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Program Analysis |

Veterans Services

Program List

Section 1: History & Relevance

This criterion shows how the program is aligned with the university mission:

Eastern Illinois University is a public comprehensive university that offers superior, accessible undergraduate and graduate education. Students learn the methods and results of free and rigorous inquiry in the arts, humanities, sciences, and professions, guided by a faculty known for its excellence in teaching, research, creative activity, and service. The university community is committed to diversity and inclusion and fosters opportunities for student- faculty scholarship and applied learning experiences within a student- centered campus culture. Throughout their education, students refine their abilities to reason and to communicate clearly so as to become responsible citizens and leaders.

The university mission statement sets standards and expectations for programs. Programs will vary in their purposes, clienteles, and methodologies, but all programs are expected to support the university's mission in some way and achieve its stated expectations of excellence. The pattern of achievements and expectations is different for a mature program than a nascent one, so program history is relevant.

Please limit all responses to 300 words
Program Mission

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

The Military Student Assistance Center is here to provide a single coordination point for student veterans, military personnel, and members of military families and enhance military enrollment, academic and social integration, and future career opportunities.


How does the program mission align with the university mission?

The department connection to the mission is to provide a student-centered environment that fosters opportunities for students.

Services Provided

Whom does the program serve?

The department serves students (prospective and enrolled) who are veterans, enrolled in military, or are dependents utilizing benefits provided by the government for military services.


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

  • Advocate and Ombudsman for student veterans and military personnel at EIU
  • Provide a centralized coordination source on benefit programs and services
  • Coordinate academic and social programs to enhance opportunities for success
  • Provide veteran and military member needs to EIU to better veteran opportunities
Program History

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

The department was officially established in the summer of 2010 in response to a state mandate to have a Coordinator of Veterans Services on every Illinois campus of Higher Education.  Initially the department reported through the Financial Aid Office.  The primary focus initially revolved around ensuring that individuals were accessing and receiving their educational benefits through federal financial aid programs.


How has the unit changed or adapted over time?

The department expanded its scope of operation to include advocating for students, providing support, and encouraging student engagement.  Following a needs analysis the department increased services in regards to providing additional transitional supports, increasing educational programming, providing support for student activities, and evaluating processes in order to streamline institutional policies.  An organizational restructuring occurred in July 2012 and the department is now independent of Financial Aid and reports to the director of New Student Programs.  In August of 2013 the department name was change to Military Student Assistance Center to better reflect the population served.

Comments (optional)

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

Section 2: Internal demand for the program

No single program can achieve the university's mission on its own, and this criterion captures the interconnections among programs. Academic programs provide students with general education courses, foundation and principles courses, and specialized course(s) in support of other programs. Administrative programs may serve a variety of internal clientele, and the choice between internally or externally provided services may be relevant in some cases.

Please limit all responses to 300 words
Demand for Services

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 population of students that encompass the mission of the Military Student Assistance Center has steadily increased since Fall 2009.

 

 

Collaboration with Academic Programs

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

The department advises the Student Veterans of Eastern recognized student organization.  The office provides employment opportunities, internships, and is establishing a graduate assistantship.


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

The department provides professional expertise on veterans and military services when requested by departments.

Comments (optional)

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.

Section 3: External demand for the program

The external demands for programs stem from a number of sources: students and their families, employers and business partners, alumni, donors and other friends of the university, and the general citizenry. The establishing legislation for the university requires it to offer courses of instruction, conduct research, and offer public services. The Illinois Board of Higher Education's Public Agenda for Illinois Higher Education establishes expectations for increasing educational attainment, ensuring college affordability, addressing workforce needs, and enhancing economic development.

Please limit all responses to 300 words
External Expectations

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.

There is no accrediting agency for this department.


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

Illinois Public Act 96-133 requires the institution to submit an annual report to the Illinois Board of Higher Education.  The report catalogs the institutional expenditures for programs or services specifically provided to veterans, active duty military personnel, and their families for each fiscal year.

Community Involvement

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

The department coordinates the institutional Veterans Day ceremony, commemorations for 9/11, and other ceremonies or celebrations tied to veterans.


