President's Office

What is the program’s mission statement or statement of purpose? Why does the program exist?

The mission of the Office of the President is to perpetuate, refine, and enhance the University mission. As indicated in the Introduction to the Bylaws of the Board of Trustees, “the Board delegates primary responsibility to the President for the management of the University, with the understanding that provisions shall be made for advisory participation by the faculty, staff, and students in university decision-making.” Management of the university is understood to be support of and alignment with the university mission.

In perpetuating the mission of the University, the role of the President is defined in Article 2 Section B of the Board Governing Policies:

1. The President is the chief executive officer of the University. The President is responsible to the Board for the execution of Board policies and for the management and direction of university operations. The President shall have full authority and responsibility within the framework of the general policies determined by the Board for the organization, management, direction, and supervision of the University and shall be held accountable by the Board for the effective administration and management of the institution. In the discharge of these responsibilities, the President shall consult with such constituencies as are appropriate. The President shall be employed by the Board and serve at the Board’s pleasure, unless a contract of employment specifies otherwise.

2. The President shall be accountable to the Board for performing the following duties within his/her designated areas of responsibility:

1. Providing general leadership for the University.
2. Making recommendations concerning the University’s mission, scope, and organization and recommendations concerning plans and policies for the development and enhancement of University operations and activities.
3. Administering and directing University plans, operations, programs, and activities in the areas of academic affairs, administrative and fiscal affairs, student affairs, and public affairs and development.
4. Serving as the principal spokesperson and representative for the University with Illinois’ Governor and General Assembly, the Illinois Board of Higher Education, and other external constituencies.
5. Developing and maintaining positive public relations including establishment of a good rapport between the University and the region in which it is located and with the public whom it serves.
6. Making recommendations concerning the initiation, continuation, or modification of University programs and activities.
7. Making recommendations concerning the University’s operating and capital budget requests, appropriation requests, and internal budgets.
8. Making recommendations concerning the selection and appointment of such officers as may be designated by the Board.
9. Coordinating the release of information about the Board and matters pertaining to the University.
10. Coordinating the development and presentation of reports from the University, including the formal agenda at each Board meeting, so that the Board receives the information it needs to act in the best interests of the University.
11. Developing guidelines, procedures, and interpretations for the application of Board bylaws, policies, and regulations.
12. Performing such other duties as the Board may delegate.
13. Planning and implementing emergency responses to critical incidents, involving the University directly or indirectly, whether natural or manmade, utilizing recognized management models to maximize public safety response.

How does the program mission align with the university mission?

The mission of the Office of the President and the University mission are inextricably linked. Since it is the mission of the President to perpetuate, refine, and enhance the University mission, alignment of the two is very strong.

Whom does the program serve?

The Office of the President serves a wide range of internal and external constituents. These constituents include: students, faculty, staff, alumni, local community, General Assembly, and members of the general public.

What are the services provided? How do these services align with the university mission and program mission?

As previously noted, Board Governing policies define the role of the President as:

1. Providing general leadership for the University.
2. Making recommendations concerning the University’s mission, scope, and organization and recommendations concerning plans and policies for the development and enhancement of University operations and activities.
3. Administering and directing University plans, operations, programs, and activities in the areas of academic affairs, administrative and fiscal affairs, student affairs, and public affairs and development.
4. Serving as the principal spokesperson and representative for the University with Illinois’ Governor and General Assembly, the Illinois Board of Higher Education, and other external constituencies.
5. Developing and maintaining positive public relations including establishment of a good rapport between the University and the region in which it is located and with the public whom it serves.
6. Making recommendations concerning the initiation, continuation, or modification of University programs and activities.
7. Making recommendations concerning the University’s operating and capital budget requests, appropriation requests, and internal budgets.
8. Making recommendations concerning the selection and appointment of such officers as may be designated by the Board.
9. Coordinating the release of information about the Board and matters pertaining to the University.
10. Coordinating the development and presentation of reports from the University, including the formal agenda at each Board meeting, so that the Board receives the information it needs to act in the best interests of the University.

Describe the program’s origins (e.g. year established, purpose, expectations).

The Office of the President originated with the beginning of the university.

How has the unit changed or adapted over time?

The Office of the President, like many other campus offices, has become more heavily reliant upon technology over time. The office also supports a greater degree of participation in fundraising and community relations efforts. The Office of the President has taken on primary oversight for state legislative relations.

If needed, provide supplemental comments to help the reader understand the program’s history and relevance to university mission.

Provide data, if available, on the numbers of students, faculty, staff, or others served by the program during the past four years. If no data are available, please estimate the numbers served annually.

The Office of the President exists to serve all students, faculty, staff, and alumni. In addition, the office serves members of the general public.

Does the program offer any co-curricular opportunities for students (e.g., internships, RSO support, service-learning activities)? Please describe.

The office supports co-curricular opportunities by offering student employment and, on occasion, internships. Staff members in the Office of the President also provide student development opportunities for members of the Student Action Team.

Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

Yes. The President occasionally teaches a course in Mathematics. The office is also responsible for efforts to raise funds in support of academic programs at EIU.

