Public Accountability Report Public Accountability Report

2018 Governors State University
Mission Statement Governors State University is committed to offering an exceptional and accessible education that prepares students with the knowledge, skills, and confidence to succeed in a global society.
Program Goals and Objectives
  1. Academic excellence: Provide distinctive academic programs that effectively prepare students to become leaders and productive citizens in the global community.
    1. Ensure that academic programs are up to date, relevant, and aligned with professional and disciplinary standards.
    2. Enhance academic programs through the incorporation of diverse intellectual perspectives and cross-cultural competence.
    3. Through the Academic Master Plan process, develop and implement new academic programs and revise current academic programs that respond to regional, state, national, and international needs and student demands.
    4. Provide a campus environment (physical and virtual) that supports teaching, learning, and scholarly and creative activities through appropriate academic facilities, libraries, and instructional and technology resources.
    5. Enhance external support as appropriate for university academic programs and services through increased relationships with external partners.
    6. Enhance academic programs through the implementation of best practices in administrative, faculty, and staff development.
    7. Promote high-quality learning opportunities through curricular, cocurricular, and extracurricular activities, such as experiential learning, internships, international learning experiences, civic engagement, and service learning.
  2. Student success: Provide a seamless and supportive pathway from admission to graduation focused on personal and academic success to help ensure that students are career ready and positioned to be leaders and citizens in the community.
    1. Develop an exemplary first-year experience program designed to both support student success and attain first-year to second-year retention rates that surpass the national average for peer institutions.
    2. Develop a comprehensive academic advising model to transition students from high-touch general education advising to quality program-based advising.
    3. Provide and assess a broad range of tutoring and academic support services for general education and upper-division coursework that nurtures the highest levels of academic success.
    4. Expand, enhance, and promote the Dual Degree Program (DDP), including the Men of Color Initiative, as a model pathway to the baccalaureate degree for transfer students from our partner community colleges.
    5. Develop, implement, and assess comprehensive and progressive mentoring systems, internships, leadership programs, and student engagement initiatives at the undergraduate and graduate levels focused on the development and enhancement of transferable real- world skills associated with exemplary leaders and citizens and career-ready professionals.
    6. Create, promote, and navigate students through a Four-Year Career Development Plan and provide expanded, strategic on- campus employment that focuses on increasing responsibility from freshman year to senior year, with an emphasis on fully preparing students to define their career goals and ensuring they are career- ready professionals by graduation.
    7. Establish and implement the Center for the Junior Year to provide an exemplary physical and virtual resource center for native and transfer students to come together for information, support, and guidance as they transition to their chosen major.
    8. Establish a model residential program defined by a supportive, caring, and inclusive living and learning community with high levels of engagement by resident students both on campus and in the community.
  3. High-quality faculty and staff: Provide students access to a highly qualified, motivated, and diverse faculty and staff.
    1. Develop and implement plans and processes to hire faculty of exceptional quality.
    2. Develop and implement plans and processes to retain high-quality faculty and reward the exceptional work of faculty.
    3. Advance faculty development to provide and support: 1. Best pedagogic and professional practices. 2. Scholarly and career development. 3. Grant-related activities. 4. Rewards for professional public service.
    4. Strategically employ and effectively support non-tenure-track faculty and adjuncts to address program and student needs.
    5. Increase the number of faculty holding a terminal degree.
    6. Develop and implement plans and processes to hire, retain, and reward the exceptional work of staff.
    7. Advance staff development to provide and support: 1. Training that provides professional development. 2. Relevant training and certifications. 3. Scholarly and career development. 4. Rewards for professional public service.
    8. Increase the number of staff holding a bachelor's degree and beyond.
  4. Enrollment management: Develop and implement strategic initiatives with respect to recruitment, admissions, retention, and graduation rates of undergraduate and graduate students at Governors State University.
    1. Implement a comprehensive and collaborative strategic enrollment management plan that focuses on student success and institutional growth.
    2. Implement a comprehensive undergraduate enrollment management strategy that focuses on increasing the enrollment of a diverse freshmen, transfer, and international student body.
    3. Implement a comprehensive graduate enrollment strategy that focuses on increasing the enrollment of a diverse and well- prepared graduate student body.
    4. Increase global awareness among the GSU community through strategic initiatives of International Student Services and academic programming.
  5. Financial growth and resiliency: Diversify GSU's revenue streams to ensure resources that are necessary for institutional growth and fiscal sustainability.
    1. Broaden GSU's Foundation philanthropic resources to raise more revenue to support the strategic plan and scholarships for students.
    2. Enhance GSU's relationships with Illinois State Legislators to maintain and grow state appropriated funding and capital development resources, enhance GSU's contribution to the region and state, and cultivate supporters who will advocate on behalf of the mission and vision of GSU.
    3. Enhance relationships with GSU's federal Legislators to maintain and grow federal funding for GSU's strategic plan and enrich the educational experience of our students and region.
    4. Secure GSU's financial stewardship to finance capital needs, growth needs, and alternative funding vehicles that consider debt management and credit ratings.
  6. Visibility, outreach, and economic catalyst: Pursue initiatives that make GSU a preferred destination in the region for cultural, social, economic, and continuing education pursuits; enhance collaboration between GSU and its communities; position GSU as a leader and partner in vibrant public dialogue; and increase the university's effectiveness as an economic catalyst in the region.
