Looking ahead 10 years
A Vision for AllSeasons
NationalCommission on the Future of UIS
University ofIllinois at Springfield
Student Body(e.g., enrollment, size, demographics)
© 2003 University of Illinois atSpringfield, One University Plaza, Springfield, IL 62703-5407.
Iwish to express my gratitude to all the participants in the National Commissionon the Future of UIS. A special thank you goes to those deans andadministrators who led each task force. I have enjoyed working with ChancellorRingeisen and others at UIS during this process.
Ihope that all who participated in this visionary effort found it stimulatingand rewarding. Through the combined efforts of the faculty, staff, alumni,students and friends of UIS, we have provided some valuable insights on wherethe university might be headed over the next decade.
The13 task forces established by the Chancellor did an excellent job of stayingfocused on creating a concise vision of their specific area or discipline. Theresults of this process provide a well-defined target for university leaders asthey move into the strategic planning process in the near future. Interestingly, I found little if any difference in this visionary exercise andthose I’ve been involved with in the business environment.
Aswe began the visioning process last March, each task force was challenged withthe goal of creating a final product that would be believable enough to beconsidered achievable, challenging enough to inspire further planning effortsand forward-looking enough to provoke change. I am happy to report that eachone answered the challenge. When the vision becomes reality, UIS willdifferentiate itself from all other institutions of high learning in theregion.
John Blackburn of Lincoln, Illinois, is thechairman of the National Commission on the Future of UIS. He is chief executiveofficer for COUNTRY Insurance & Financial Services, based in Bloomington,Illinois. He received his master’s degree in educational administration fromUIS in 1979 and his bachelor’s in English and physical education from WesternIllinois University in Macomb. He furthered his education by receiving theChartered Life Underwriter (CLU) insurance designation.
Dr. Richard D.Ringeisen
I want to extendmy heartfelt thanks to all of the conveners and task force members who put somuch energy into these vision statements and the work of the NationalCommission on the Future of UIS. Your statements inspire me, and I hope theentire UIS community feels more enthusiastic about the future as a result ofthis process.
Announcing a strategicplanning process
After readingthese statements, I sense so much excitement about what UIS will look like in10 years. This vision, not surprisingly, affirms and addresses what ourforward-looking faculty and campus leaders have been thinking about anddreaming about themselves.
Now it is time tobuild on this process, first by maintaining and nurturing the relationships wehave built, and second, by moving forward in a specific way. This visioningprocess, in turn, serves as an excellent starting point in the strategicplanning process that I am officially
The last UISstrategic planning effort took place in the middle 1990s, nearly a decade ago. The strategic planning process that I am formally announcing today willproactively involve input from our campus community. Using this visioningprocess as the starting point, I have invited several UIS leaders to serve on anad hoc committee to initiate the next UIS strategic planning process. Invitedto serve are the three vice chancellors; the chairs of the Campus Senate, theStaff Advisory Council, and the Academic Professionals Advisory Council; threeprominent faculty members; and two senior administrators in the provost’s andchancellor’s offices. They are in a good position to collaborate in developingthe first steps in a campus-wide strategic planning process that ensures thatinput can be obtained from a broad base of our UIS constituents.
Thus, theinspiring vision – the work of the National Commission on the Future of UIS – willguide UIS for the next decade.