If needed, provide supplemental comments to help the reader understand the internal demand for the program. Note any clarifications or special circumstances (e.g., curriculum changes made by another program) that should be considered when reviewing the above data.

Is the program accredited or approved by a recognized external agency or otherwise certified to meet established professional standards? Provide an executive summary of and link to the program’s most recent accreditation or certification report, if available.

None. The Office of the President operates under general institutional accreditation by the North Central Association.

Is the program required to meet any regulatory or legal requirements? Is the program subject to any special auditing requirements?

The Office of the President operates under the laws and regulations set forth by the State of Illinois. Operations are monitored by the EIU Office of Internal Audit, Office of the State Attorney General, Office of the Executive Inspector General, and other regulatory agencies. 

What are the most important outreach or public service activities supported by the program?

Outreach and public service activities include interactions with numerous constituencies. These constituencies include students, faculty, staff, alumni, donors, and friends of the university. Staff members within the office also hold board positions with the Charleston Area Chamber of Commerce, Sarah Bush Lincoln Health System, and Coles Together.

How do the local community and the region benefit from the program?

The Office of the President endeavors to serve as a point of contact for individuals and organizations within the community and region. Significant efforts are made to create partnerships in which university resources are matched with projects related to economic development, education, research, and community development in the region. 

If needed, provide supplemental comments or data sources to help the reader understand the external demand for the program.

What are the two or three more important measureable outcomes tracked to assess program quality? Does the program conduct an outcomes assessment, and if so, what has been the impact?

Three outcomes tracked to assess success are academic metrics, community service, and fundraising. EIU continues to produce strong academic outcomes through the leadership of Provost Lord and the Division of Academic Affairs. Eastern maintains a graduation rate significantly above the national average and boasts the highest freshman to sophomore retention rate of all public master's comprehensive universities in Illinois. Additional indicators of success can be found on the President's Metrics page at http://www.eiu.edu/presiden/metrics.php. Community service volunteer hours have more than doubled under the leadership of Vice President Nadler and Rachel Fisher. This led to he Division of Student Affairs being recognized by the Corporation for National and Community Service and the U.S. Department of Education for volunteerism efforts. Under the leadership of Vice President Martin, fundraising has been strong at EIU. Most importantly the university concluded the first comprehensive campaign in university history by exceeding the fundraising goal in less than time than than allotted for the campaign.

What are the two or three most effective best practices that the program has implemented? What benefits have been gained from implementing these best practices?

Three best practices implemented with support from the Office of the President include program analysis, strategic enrollment planning, and fundraising. Vice President Weber has led the development of a framework for program analysis developed through consultation with experts in the field and inclusive of a broad representation from all areas of the university. The program analysis, like strategic planning, fully embraces the best practices of inclusion, data sharing, and transparency required for successful large-scale planning processes. Provost Lord and the Office of Admissions have also utilized best practices in strategic enrollment planning (SEMP) through a in-depth engagement with Noel-Levitz. SEMP at EIU has led to a re-engineered admissions process inclusive of improvements in data usage, communications, recruitment, financial aid, and many other aspects of the admissions process. Finally, Vice President Martin and staff within University Advancement have utilized best practices to build a more successful approach to fundraising. By implementing improved identification of donors, cultivation opportunities, and a more formalized approach to solicitations, the division has successfully completed the university's first comprehensive campaign by exceeding the targeted total for new funds raised. 

What external recognitions (e.g., awards, accommodations, professional certifications, references in trade publications) have the program and its staff received in the past three years?

None.

Is the program active with any regional, national, or international professional organizations?

The President is active in both the National Collegiate Athletic Association (NCAA) and the Ohio Valley Conference (OVC). He serves on the NCAA Committee on Institutional Performance and is a member of the OVC Board of Presidents. Until recently, he also served on an advisory council to the Executive Director of the Southern Association of Colleges and Schools. 

Note any presentations, publications, or offices held in the last three years.

The President has served as the Chair of the OVC Board of Presidents and is currently Vice Chair of the NCAA Committee on Institutional Performance. He has also participated in panel discussions at the annual conference of the National Center for the Study of Collective Bargaining in Higher Education and at the NCAA annual meeting. 

If needed, provide supplemental comments or data sources to help the reader understand the quality of program outcomes.

Note any special benefits (e.g., personnel support, equipment, permanent improvements) that the program has received in the past three years from its grants and other sponsored programs.

None for direct use. The efforts of the Office of the President focus directly on obtaining funding for university programming at large. 

How does the program benefit from donor gifts (e.g., scholarships, endowed chairs)? Does donor support provide a significant percentage of the program’s overall funding?

Donor support does not provide a significant portion of overall funding. The office retains a small amount of funding from unrestricted gifts through an annual allotment from the EIU Foundation. The Office of the President does use such funds to support special initiatives such as recent investments in renewable energy programming. 

List two or three key relationships that the program maintains with external constituencies (e.g., community colleges, other universities, government bodies). How do these relationships advance the university mission or otherwise benefit the university?