    1. Build regional awareness of, and preference for, GSU as a cultural destination and resource.
    2. Build GSU's presence as an important venue for dialogue and problem-solving related to the region's critical issues.
    3. Establish GSU as the regional center for continuing education and life-long learning.
    4. Develop GSU's identity as a center for excellence in academic research and collaboration.
    5. Create an engaged and diverse audience (current and potential students, community members, external partners) through effective branding and marketing initiatives.
  7. Social, ethical, and environmental responsibility: Build an institution that is socially, ethically, and environmentally responsible.
    1. Create opportunities for civic engagement and community service with a particular emphasis on citizens historically underserved by higher education.
    2. Demonstrate through university-sponsored initiatives and academic programs a commitment to ethics, inclusiveness, and diversity.
    3. Affirm the university's public responsibility to play an essential role in building civic relevance and vitality by serving as a stimulus to educational, cultural, environmental, community, and economic development in the greater Chicagoland area and beyond.
    4. Encourage and demonstrate the active pursuit of sustainability and environmental stewardship through university development, organizational responsibility, and governmental compliance.
    5. Integrate sustainability broadly into academic programs, campus operations, and student life.
  8. Continuous process improvement: Develop and sustain a climate of continuous improvement, which is defined by evidence-based decision-making focused on enriching the student experience.
    1. The university will establish a process whereby each unit identifies its contribution toward meeting the goals of the strategic plan.
    2. The university will annually review outcome data and make academic, fiscal, and operational decisions based on progress toward meeting the goals of the strategic plan.
    3. The university will create an annual report of progress toward meeting university goals.
Source of Funds Education Assistance Fund Statutory Authority 110 ILCS 670
Fiscal Year 2019 Target/Projected Fiscal Year 2018 Actual Fiscal Year 2018 Target/Projected Fiscal Year 2017 Actual Fiscal Year 2016 Actual
Input Indicators
Total expenditures - all sources (in thousands) $ 0.0 $ 111,567.0 $ 0.0 $ 121,375.5 $ 119,706.0
Total expenditures - state appropriated funds (in thousands) $ 0.0 $ 21,656.0 $ 0.0 $ 24,071.7 $ 6,974.4
Average monthly full-time equivalents 0 956 0 927 885
Total staff - state appropriated fund sources N/A 684 N/A 927 597
Total staff - all fund sources N/A 956 N/A 629 885
Output Indicators
Undergraduate headcount enrollment 3,262 3,326 3,326 3,517 3,570
Total headcount enrollment 4,857 5,185 5,185 5,819 5,938
Percent: part-time student enrollment 48.2 % 49.4 % 49.4 % 50.7 % 52 %
Baccalaureate degree completions (number) by race/ethnicity: black 300 262 N/A 260 288
Baccalaureate degree completions (number) by race/ethnicity: Hispanic 105 109 N/A 107 103
Baccalaureate degree completions (number) by race/ethnicity: white 361 374 N/A 372 459
Baccalaureate degree completions (number) by race/ethnicity: all other 124 113 N/A 112 121
Post-baccalaureate degree completions (number) by race/ethnicity: black 179 171 N/A 186 226
Post-baccalaureate degree completions (number) by race/ethnicity: Hispanic 66 37 N/A 39 35
Post-baccalaureate degree completions (number) by race/ethnicity: white 199 247 N/A 251 260
Post-baccalaureate degree completions (number) by race/ethnicity: all other 204 316 N/A 316 108
Baccalaureate degree completions (number) by gender: male 326 283 N/A 281 326
Baccalaureate degree completions (number) by gender: female 568 575 N/A 570 645
Post-baccalaureate degree completions (number) by gender: male 250 331 N/A 338 297
Post-baccalaureate degree completions (number) by gender: female 398 440 N/A 454 453
Outcome Indicators
Percent of graduates employed full-time N/A 71 % N/A 71.1 % 63 %
Percent of graduates employed part-time N/A 7 % N/A 6.6 % 7.8 %
Percent of graduates unemployed and not seeking employment N/A 7 % N/A 7.3 % 7.8 %
Percent of graduates employed full-time in a related field N/A 75 % N/A 75 % 71.9 %
Percent of graduates pursuing or earning a post- baccalaureate degree N/A 6 % N/A 6.1 % 30.1 %
Percent of graduates satisfied with career path preparation provided by the undergraduate educational experience N/A 86 % N/A 85.7 % 80.9 %
Percent of graduates satisfied with post-graduate employment N/A 93 % N/A 92.8 % 88.6 %
Efficiency/Cost-Effectiveness Indicators
Instructional cost per credit hour: all instructional levels (in dollars) N/A $ 502.7 N/A $ 564.8 $ 459.9
Percent of total expenditures (all sources) devoted to Instruction N/A 50.21 % N/A 46.45 % 43.5 %
Percent of total expenditures (all sources) devoted to Research and Public Service N/A 7.47 % N/A 13.55 % 12.04 %
Percent of total expenditures (all sources) devoted to Academic and Student Support N/A 13.47 % N/A 10.83 % 13.8 %
Percent of total expenditures (all sources) devoted to all other programs N/A 28.85 % N/A 29.17 % 30.66 %
Undergraduate tuition and mandatory fees: annual based on 30 credit hours (in dollars) N/A $ 12,196.0 N/A $ 11,746.0 $ 10,516.0
Percent of undergraduate students receiving some form of financial aid N/A 88 % N/A 90.6 % 89.7 %
Percent of undergraduate students receiving grant or scholarship assistance N/A 81 % N/A 79.8 % 77.3 %
Percent of undergraduate students receiving loan assistance N/A 71 % N/A 87.1 % 79.3 %