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

The department serves as a local resource for military organizations aiding servicemen in enrolling in college.

Comments (optional)

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

Section 4: Quality of program outcomes

Assessment and accreditation of academic programs today tend to be more focused on program outcomes than inputs. This criterion focuses on external validations of quality and uses multiple measures to identify exemplary performance and achievements. Both student and faculty outcomes will be relevant for academic programs. Administrative programs are expected to use best practices and provide value to the clienteles served.

Please limit all responses to 300 words
Outcomes Assessment

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?

This is a very new department and is still developing the appropriate outcomes to measure.  The department will be tracking the persistence and graduation rate of students to determine institutional outcomes of this population.

Best Practices

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?

The primary best practice in assisting military students is to have a primary point of contact.  In establishing the Military Student Assistance Center we have accomplished this practice.  Having a primary point of contact allows for students to seek guidance and support from a specialized advocate.  The advocate can then interact and aid in supporting and finding solutions for issues with other institutional resources.

 

The department continues to work with a variety of office to implement other best practices.  Current projects include reviewing admissions policies, transfer credit policies, and development of a social gathering space.

External Recognitions

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?

  • Illinois Governor’s Award for Excellence in Education Fall 2012, for supporting veterans

  • Military Friendly School Designation by GI Jobs Magazine every year since the inception of the award in 2010

Professional Organizations

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

  • Illinois Join Forces Workgroup

  • Student Veterans of America


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

Comments (optional)

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

Section 5: Resources Generated by the Program

Programs may generate resources in a number of ways: enrollments, grants, fundraising, income-producing contracts, ticket sales, and provision of services. Interconnections among programs create implicit cross-subsidies, with some programs being net payers and others being net receivers. Resources in this context need not be financial. Relationships with community colleges, schools and businesses, and government bodies also benefit the university.

Revenues
Account 2011 2012 2013 2014
50020-Fees and Fines 1,576,164 1,512,503 1,428,811 1,466,200
50080-Other Revenue 0 20,971 3,874 0
Total: 1,576,164 1,533,474 1,432,685 1,466,200
 
243007-Athletic Insurance FY12
50020-Fees and Fines 0 109,950 0 0
50080-Other Revenue 0 0 0 825
Total: 0 109,950 0 825
50020-Fees and Fines 109,950 0 0 0
 
243010-Athletic Insurance FY13
50020-Fees and Fines 0 0 109,950 0
50080-Other Revenue 0 0 0 825
Total: 0 0 109,950 825
50020-Fees and Fines 0 0 0 109,950
Program Total: 1,686,114 1,643,424 1,542,635 1,577,800
Please limit all responses to 300 words
External Funding Data Pending

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.

The department is eligible to receive funds for work study students through the Veterans Administration.  EIU has had VA work study students for the last three years, currently three are on staff.

Relationships

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?

None

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 department maintains relationships with the local and regional Veterans Services.  This relationship allows the institution to provide additional services to our students.

Comments (optional)

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.

Section 6: Productivity of the program

Productivity refers to the outcomes and resources generated by the program relative to its size and scope. Productivity measures tend to be quantitative, based on metrics like student credit hour production, degree completions, and number of students or other clientele served, relative to the size of the faculty or staff assigned to the program. A program's productivity can be negatively impacted if its resources are too thinly spread to achieve a critical mass or if its resources are imbalanced relative to program needs.

Please limit all responses to 300 words
Metrics and Benchmarks

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

 This is still a new office and has not been established long enough to evaluate productivity.

 

 

Staff Productivity

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.

There is only one full-time staff member in this department.  The work is mainly focused on meetings and interactions with students on a one-on-one basis.

Comments (optional)

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.

Section 7: Costs associated with the program

Program analysis will be tied to the university's financial ledgers. A program by definition uses university resources, and tying to the accounting system helps ensure that no programs are overlooked in the analysis. Metrics in this criterion are used to identify all of the costs of delivering the program. Many of these costs are direct, but some may be implicit or indirect costs not directly associated with any financial payment. Programs may also be drivers of efficiencies that can help reduce the costs of delivering other programs.

