Public Accountability Report Public Accountability Report

2018 Northeastern Illinois University
Mission Statement Northeastern Illinois University, as a public, comprehensive university with locations throughout Chicago, provides an exceptional environment for learning, teaching, and scholarship. We prepare a diverse community of students for leadership and service in our region and in a dynamic multicultural world.
Program Goals and Objectives
  1. Student success: Advance student success from recruitment through graduation by engaging all members of the Northeastern community.
    1. Increase the enrollment of both undergraduate and graduate students.
    2. Increase retention and graduation rates for all students. Identify and implement high-impact practices for all students, with a special focus on underrepresented populations.
    3. Develop and implement strategies to support the transition and success of first-year and transfer students.
    4. Conduct a comprehensive review of all academic advising services and implement intentional, coordinated strategies that reflect national best practices in advising to increase student satisfaction and success.
    5. Increase bicultural/bilingual support in the areas of admissions, enrollment services, financial aid, student affairs, and academic affairs.
    6. Enhance the quality of service and communication to promote student satisfaction in all areas of the University with a focus on “points of entry,” such as admissions, financial services, enrollment services, the website, and other critical areas.
  2. Academic excellence and innovation: Implement and support curricular and pedagogical best practices aligned with the mission of the institution, student needs, the standards of the disciplines, and career and civic engagement opportunities.
    1. Develop a Statement of Objectives for the master’s degree and explore adding the doctoral degree to the academic portfolio.
    2. Implement and assess the University Core Curriculum.
    3. Support, create, and sustain interdisciplinary courses and programs that lead to higher levels of critical, analytical, and integrated learning.
    4. Focus on academic programs linked to regional economic development and workforce demands for the global society.
    5. Support and create academic and professional development opportunities for students through internships, international study, research, service learning, and career services.
    6. Enhance and expand academic offerings and resources at CCICS.
    7. Integrate culturally relevant pedagogy and content throughout the curriculum.
    8. Increase high-quality hybrid and online curricula throughout the University.
    9. Prioritize resource allocation to learning resource centers and support centers.
  3. Urban leadership: Build upon Northeastern’s tradition of community partnership and engagement by collaborating with educational, social service, governmental, philanthropic, and business organizations in Chicago and the region.
    1. Collaborate with local and regional schools, community organizations, and parents to vertically align knowledge, skills, and dispositions across K-12 schooling to prepare students to succeed at Northeastern or other postsecondary institutions.
    2. Position and promote Northeastern as a leading Hispanic Serving Institution in the recruitment, retention, and graduation of Latino students.
    3. Increase Northeastern’s presence across diverse urban communities through intentional marketing.
    4. Encourage and support programs that expand understandings of our urban metropolis, with emphasis on our community partners.
    5. Encourage and support programs and research that focus on contemporary urban issues, such as education reform, immigration, economic development, and the environment.
    6. Enhance Northeastern’s marketing and public relations plan, inclusive of community outreach, to expand internal, local, regional, national, and international awareness of our urban leadership efforts.
    7. Promote CCICS, El Centro, and CCAS as examples of Northeastern’s commitment to urban leadership.
  4. Exemplary faculty and staff: Invest in and support faculty and staff to foster a nationally recognized urban university and create a thriving work environment that makes Northeastern an employer of choice.
    1. Intentionally recruit and retain faculty and staff who understand and support Northeastern’s mission and the students we serve.
    2. Enhance scholarship, professional development, and training for faculty and staff.
    3. Use support systems and programs to build and foster a culture of mutual respect and collegiality across the University.
    4. Provide ongoing professional development to support culturally relevant pedagogical approaches from new faculty orientation onward.
    5. Increase collaboration and accountability across all units of the University.
    6. Develop an effective application of shared governance at Northeastern.
  5. Enhanced University operations: Improve operating efficiencies, physical and technological infrastructure and systems, and environmental sustainability to provide a supportive learning, teaching, and working environment.
    1. Ensure that all classroom, laboratory, office, student, and support spaces accommodate current needs and long-term growth.
    2. Add a residential life component consistent with the mission of the University.
    3. Invest in and implement technology applications and infrastructure to maximize academic and operational goals.
    4. Establish environmental sustainability as a key element of Northeastern’s identity through green design and activities such as increasing recycling, reducing waste, conserving energy, and digitizing processes.
    5. Streamline and redesign operational and financial workflows and processes to improve service quality and productivity.
    6. Ensure the continued safety and security of the University; that all facilities and infrastructure, including technology and critical data, are protected; and that campus security and emergency preparedness are continually monitored and enhanced.
  6. Fiscal strength: Enhance Northeastern’s financial position by diversifying revenue sources and by strengthening institutional relationships with donors, public and private entities, and alumni.
    1. Increase external funding, including grants, that supports programming critical to Northeastern’s mission.
    2. Strategically plan for future Title V and other Minority Serving Institution grant applications using data and outcome analyses from current funds.
    3. Increase advocacy efforts with federal and state governments to secure appropriations for the University.
    4. Increase private, corporate, foundation, and other philanthropic support for the University.
    5. Generate revenue by leveraging Northeastern’s assets (such as space rentals, fees for services, and continuing education programs) while continuing to prioritize University need.