- October31, 2003
Charles J. Schrage
BrookensLibrary & Information Technology
Business& Administrative Support Services
*Centerfor State Policy and Leadership (Namepending approval of the Board of Trustees)
Naomi B. Lynn
Collegeof Business & Management
Collegeof Liberal Arts & Sciences
Collegeof Education & Human Services
Stephan B. Breese
Delinda A. Chapman
Martin D. Martsch
Sandra J. Mills
Diane K. Rutledge
Helen C. Tolan
Betty J. Tuchel
James M. Yale
Collegeof Public Affairs & Administration
Glen Hahn Cope
Linda Renee Baker
W. Robert Felker
Special thanks to all
who participated in this visioning process…
192 people on 13 task forces:
More than 40 UIS faculty (nearly25% of all faculty),
more than 40 UIS staff members, and
more than 100 students, alumni andfriends of UIS
With UIS firmlylaunched and the Capital Scholars program and Doctorate of PublicAdministration also in their early years, Chancellor Richard D. Ringeisen andProvost Michael Cheney, who both came to UIS in 2001, decided the time had comefor UIS to look forward boldly to the future. They decided to do this formallyin two major steps. The first step was to listen – especially to faculty, butalso to staff, students, alumni and friends of UIS. This first step,operationalized in the National Commission on the Future of UIS, is a visioningprocess. This is called A Vision for All Seasons because the process that begins here immediately leads to a strategicplanning process, and in doing so, will help guide UIS for the next 10 years.
The charge to the NationalCommission
fundamentaltask of the National Commission on the Future of UIS was to address
twoquestions: Where will we be in 10 years? What do we aspire to be in
10years? By lookingahead 10 years, the chancellor said, “We are
dreaming, yet being realistic.” Lookingahead 10 years was a way of being more
specific about the UIS vision, ratherthan merely discussing what we generally
aspire to be at some point in ourhistory. At the commission’s opening ceremony
The role of eachtask force was to apply the commission’s general questions to its own college,division, or specific area of interest – and to answer the questions byproducing a one-page vision statement. The chancellor challenged each taskforce to create an inspiring vision, and he predicted that the collectivevisions of the 13 task forces would generate an exciting vision of what UISfaculty, staff, students and friends can see the university becoming.
The work of thetask forces and the commission
The chancellordesigned the commission as a decentralized process, in which 13 task forceswould be led by a senior university administrator (see the back cover). Thetask forces are:
Ø BrookensLibrary & Information Resources
Ø Business& Administrative Support Services
Ø Centerfor State Policy and Leadership (name pending approval)
Ø Collegeof Business & Management
Ø Collegeof Education & Human Services
Ø Collegeof Liberal Arts & Sciences
Ø Collegeof Public Affairs & Administration
Ø Student Affairs
Ø StudentBody (e.g., enrollment, size, demographics)
Besidesconsidering topics specific to those task forces, each task force alsoconsidered several broader issues that are integrated into every aspect of theuniversity. Among those issues are diversity and technology. The UISTask Force on Diversity asked commission leaders to make sure that the taskforces considered the importance of diversity to their visions. Also, the increasinguse of technology in nearly all aspects of campus activity made it paramountthat each task force consider the benefits and effects of technology on theiroperations. As the task forces polished their vision statements, many of themincluded references to a more diverse student body and faculty, and nearly allof them mentioned what a significant role technology will have on futuredevelopment of UIS.
formally launched the commission on
The task forceshad considerable input from faculty, staff, students, alumni and friends ofUIS. Some of the visions are bolder than others. Some are specific andintermingled with specific goals, while others have a more generalphilosophical vision. Some, predictably enough, came in slightly longer than onepage. All of that was expected and is, in fact, acceptable to the commission. Thathappens when responsibility is delegated in a decentralized process. Thathappens when creativity is unleashed.
It is important tonote that the task forces and national commission were not charged withstarting a university from scratch. They are building on the foundation of 33years of experience since the university welcomed its first students. They arealso building on the existing mission statement and vision statement, and onChancellor Ringeisen’s oft-stated vision of UIS becoming “one of the best smallpublic liberal arts universities in the region, if not the nation.”