Please limit all responses to 300 words
Expenditures
Account 2011 2012 2013 2014
 
143010-Veterans Services
60010-Administrative 18,254 40,500 39,783 -
60020-Civil Service 72,911 73,881 - -
60050-Student Employees 404 - 2,176 -
70020-Contractual Services 2,736 3,732 2,921 -
70030-Commodities 1,887 1,928 2,243 -
70040-Capital Expenditures 2,280 4,295 1,391 -
70050-Travel 2,367 6,062 1,008 -
Total: 100,838 130,399 49,521 -
60020-Civil Service - - - 6,000
70020-Contractual Services 896 - 255 241
70030-Commodities 293 - - 1,009
70050-Travel 146 670 - 970
Total: 1,335 670 255 8,221
Program Total: 102,173 131,069 49,776 8,221
Staffing
143010 2010 2011 2012 2013 2014
Total Head-Count (Not FTE) 2.00 2.00 3.00 1.00 1.00
Admin/Professional 0.00 0.00 1.00 1.00 1.00
Civil Service 2.00 2.00 2.00 0.00 0.00
Faculty 0.00 0.00 0.00 0.00 0.00
Unit A 0.00 0.00 0.00 0.00 0.00
Unit B 0.00 0.00 0.00 0.00 0.00
Non-negotiated 0.00 0.00 0.00 0.00 0.00
Graduate Assistants 0.00 0.00 0.00 0.00 0.00
Student Workers 0.00 0.00 0.00 0.00 0.00
Comments (optional)

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.

The change in budget total is due to the separating of the department from Financial Aid.  The Civil Service staff members remained with Financial Aid.

Section 8: Program impact on university mission

This criterion may be considered a catch-all for relevant information not covered elsewhere. It focuses on reasons why a program should be maintained or strengthened, the essentiality of the program to the university and its mission, the contributions that the program makes to other programs' successes, and the benefits that the university receives from having the program. The university's vision calls for making personal connections and having a global reach and impact, and programs may have unique aspects that contribute to this vision.

Please limit all responses to 300 words
Distinctive and Unique Aspects

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

At this time the department is still developing a full range of offerings.  We do not have any signature offerings that would set us apart from other similar departments.

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

The contribution the department makes is to endure that students with military connections receive the supports set forth by the set and federal government.

Program-specific Metrics (optional)

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.

Comments (optional)

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

Section 9: Future opportunities for the program

No program has all the resources it wants or needs, and new or reallocated funds are scarce. This criterion provides an opportunity analysis to identify new and innovative ideas to promote a sustainable academic and financial future for the university. Identifiable trends in student demographics and interests, technological developments, and partnerships with businesses, schools, alumni, and donors are just a few possible avenues for future opportunities. Many of the opportunities that programs identify will tie back to the university's strategic plan, which specifies six key areas that we want to enhance or strengthen.

Planning Limit all responses to 300 words

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

The department develops annual goals and objectives that are clearly linked to the institutional strategic plan and the presidential priorities.  The current goals are:

  • Academic Excellence: Continue to assess the needs of military and veteran students in order to establish the appropriate support services needed to persist and graduate.
  • Marketing and Communications:Develop an admitted student communication flow that highlights why the Military Student Assistance Center programs help students be successful on campus.  Expand the presence of MSAC on the EIU website and in social media.  Continue to expand the utilization of myEIU to provide pre-enrollment support services.
  • Campus and Community Life:Collaborate with Student Veterans of Eastern to determine what additional services could enhance the engagement and life of a military or veteran’s student at EIU.

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

The center will play a role in increasing enrollment as well as the retention and graduation rates of this population of students.

Opportunities Limit all responses to 500 words

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?

The center hopes to develop an educational training series for faculty and staff on the needs of military and veteran students.  The center will be seeking additional space in order to continue to provide best in class services and supports.  The establishment of clear metrics will be key to determine effectiveness of outreach.

Comments (optional)

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