3.8 at California
State University-Chico.
29
5.8: Percent of New Western Illinois University Transfer Students Who Have Associate’s Degrees
Goal and Performance: Increase the proportion of new Western Illinois University transfer students who have
an Associate’s Degree from 27 percent to 37 percent. After remaining constant at 27 percent for the past three
fall semesters, the proportion of new Western Illinois University transfer students who had already earned an
Associate’s Degree increased to 30 percent in fall 2006. The newly approved bachelor’s degree program in
liberal arts and sciences and the one all-costs reduction for students who transfer to the University immediately
after receiving their Associate’s Degree should help to increase the percentage of new transfer students enrolled
at the University with an Associate’s Degree.
5.9: National Survey of Student Engagement (NSSE) Results
Goal: Exceed all five published benchmarks for freshmen and seniors from national comprehensive universities
on levels of student satisfaction with the educational process.
Performance and Implications: Western Illinois University began participating in the NSSE in 2004 to serve as
a national benchmark for effective educational practice in five areas: level of academic challenge, amount of
active and collaborative learning, the quality and quantity of student-faculty interaction, the provision of
enriching educational experiences, and the degree to which the University offers enriching educational
experiences.
Results from the spring 2006 survey show marked improvement for freshmen following the fall 2005 initiation
of the First Year Experience program. Not only did Western freshmen effectively meet or exceed the national
norm in all five benchmark areas, the success of the First Year Experience Program contributed to the double
digit increases compared to spring 2006 data. This was especially noteworthy in terms of student-faculty
interaction, where Western’s 23-percent improvement placed the University in the top 10 percent nationally in
terms of the perceived quality of interaction between freshmen and faculty.
30
Seniors also showed two- to six-percent improvement in effective student engagement in four of the five
benchmark areas. Additionally, Western seniors ranked above the national average in terms of two of the five
effective educational practice benchmarks, student-faculty interaction and supportive campus environment.
However, seniors did decline by 24 percent in terms of enriching educational experiences.
NSSE Educational Effectiveness Benchmarks
Spring 2006 Rank vs Carnegie Masters Benchmark and Change vs Spring 2005
Freshmen
Rank
%
2006
Change
102%
10%
99%
17%
119%
23%
99%
16%
106%
9%
Level of Academic Challenge
Active and Collaborative Learning
Student-Faculty Interaction
Enriching Educational Experiences
Supportive Campus Environment
Seniors
Rank
%
2006
Change
98%
2%
98%
4%
107%
6%
65%
-24%
106%
4%
As these results (above and below) show, Western Illinois University is committed to using assessment results
to improve academic excellence, educational opportunities, personal growth, and social responsibility.
Level of Academic Challenge
Faculty
demonstrated
a
commitment to increase the level
of
academic
challenge
as
evidenced by the gains among
both freshman and senior results
from the 2006 NSSE. Freshmen
now exceed the national average
and seniors continued to improve,
achieving 98 percent of the
national norm.
Active and Collaborative Learning
Active and collaborative learning is a
key concept in the First Year
Experience program, with success
being evident by the 17 percent
increase for freshmen in spring 2006.
Data for Western Illinois University
freshmen
and
seniors
are
approaching the national norm.
Student-Faculty Interaction
31
Successes related to effective student-faculty interaction continued to improve, with both freshmen and seniors
ranking well above the national norm. The effect of the new FYE program was apparent, as freshmen
demonstrated a 23-percent increase in this benchmark, placing Western Illinois University in the top 10 percent
nationwide.
Enriching Educational Experience
The successful impact of the new FYE
program is evidenced by the 16percent
improvement
among
freshmen, bringing them to 99 percent
of the national norm for enriching
educatonal
experiences.
Seniors,
however, declined 24 percent in this
benchmark, after having experienced
gains in spring 2005.