Assumptions about UIS, thisreport and the 13 vision statements
Becauseof the decentralized process, this report has many authors. Besides the
manyauthors of the 13 vision statements, the task force members provided
feedbackto various drafts of those statements. So this report is the work of
manypeople. The task forces were asked to make just a few assumptions as
theylooked ahead 10 years. One was that the enrollment of students taking
A Lincoln niche
Alsoproviding input to this process were 19 distinguished alumni who met at UIS inNovember 2002 for the Leadership Roundtable. At the chancellor’s invitation,they discussed their own vision of the future of UIS. The Roundtableparticipants – of which Mr. Blackburn was one – saw a bright future for UIS, afuture in which UIS would attract more leading faculty and top students. Theyalso noted that Springfield is the only city in the world that can claim to bethe hometown and burial place of Abraham Lincoln. “You have Lincoln,” theysaid. Indeed, UIS already has a Distinguished Chair of Lincoln Studies in thehistory department, has conducted high-profile programs with a distinctive Lincolntheme, and has participated for more than a decade in a research projectcategorizing Lincoln’s legal papers found in many courthouses.
Roundtableparticipants strongly suggested that UIS could benefit by embracing Lincoln’slegacy in a more systematic way. They suggested, for example, that every UIS studenttake a course on Lincoln’s leadership and legacy. The chancellor mentioned thatidea in his March speech to the commission, and added, “That idea captivated [theRoundtable] and me. So I took it to the Campus Senate Steering Committee andthe Campus Senate. Whether we actually develop a course like that and how ithappens is not my concern today. It will take time to work out the details. Iknow that.” So even before the task forces began meeting this year, the processof visioning and dreaming boldly was already taking root at UIS.
About this report and the visionstatement
This reportcombines the 13 vision statements, but it is not yet a new Vision Statement forUIS. Only the University of Illinois Board of Trustees can formally modify theofficial UIS Vision Statement, and that could happen only after more formalcollaboration takes place at UIS. Nor does this report attempt to merge the 13 taskforce visions into one overall vision for the campus. The multi-step process isnot ready for that. This was only a first step – a visioning process. For thechancellor and provost, it was a decentralized listening process. This reportincludes the wisdom of nearly 200 people who care deeply about the future ofUIS.
This visioningprocess was a great step forward for UIS. Next comes a formal strategicplanning process, which the chancellor officially announces today as theoutgrowth of this visioning process.
Our student bodyand alumni
2. We will have a full and rich studentlife and activity program steeped intraditions -- which the students have created and supported! Student leadershipopportunities and programs will be abundant. (Student Affairs Task Force)
4. Alumni will expect to have a strong, lifelong relationshipwith UIS and the University of Illinois Alumni Association (UIAA). Alumni willengage in meaningful and significant activities that enhance and advance themission of both the UIS campus and the Alumni Association, while enriching thelives of our graduates. (Alumni Task Force)
Our academic programs and initiatives
9. The Collegeof Public Affairs and Administration willbe nationally recognized for the high-quality public affairs degree programs itoffers to its diverse student population at the undergraduate, graduatemaster’s, and doctoral levels of higher education. The college is a regionalcenter of excellence in teaching, service, and scholarship in public service.(College of Public Affairs and Administration Task Force)
11. Ourbusiness and administrative serviceswill be on the leading edge in technology, customer-oriented services and inoverseeing an aesthetically pleasing and safe, landscaped campus limited onlyby the available resources. Using the latest technology, UIS will capitalize onits size and agility, with emphasis on areas directly supporting students andthe efficient use of campus resources. (Business and Administrative Support ServicesTask Force)
12. Visibilityand awareness of UIS will be much higher in the state of Illinois, includingthe Chicago area, and throughout the nation and world, in part because theuniversity’s campus relations operationwill have moved from a publication-based effort to one dominated by web anddigital image-building. (Campus Relations Task Force)
13. TheUIS Office of Development to be the most innovative, determined, enthusiastic,respected, and successful U of I private fundraising support organization, providing leadership and infrastructure necessaryto assist in furthering the mission of UIS through activities focused onengaging students, faculty, staff, alumni, community groups and friends ingiving. We will take the leadership role in securing the private supportneeded to further the campus and university’s mission, teaching, research, andpublic service. (Development Task Force)
*The 13 task forces wrote theirvision statements independently for the commission, whose role did not includemerging them into one overall UIS vision statement. That requires a more formalcollaborative process.