Source of Funds General Revenue Fund, Education Assistance Fund Statutory Authority 110 ILCS 680
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) (a) $ 148,598.0 $ 152,170.0 $ 145,692.0 $ 146,163.0 $ 148,829.3
Total expenditures - state appropriated funds (in thousands) $ 34,163.0 $ 33,209.0 $ 33,209.0 $ 36,956.9 $ 10,695.1
Average monthly full-time equivalents 0 0 0 0 0
Total staff - all fund sources (b) N/A 1,321 1,383 1,383 1,415
Total staff - state appropriated fund sources (b) N/A 945 1,008 1,048 1,048
Output Indicators
Undergraduate headcount enrollment (c) N/A 6,390 N/A 7,113 7,665
Total headcount enrollment (c) N/A 8,103 N/A 8,984 9,538
Percent: part-time student enrollment (c) N/A 51 % N/A 49.9 % 51 %
Baccalaureate degree completions (number) by race/ethnicity: black N/A 124 N/A 131 158
Baccalaureate degree completions (number) by race/ethnicity: Hispanic N/A 516 N/A 497 508
Baccalaureate degree completions (number) by race/ethnicity: white N/A 538 N/A 660 729
Baccalaureate degree completions (number) by race/ethnicity: all other N/A 330 N/A 325 303
Post-baccalaureate degree completions (number) by race/ethnicity: black N/A 50 N/A 49 36
Post-baccalaureate degree completions (number) by race/ethnicity: Hispanic N/A 86 N/A 79 53
Post-baccalaureate degree completions (number) by race/ethnicity: white N/A 263 N/A 255 280
Post-baccalaureate degree completions (number) by race/ethnicity: all other N/A 85 N/A 119 116
Baccalaureate degree completions (number) by gender: male N/A 640 N/A 659 707
Baccalaureate degree completions (number) by gender: female N/A 867 N/A 944 983
Post-baccalaureate degree completions (number) by gender: male N/A 183 N/A 189 174
Post-baccalaureate degree completions (number) by gender: female N/A 301 N/A 309 309
Outcome Indicators
Percent of graduates employed full-time N/A 64.3 % N/A 60.6 % 60.7 %
Percent of graduates employed part-time N/A 16.9 % N/A 13.3 % 19.6 %
Percent of graduates unemployed and not seeking employment (e) N/A 7.6 % N/A 8.4 % 6.9 %
Percent of graduates employed full-time in a related field (e) N/A 67.8 % N/A 50.8 % 40 %
Percent of graduates pursuing or earning a post- baccalaureate degree (e) N/A 88.4 % N/A 31.3 % 33.1 %
Percent of graduates satisfied with career path preparation provided by the undergraduate educational experience (e) N/A 87.2 % N/A 88.6 % 85.8 %
Percent of graduates satisfied with post-graduate employment (e) N/A 84 % N/A 90.1 % 90 %
Six-year graduation rate: first-time, full-time freshmen (d) N/A 21.2 % N/A 22.2 % 22.2 %
Percent of baccalaureate degree recipients employed or enrolled in further education within one year of graduation (e) N/A 81.2 % N/A 89 % 89.8 %
Annual number of students completing requirements for initial teacher certification N/A 170 N/A 161 201
Efficiency/Cost-Effectiveness Indicators
Instructional cost per credit hour, all instructional levels N/A N/A N/A N/A N/A
Percent of total expenditures (all sources) devoted to Instruction N/A 34.7 % N/A 36.5 % 37 %
Percent of total expenditures (all sources) devoted to Research and Public Service N/A 13 % N/A 13.1 % 13 %
Percent of total expenditures (all sources) devoted to Academic and Student Support N/A 27.6 % N/A 26.9 % 26.2 %
Percent of total expenditures (all sources) devoted to all other programs (f) N/A 24.6 % N/A 23.4 % 23.8 %
Undergraduate tuition and mandatory fees: Annual based on 30 credit hours (in dollars) (g) N/A $ 14,022.0 N/A $ 13,675.6 $ 13,373.5
Percent of undergraduate students receiving some form of financial aid (h) N/A 80 % N/A 78 % 72 %
Percent of undergraduate students receiving grant or scholarship assistance (h) N/A 57 % N/A 78 % 86 %
Percent of undergraduate students receiving loan assistance (h) N/A 49 % N/A 30 % 30 %
Percent of undergraduate students receiving employment assistance (h) N/A 3 % N/A 2 % 3 %
External Benchmarks
Instructional cost per credit hour: public university average, all instructional levels N/A N/A N/A N/A N/A
Undergraduate tuition and mandatory fees: annual based on 30 credit hours, public university average N/A N/A N/A N/A N/A
Undergraduate tuition and mandatory fees as a percent of Illinois per capita disposable income N/A N/A N/A N/A N/A
Footnotes
Total expenditures include expenditures from all appropriated funds (primarily general funds), as well from restricted and non- appropriated fund sources. Expenditures here include appropriated capital spending, which is excluded from some later measures in the report. Staff levels reference the number of staff years (a measure of staff effort over a 12-month period) supported by respective fund sources. State appropriated fund sources include university income funds. Enrollment is measured during the current term when the report is submitted (Fiscal Year 2018 Actual is measured in Fall 2018). Data from graduates were obtained from a Baccalaureate Follow-Up Survey administered by Northeastern Illinois. The Survey is conducted annually to graduates one-year post- graduation. Data provided are from the class of 2016 one-year out survey (administered Fall 2017). Institutions with high ratios of part-time students will have lower graduation rates. All other programs include institutional support, operation and maintenance of physical plant, and independent operations, including student housing and food service operations. Resident entry-level tuition and mandatory fees. Beginning in Fall 2018, student health insurance is no longer mandatory as in previous years. Based on a percentage of students enrolled during the Fall term of the fiscal year in question.