Supportive Campus Environment
Freshmen and seniors continue to
report success in Western Illinois
University efforts to provide a
supportive
environment,
with
freshmen increasing nine percent and
seniors increasing four percent in
spring 2006. This ranks Western at
106 percent of the national average for
both freshman and seniors. Findings
from a fall 2006 campus climate survey will further support these efforts.
5.10: Undergraduate Class Size Distributions
Goal: Increase the percentage of small classes while maintaining an appropriate balance of larger classes.
Performance and Implications: Western Illinois University has increased the percent of small classes offered
since fall 2004 through internal reallocation of resources.
Percent of Small (<20) and Large (>50) Classes
Fall 2004 Fall 2005 Fall 2006
Courses with Enrollments < 20
29.5%
33.6%
31.4%
Courses with Enrollments >50
9.4%
8.4%
7.7%
Small course sections directly contribute to supporting the individual learner and active involvement in the
learning process. For example, of 2006 First Year Experience faculty, 92.7 percent felt that the small size of
their FYE class helped them get to know their students better as individuals, 75.9 percent felt that the FYE
program helped students manage the transition from high school to college, and 84.6 percent felt that the FYE
program helped students appreciate that learning extends beyond the classroom.
32
Percent of Small and Large Classes – Fall 2005
Western Washington
Missouri State
Appalachian State
Western Kentucky
SIU - Edwardsville
Cal State - Chico
Towson
Western Illinois
Truman State
Northern Iowa
Eastern Illinois
James Madison
Small Classes (<20)
2005 2004
2005
Rank Rank
52%
1
1
41%
2
2
41%
2
4
39%
4
3
38%
5
NA
36%
6
5
36%
6
9
34%
8
8
33%
9
6
33%
9
7
30%
11
10
29%
12
11
Towson
Truman State
Eastern Illinois
Western Kentucky
Appalachian State
Missouri State
Western Illinois
Cal State - Chico
Northern Iowa
Western Washington
SIU - Edwardsville
James Madison
Large Classes (50+)
2005 2004
2005
Rank Rank
1%
1
1
2%
2
2
5%
3
3
6%
4
5
8%
5
4
8%
5
6
8%
5
7
9%
8
8
9%
8
9
11%
10
10
12%
11
NA
14%
12
11
POLICY AREA SIX: ACCOUNTABILITY AND PRODUCTIVITY Illinois colleges and universities will continually improve productivity, cost-effectiveness, and accountability. 6.1: Cost of Instruction per Credit Hour
Goal: Keep student costs per credit hour below the statewide average.
Performance and Implications: The cost of instruction per credit hour at Western Illinois University remains
well below the statewide average. Even with the increased costs associated with Western’s new doctoral
program in Educational Leadership, the University continues to have the lowest rate of all 12 Illinois public
universities. The range is from a low of $220.02 at Western to a high of $314.84 at the University of IllinoisUrbana/Champaign.
Cost of Instruction per Credit Hour
2004
2005
Western Illinois University
$199.40
$211.97
Statewide Average
$244.41
$261.31
Percent Below Statewide Average
(18.4%)
(18.9%)
33
2006
$220.02
$266.81
(17.5%)
The data reported above are a function of the cost of instruction for lower division students (freshmen and
sophomores), upper division students (juniors and seniors), graduate I students (master’s degree, advanced
graduate degree, and certificate students), and graduate II students (doctoral students). When disaggregating the
data for Fiscal Year 2006, the table below shows that Western Illinois University is below the statewide average
in terms of cost per credit hour for all levels of instruction.
Cost of Instruction per Credit Hour by Academic Level
Lower Division
FY2006 FY05
UIC
$147.28
1
NIU
$155.58
4
ISU
$156.89
2
SIUE
$157.47
3
WIU
$165.77
5
Avg.
$169.95
UIUC $171.34
8
NEIU $174.98
6
SIUC
$178.58
7
EIU
$197.89
9
UIS
$229.31
10
CSU
$268.29
11
Upper Division
FY2006 FY05
SIUE
$212.29
1
WIU
$229.70
4
NEIU $234.00
2
NIU
$237.18
5
EIU
$239.51
8
ISU
$244.22
3
UIS
$244.63
9
UIC
$244.83
10
Avg.