By the year 2013, alumni ofthe University of Illinois at Springfield (UIS) will expect to have a strong,lifelong relationship with UIS and the University of Illinois AlumniAssociation (UIAA). Alumni will engage in meaningful and significant activitiesthat enhance and advance the mission of both the UIS campus and the AlumniAssociation, while enriching the lives of graduates of the University.
Alumni Connection: UIAA-UIS will have an effective outreach program thatfocuses on building/fostering relationships with alumni through their academicties, student life and personal experiences, professional expertise andregional/national affiliations. Alumni will be engaged in quality-drivenvolunteer leadership and participation opportunities, which assist students andadvance the interests of the university and alumni. Membership in the UIAA willbe the base for building and fostering relationships. Relationships andoutreach initiatives will promote inclusiveness.
Awareness/Identity/Image: The activities of UIAA-UIS will significantly enhancethe visibility of the UIS alumni body. Regionally and nationally recognizedUIAA programs of excellence will connect alumni to UIS and the AlumniAssociation, and encourage the relationships and leadership necessary to buildthe Alumni Association as a national “family” network of graduates. Theaffiliation with the University of Illinois will be maximized and partnershipswith alumni groups from other UI campuses will be sought. The UIAA-UIS officewill effectively communicate the relationship-building role of the AlumniAssociation with UIS alumni and friends, and continue to serve as the officialvoice of alumni in university affairs.
Communications: UIAA-UIS will provide information, news and items ofinterest regarding University-related issues, programs and trends that arecurrent or emerging. Information will be delivered in either print orelectronic formats according to the individual preferences of alumni.Accessibility to the campus and UIAA-UIS will be significantly heightenedthrough Web and technology-based communications, which emphasize personalizedrelationships, encourage volunteer leadership and participation, and excellent customerservice.
Accessibility andOperations: UIAA-UIS desires tohave facilities/offices in a location that promotes accessibility to services,programs and opportunities of interest to graduates. This facility and locationwill also support the staffing and operating needs of an effective andsuccessful alumni relations program. The concept of an “alumni center” will bedeveloped and implemented in both a physical and virtual manner.
Funding/Resources: UIAA-UIS must continue to strive for quality-drivenand cost-effective programs, services and operations that support the UIAA’slarger status as a non-profit corporation, operating as an independent alumnivoice. UIAA-UIS membership and other revenue streams must be enhanced in orderto further develop an independent, forward-thinking and effective alumnirelations program and operation.
InformationManagement: As the officialkeeper of alumni records, UIAA-UIS will collect historical, demographical andattitudinal/preferential data to maintain the most accurate alumni recordspossible. Alumni records must remain private through appropriate security andconfidentiality measures. This information will be managed by the AlumniAssociation in order to inform alumni and communicate items of interest in aself-selected and individually preferred manner.
The University of Illinois at Springfield is an activemember of the National Association of Intercollegiate Athletics (NAIA) and theAmerican Midwest Conference (AMC). The men’s and women’s programs operateunder the rules, regulations and guidelines of the NAIA and the AMC.
TheDepartment of Intercollegiate Athletics at the University of Illinois atSpringfield has been developed in the belief that properly administeredintercollegiate sports, subscribing to the principles of good sportsmanship,rules compliance and amateurism, are beneficial activities which contribute tothe physical, intellectual and social experiences of the entire universitycommunity. Intercollegiate athletics should complement the instructionalresearch and service programs of the university and, therefore, must functionwithin the framework of the university’s overall goals.
In2013 the Prairie Stars will be an athletics program offering numerousopportunities for both men and women. In addition to our current sports (men’sand women’s tennis, women’s softball, men’s soccer, women’s volleyball, andmen’s and women’s basketball); sports such as women’s soccer, men’s baseball,men’s and women’s golf, and men’s and women’s cross country will take thedepartment’s offerings from seven to 13 sports. The teams will all becompetitive at a national level.