The Office of the President maintains key relationships with local organizations including Coles Together, Sarah Bush Lincoln Health System, and the Charleston Area Chamber of Commerce. The Office of the President also develops relationships with community leaders through the quarterly President's Cabinet Breakfast and through monthly meetings with the Mayor and City Manager of Charleston. These relationships allow the President to remain apprised of community initiatives and opportunities for the university to support such efforts. At the state level, the office maintains a relationship with the Illinois Council of Public University Presidents and Chancellors and the General Assembly. As a public university, it is imperative that the President remain apprised of actions taken by the state legislature and has the opportunity to meet with other university leaders to discuss the effects of those actions on universities. 

If needed, provide supplemental comments to help the reader understand the resources generated by the program. Note any clarifications or special circumstances (e.g., revenue pass-throughs) that should be considered when reviewing the above data.

Provide an executive summary of and link to any metrics or benchmarks that the program tracks to measure productivity.

The President's webpage contains information on metrics. This data can be accessed at http://www.eiu.edu/presiden/metrics.php. 

What initiatives has the program implemented to enhance staff productivity (e.g., access to training, workflow improvements)? Briefly describe the costs and benefits of these initiatives.

The office continues to benefit from updates to the Banner system and has instituted a document management plan. Use of a new document imaging system is also being investigated to more effectively and securely maintain records. The President has attended Association of Governing Boards seminars on financial sustainability and university fundraising as well. 

If needed, provide supplemental comments to help the reader understand the productivity of the program. Note any clarifications or special circumstances (e.g., accreditation requirements, curricular changes, program restructuring) that should be considered when reviewing the above data.

If needed, provide supplemental comments to help the reader understand the costs associated with the program. Note any clarifications or special circumstances (e.g., expenditures made centrally or externally, expenditures made on behalf of other units) that should be considered when reviewing the above data.

In 2011, the Capital Expenditures account showed a balance of $677,325. These funds were held temporarily prior to be transferred into equipment reserves. 

How does the program seek to distinguish itself from similar programs at other institutions?

The Office of the President seeks to distinguish itself from other universities through an ongoing commitment to transparency, commitment to contact with all constituencies, and an open door approach that welcomes input from students, faculty, staff, alumni, and members of the general public. The Office of the President also endeavors to be data driven and has taken steps in this direction through use of strategic planning, program analysis, and strategic enrollment planning. The office will continue an ongoing program of work that emphasizes the development of relationships and the use of data in decision making to support both academic excellence and affordability at EIU.

Note any unique and/or essential contributions that the program makes to the university.

The Office of the President exists to support people and programs across the university. Whether by representing the university in appropriations hearings or by attending academic department functions to support their efforts, the office seeks to both learn what aspects of the university are in need of support and also how to best support the work being done by those offices, departments, or individuals.

Any contributions made by the Office of the President center on assuring that EIU provides an excellent academic program in a manner that is affordable and accessible to students. As an institution of opportunity, it is crucial that the Office of the President remain engaged in these broad goals and maintain transparency and openness in working with students, faculty, and staff to achieve those goals. 

Provide any program-specific metrics that help to document program contributions or program quality. Examples of some commonly used program-specific metrics may be found here.

The metrics used as a portion of the President's annual evaluation by the Board of Trustees can be found here:

http://www.eiu.edu/presiden/metrics.php 

If needed, provide supplemental comments to help the reader understand the program impact on the university mission.

The Office of the President maintains a commitment to:

• Academic excellence
• Personal relationships
• Shared governance
• Access & affordability
• Distinctive service

Provide a link to or listing of the program’s goals and/or strategic plan.

http://www.eiu.edu/strategicsummary/

What role will the program have in the implementation of the university’s strategic plan (provide link to strategic plan)?

The Office of the President provides broad oversight and support for implementation of the strategic plan. The office will also maintain open channels of communication with the Board of Trustees and general public to assure that constituencies are aware of strategic planning and related efforts at EIU.

In the next two or three years, what best practices, improvements in operations, or other opportunities to advance the university’s mission are likely to be implemented?

To advance the mission of the university, the Office of the President will support implementation of the strategic plan, program analysis, and strategic enrollment planning in the foreseeable future. Each program is of utmost importance to the future of the institution and implementation of each will remain a priority of the President.

If needed, provide supplemental comments to help the reader understand future opportunities for the program.

The Office of the President is committed to supporting the identification of programs that will allow Eastern to strengthen academic excellence. In particular, university advances in renewable energy, entrepreneurship, and undergraduate research will remain a priority. The development and cultivation of programming that allows Eastern to differentiate itself from peer institutions, create opportunities for enhanced academic achievement, and assure that an EIU degree remains a valuable credential in the workforce is crucial to the continued success of the institution.

Most importantly, the Office of the President will support initiatives that strengthen access and affordability. As an institution of excellence and opportunity, Eastern is committed to providing a world class education that is accessible to students from Illinois and around the world. In an era marked by economic uncertainty for many families, the Office of the President is committed to assuring that deserving students have an opportunity to purse their educational aspirations at Eastern and benefit from the tremendous academic and personal growth that will occur during their time as students.