$250.80
GSU
$252.05
6
SIUC
$255.61
7
UIUC $283.85
11
CSU
$320.36
12
Graduate I
FY2006 FY05
UIS
$290.87
1
NEIU $341.62
4
GSU
$357.08
2
NIU
$361.50
5
CSU
$365.57
3
EIU
$392.03
8
WIU
$398.95
6
ISU
$405.61
7
Avg.
$433.83
UIC
$459.80
10
SIUE
$492.09
9
UIUC $521.98
12
SIUC
$527.92
11
CSU
WIU
NIU
ISU
SIUC
UIUC
Avg.
UIC
UIS
SIUE
Graduate II
FY2006
$213.59
$249.39
$493.44
$503.37
$619.54
$636.87
$642.13
$730.49
$1,015.00
$1,345.00
FY05
-1
3
2
4
5
6
7
8
6.2: Western Illinois University-Macomb Six-Year Graduation Rates
Goal: Increase the six-year graduation rate from 54 percent to 65 percent.
Performance and Implications: The six-year graduation rate continued to improve, reaching 55.7 percent for the
fall 2000 freshman cohort. Western Illinois University has set an ambitious, but achievable graduation goal.
Implementation of the First Year Experience, new scholarship and financial assistance opportunities,
34
expectations of civic engagement, and extension of the former Grad Trac program to all academic majors will
contribute to increased graduation rates.
Six-Year Graduation Rates
1998 Cohort
54.2%
1999 Cohort
55.4%
2000 Cohort
55.7%
Western Illinois University’s six-year graduation rate for the fall 2000 freshman cohort ranks eighth among the
12 peer institutions, the same position Western held in 2004 for the fall 1998 freshmen cohort. Achieving the
University’s 65-percent graduation-rate goal will place Western in a tie for third among the benchmark
universities.
6.3: Western Illinois University-Quad Cities Four-Year Graduation Rates
Goal: Increase the five-year graduation rate from 62 percent to 67 percent.
Performance and Implications: After a one-year decline, the Quad Cities campus graduation rate is again at 64.5
percent. These rates should continue to increase as a result of aggressive recruitment and retention strategies,
including the Students in Transition model that is being developed in an effort to increase student retention, as
well as a commitment to ensure that course offerings enable all degree programs to be completed within three
years.
Four-Year Graduation Rate
1999 Cohort
64.5%
2000 Cohort
61.5%
35
2001 Cohort
64.5%
6.4: Administrative and Support Costs per Credit Hour
Goal: Keep administrative and support costs per credit hour below the statewide average.
Performance and Implications: Western Illinois University’s administrative and support costs per credit hour are
well below the statewide average, 32.9 percent in Fiscal Year 2006.
Administrative and Support Costs per Credit Hour
Western Illinois University
Statewide Average
Percent Below Statewide Average
2004
$55.24
$80.59
(31.5%)
2005
$55.36
$86.26
(-35.8%)
2005
$59.44
$88.53
(-32.9%)
In fact, the University’s Fiscal Year 2006 rate is the lowest among the 12 Illinois public universities, where
values range from a low of $59.44 at Western to a high of $150.20 at Chicago State University.
The numerator in administrative and support costs per credit hour follows Illinois Board of Higher Education
guidelines and is based on three factors: 1) Academic Support contains libraries, hospitals and patient services,
museums, and galleries; 2) Student Services includes social and cultural development, counseling and career
services, student health/medical services, intercollegiate athletics, financial assistance, financial aid
administration, and student service administration; and 3) Institutional Support includes executive management,
financial management and operations, general administration, faculty and staff auxiliary services, and public
relations/development.
When disaggregating the data reported above, the table below shows that Western Illinois University is below
the statewide average per credit hour expenditure for academic support and institutional support, with
institutional support (i.e., executive management, financial management and operations, general administration,
etc.), maintaining the lowest statewide ranking. These low levels of expenditures for institutional support
demonstrate Western’s administrative efficiencies.