Inaddition to new teams, new facilities will also be constructed by 2013. A newrecreation and performance arena will be the new home to intercollegiateathletics. This facility will have state-of-the-art training facilities,sports medicine facilities, offices, and an arena to accommodate morespectators. Additionally, new tennis courts will be constructed to replace thearchaic facilities currently located on campus. Through a partnership with theCity of Springfield, a baseball facility will be constructed on campus to housethe Prairie Stars and attract a minor league franchise to the city.
In2013 the Prairie Stars brand will be prominent throughout the city ofSpringfield and central Illinois. Merchandise will be available in Wal-Mart,Target, Famous-Barr, JC Penney, and various other outlets throughout the region. By 2013, the growth of the program and its facilities will have the departmentrunning numerous sports camps and tournaments to attract visitors andparticipants to campus.
Inharmony with the stated mission of the university, the goals of intercollegiateathletics are to enhance the physical and intellectual abilities of thoseparticipating in the program and to provide for the physical and social welfareof our student-athletes, as well as to provide spectator benefits for the Universitycommunity and the community at large. The recognition that the goals of theDepartment of Intercollegiate Athletics are subservient to the goals of thegeneral academic program should guide the activities of those responsible forthe conduct of intercollegiate athletics. The Department of IntercollegiateAthletics must support, not detract from, the university’s educational program.
Intercollegiateathletics is intended to provide students with equitable opportunities toenhance their education, to represent their university, and to participate inathletics to develop skills and understanding. All undergraduate students areencouraged to participate in intercollegiate athletics as determined by theirinterests and capabilities. Participation in the program, however, issecondary to the academic obligation of students. To this end, it is theresponsibility of those administering the program to schedule the length ofplaying seasons, the frequency of practice sessions, and the number of contestsso that they shall not unreasonably conflict with students’ obligations toattend class regularly, to study, to develop their intellectual, moral andsocial faculties, and to graduate from the university as educated men andwomen.
Themission of the UIS Department of Intercollegiate Athletics is to create anenvironment for our student-athletes in which they may be successful, both inthe classroom and in competition.
In 2013, Brookens Library is the physical and intellectualcenter of the university. A state-of-the-art building provides the setting fora dynamic learning resource that integrates the academic mission of theuniversity with student life, offering spaces for quiet study, lively dialogueand collaborative learning. Innovation is a way of life, as librarians andinformation technology professionals partner with faculty to producehigh-quality educational outcomes for the student, whether residential oronline.
Clients, resources and services converge to realize thisvision. Key aspects of the vision include:
*Note:For the sake of brevity, the Library and Information Technology is calledeither Brookens Library or library in the text.
Businessand Administrative Services (B&AS) will be on the “leading edge” intechnology, customer-oriented services and in overseeing an aestheticallypleasing and safe, landscaped campus limited only by the available resources.BS&A will provide a proactive approach servicing all students, faculty andstaff.
Belowis a breakdown of targets by units that provide campus services within theBusiness and Administrative Services Support Division.
Office of Business and Financial Services
Inthe year 2013, the Office of Campus Relations will have the staff and budgetaryresources to aggressively promote the image of the University of Illinois atSpringfield as one of the best small public liberal arts universities in theregion, if not the nation. Visibility and awareness of UIS will be much higherin the state of Illinois, including the Chicago area, and throughout the nationand world because the office will have moved from a publication-based effort toone dominated by web and digital image-building. That move will have resultedin greater fiscal efficiencies and a more modern and technologically savvymarketing approach.
Marketingoutreach efforts will be research-based, and will anticipate and respond toimportant demographic shifts and national trends, particularly in the areas ofonline learning, non-traditional and traditional student population changes,and UIS initiatives, such as a comprehensive general education program. The UISWebsite, a model of effective design, content and navigation, will capitalizeon electronic opportunities in regard to campus image, recruitment, retention,news dissemination, and the virtual campus experience.