36
Student services costs at Western Illinois University are slightly above the statewide average. The University’s
commitment to comprehensive student services is evident in student achievement. In fall 2005, Western was
selected as one of only 13 universities nationwide as a benchmark institution for best practices in the retention
of low-income, first generation students by the Pell Institute for the Study of Opportunity in Education.
Administrative and Support Costs per Credit Hour – Fiscal Year 2006
Academic Support
$/CH
2005
UIC
$ 17.40
2
EIU
$ 17.95
1
NEIU
$ 20.79
4
WIU
$ 21.52
3
UIUC
$ 22.83
9
SIUE
$ 23.80
6
NIU
$ 24.43
5
UIS
$ 24.49
8
Avg.
$ 25.24
ISU
$ 27.56
7
CSU
$ 31.98
11
GSU
$ 32.12
10
SIUC
$ 38.04
12
Student Services
$/CH
2005
UIUC
$ 4.92
2
GSU
$ 7.60
4
ISU
$ 7.62
3
UIC
$ 9.04
5
NEIU
$ 10.40
7
SIUE
$ 11.57
8
NIU
$ 12.20
6
Avg.
$ 12.35
WIU
$ 13.51
11
SIUC
$ 13.87
9
EIU
$ 15.48
10
UIS
$ 17.49
1
CSU
$ 24.51
12
Institutional Support
$/CH
2005
WIU
$ 24.41
1
SIUE
$ 29.54
2
NEIU
$ 30.92
6
EIU
$ 39.27
5
ISU
$ 42.82
4
SIUC
$ 44.65
3
Avg.
$ 50.94
UIUC
$ 52.66
9
UIC
$ 55.91
8
NIU
$ 58.62
7
UIS
$ 62.05
11
GSU
$ 76.74
10
CSU
$ 93.71
12
6.5: Average Faculty Salaries Compared to University Professionals of Illinois (UPI) Benchmarks
Goal: Exceed faculty salaries at University Professionals of Illinois-defined peer institutions for Western Illinois
University.
Performance and Implications: Western Illinois University received no new state resources for faculty or staff
salaries during Fiscal Years 2005 and 2006. Internal reallocations have supported salary increases during the
last three years, with state support supplementing these efforts in Fiscal Year 2007
As compared to averages at peer institutions, professors reached the UPI benchmark in Fiscal Year 2006 and
remained slightly above the benchmark in Fiscal Year 2007. Associate professors, assistant professors, and
instructors remain below the UPI benchmark. Salary erosion is a critical issue affecting the University’s ability
to successfully recruit and retain high-achieving and diverse faculty and staff.
Faculty Salary Comparisons
Instructors
Assistant Professors
Associate Professors
Professors
Fiscal Year 2005
Western
Percent
Illinois
of UPI
University Benchmark
$35,449
88.0%
$47,989
92.5%
$58,584
95.9%
$76,875
99.8%
Fiscal Year 2006
Western
Percent
Illinois
of UPI
University Benchmark
$36,665
87.3%
$48,789
91.1%
$60,332
95.5%
$78,887
100.0%
37
Fiscal Year 2007
Western
Percent
Illinois
of UPI
University Benchmark
$38,397
88.1%
$50,618
90.9%
$62,995
95.8%
$81,998
100.3%
6.6: Average Civil Service Salaries
Goal: Exceed the average statewide civil service salary for employees of Illinois public universities south of
Interstate 80 and including Northern Illinois University.
Performance and Implications: Western Illinois Civil Service staff salaries have maintained their level at just
above peer group averages.