Theoffice will move appropriate publications online, such as the catalog, courseschedule and faculty-staff directory. At the same time, the office willidentify additional opportunities to produce high-quality publications,including a new research/scholarship magazine and annual report. The officewill take a proactive approach to media relations and news gathering and behighly effective in utilizing local and area media to promote and publicize theactivities of the campus and its faculty, staff and students. The office willcommunicate with the campus community and outside campus constituents for thepurpose of sharing the chancellor’s vision for UIS and other pertinentmessages, providing needed information, maintaining employee morale, andfostering a spirit of unity and cooperation among colleagues with a commongoal. The office will have strong relationships with every major campus entity,will have built awareness of the services that it provides to the campuscommunity, and will have developed a significant pool of media resources amongthe administration, faculty and staff.
In10 years, UIS will have a major university center for the study and developmentof state government, founded on the offering of leadership and executivedevelopment programs, the production of applied and scholarly research and thedelivery of educational programs on a variety of important public policy issuesand topics. The center will:
*This center is in a time of transition. The center’s name, as of the date ofthis report, is the Abraham Lincoln Presidential Center for GovernmentalStudies, its name since July 2002. Before that, it had been the Institute forPublic Affairs. As the National Commission report was being finalized, theUniversity of Illinois Board of Trustees had an agenda item for its November13, 2003, meeting to rename the center as Center for State Policy andLeadership.
By2013 the College of Business and Management (CBM) will provide about 2,000students with a high-quality business education, which includes programs at theundergraduate and graduate levels that meet the academic and market needs of centralIllinois and beyond. Programs will be delivered on campus, at off-campuslocations to be based on demand and resources, and through expanding use oftechnology, such as partial and fully online courses and programs. The Collegewill be AACSB-accredited (by the Association to Advance Collegiate Schools ofBusiness), have additional accreditations in all eligible programs, receiveadequate resources to accomplish its mission and strategic objectives, serveits students, support faculty in their role of teacher-scholar and provideprofessional service to our stakeholders. With quality academic programsand faculty, the college will have the reputation and respect of stakeholdersand peers, which will promote enrollment of an increasingly stronger studentbody from central Illinois and beyond. The image of the College willincreasingly become the business school of choice for students for enrollment andemployers for recruitment and development.
CBMwill have 70 to 90 highly qualified faculty, who are committed to teaching,advising, and mentoring undergraduate and graduate students. Theywill serve students on the Springfield campus, in a University of Illinoisfacility in Peoria, and other central Illinois locations based on marketneeds. The college will continue to pursue online-only degree programswhere appropriate and increase the number of hybrid online courses (e.g.,traditional and online components). Teachingwill remain the predominate mission of the college and its faculty whether inthe traditional classroom, Internet-intensive courses (e.g., classroom and Internetcomponents), or Internet-only courses. To be effective in the classroom,at least 90 percent of the faculty will be current in their field by conductingscholarly research, publishing articles and proceedings, contributing to books,making media presentations and being active in discipline-related academic andprofessional organizations.
Whileexpanding the market for students beyond the region, the college will continueto recognize that it is located in the capital of a major state by payingattention to the needs of employees in the fields of public service, health organizations,finance, insurance and technology. The array of the programs offered bythe college will be based on market and student needs as well asresources. Diversity will continue to be a goal of the college in termsof faculty, students and staff, including an increasing number of internationalstudents. The business school will raise $10 million in privatecontributions, build an endowment, occupy permanent space in Springfield andPeoria, and receive annual grants of $1 million or more.
By2013, the College of Education and Human Services, building on the existingstrengths, will be more widely recognized for providing outstanding educationalopportunities for a diverse group of learners and their communities in acommitted and caring environment. Liberal arts and public affairs will providethe foundation upon which excellent professional development and personalgrowth are built at both the graduate and undergraduate levels. The college willenjoy synergistic partnerships within the university, the greater Springfieldcommunity, school districts, community colleges, universities, public andprivate agencies and other governmental entities.