Civil Service Salary Comparisons
Western Illinois University
Weighted Peer Average
Percent of Peer Average
FY2004
$33,275
$32,929
101.0%
FY2005
$34,425
$33,936
101.4%
FY2006
$35,626
$35,263
101.3%
Fiscal Year 2007 comparisons should show improvement for individual Western Illinois University civil service
salaries as a percent of peer group salaries. The University implemented a market salary adjustment program for
nonnegotiated staff based on longevity in current position and comparison to average salaries for the
universities displayed below. Additionally, the University continues to work with all campus bargaining units to
help provide salaries that meet and exceed the mean of peer institutions.
Civil Service Salary Comparisons
UIUC
ISU
EIU
SIUC
WIU
NIU
Avg.
UIS
SIUE
2004
$ 34,942
$ 34,376
$ 33,844
$ 33,739
$ 33,275
$ 33,116
$ 32,929
$ 30,351
$ 29,791
UIUC
ISU
SIUC
WIU
NIU
Avg.
EIU
UIS
SIUE
2005
$ 37,437
$ 35,605
$ 34,787
$ 34,425
$ 34,315
$ 33,936
$ 33,917
$ 30,889
$ 30,111
UIUC
ISU
SIUC
NIU
WIU
Avg.
EIU
UIS
SIUE
2005
$ 38,736
$ 36,716
$ 35,997
$ 35,793
$ 35,626
$ 35,183
$ 34,899
$ 32,020
$ 31,677
6.7: Average Administrative and Professional Salaries Compared to Peer Group
Goal: Exceed the average administrative staff salary for Western Illinois University-University Professionals of
Illinois agreed-upon peer group for administrative salaries.
Performance and Implications: Fiscal Year 2007 administrative salaries are 2.7 percent above peer benchmarks,
while professional salaries are 1.0 percent below peer benchmarks. The University implemented a market salary
adjustment program for nonnegotiated staff based on longevity in current position and comparison to average
salaries for the Western Illinois University-University Professionals of Illinois peer group to help address
individual salary deficiencies.
38
6.8: Internal Reallocations
Goal: Annually document internal reallocations, with internal reallocations annually totaling at least one percent
of the total appropriation (general funds and income fund).
Performance and Implications: Western Illinois University continues to reallocate over four percent of
institutional resources to the highest priorities identified in Higher Values in Higher Education. During Fiscal
Year 2007, the University internally reallocated $3.0 million for faculty and staff salary increases; $650,000 for
negotiated faculty promotion, professional achievement awards, and salary minima; and $1.3 million to
technology security and enhancements.
Internal Reallocations
($ in Thousands)
Internal Reallocations
Total Appropriation
Percent Reallocated
FY2005
$4,700.0
$97,714.1
4.8%
FY2006
$4,593.0
$103,154.1
4.5%
FY2007
$4,950.0
$110,893.4
4.5%
6.9: Annual Permanent Improvement (Maintenance) Expenditures
Goal: Adhere to industry standards established by the American Association of Higher Education Facilities
Officers (APPA) and annually commit two percent of the facilities’ replacement value to maintenance activities.
Western Illinois University’s facilities’ replacement value yields a two-percent benchmark of $11.2 million.
Performance and Implications: Despite limited state support for higher education over the last three years and
no line items for permanent (capital) improvements, Western Illinois University continues to support permanent
improvements. Investment in the physical infrastructure of the state’s buildings demonstrates stewardship of
resources and ensures that buildings are operated as efficiently and effectively as possible.
Permanent Improvement Expenditures
($ in Thousands)
Permanent Improvement Appropriated Expenditures
Percent of $11.2 million Benchmark
FY2005
$2,000.0
17.9%
FY2006
$1,900.0
17.0%
FY2007
$2,200.0
19.6%
CONCLUSION AND NEXT STEPS This report demonstrates successful institutional contributions at Western Illinois University-Macomb and Western
Illinois University-Quad Cities to advance institutional goals and priorities and the six complementary policy areas
and goals of The Illinois Commitment. All University actions described in this report were derived from the
University’s Strategic Plan, Higher Values in Higher Education. The results in this report will be used to improve
institutional performance and to inform the review and update of Higher Values in Higher Education that will occur
in academic year 2007-2008.
39