Ø Diverse enrollment and staff
Ø Application of liberal arts in education and human services
Ø 24/7 (online)
Ø Global community
Ø Course availability
Ø Quality faculty
Ø Flexible schedule
Ø State of the art facilities
Ø Best practices in teaching, scholarship and service
What has to happen to realize the vision:
Ø Application of liberal arts
Ø Two plus Two articulationagreements
Ø Plan for recruiting
Ø Enhanced collaboration withagencies
Ø A grant writer (possibly a grantofficer) within EHS
Ø Someone who knows the existinggrants out there
Ø More interaction with thegraduates
Ø Structure to make supportpartnerships happen
Ø More conferences (like the one onaging held in April)
Ø Service providers’ meetings(regular - monthly)
Ø GPSI - Graduate Public ServiceInternship Program
Ø Conference specific to schooladministration (School Administrators’ Conference)
Ø Maintain emphasis on graduatestudents
Ø Stay on the cutting edge oftechnology and instructional delivery and online technology
Ø KISS – keep it short and sweet
Ø Recruit and retain quality facultyand staff
Ø Provide professional growth anddevelopment for faculty and staff
Ø Hold workshops on grant writing ona regular basis
In10 years, we expect the College of Liberal Arts and Sciences (CLAS) to be thecurricular and cultural foundation of a premier public liberal artsinstitution.
Wewould offer the complete range of baccalaureate majors that would be expectedat such an institution, including, in addition to current offerings: music,language, theater, gender and/or ethnic studies, physics, and philosophy at aminimum.
Ourbaccalaureate programs would be known for their high quality. We expect tomaintain the emphasis on teaching and the close interaction that occurs betweenour students and faculty. We expect the curriculum to blend a thoroughgrounding in disciplinary theories and hands-on application, including studios,laboratories and internships.
Ourprograms would continue to serve the needs of returning adult students. Theincrease in the number of traditional, full-time students would also beexpected to continue.
Thefaculty and students of CLAS would provide a comprehensive range of publicevents in the arts and humanities, working together with the SangamonAuditorium and other community organizations to make UIS a regional culturalhub.
Weanticipate using the technology of the day to allow small cohorts of studentsto pursue completion of the baccalaureate degree at a distance. These programswould be known for their quality and selectiveness, and would not be allowed tooverwhelm on-campus offerings.
Weanticipate a full range of lower division offerings that would constitute muchof the UIS general education core curriculum. The curriculum would address, ina coherent manner, the needs of lower-division students in all baccalaureatemajors to develop skills in communication, critical thinking and quantitativeanalysis, information literacy, ethics, lifelong learning, engaged citizenship,diversity and globalization.
Weanticipate that the Capital Scholars program would have expanded but continueto have an honors program, providing an integrated, interdisciplinary generaleducation curriculum to a select group of well-prepared and motivatedstudents in a living-learning community.
Weanticipate a limited, but possibly expanded, range of disciplinary master’sprograms.
These programs would reinforce and strengthen thebaccalaureate offerings and provide terminal degrees of high quality for localprofessionals. A close working relationship between these graduate programsand the P-16 system would exist.
Weexpect to provide an educational and cultural environment that promotes theprofessional and personal development of faculty and staff, as well asstudents. The quantity and quality of workloads must reflect the needs offaculty to continue their own development.
Inshort, this should be the institution of choice for students, faculty and staffalike.
TheCollege of Public Affairs and Administration is nationally recognized for thehigh-quality public affairs degree programs it offers its diverse studentpopulation at the undergraduate, graduate master’s, and doctoral levels ofhigher education. Degree programs in public affairs and public service includethose focused on government, nonprofit organizations, and other organizations(private/for profit/nonprofit) engaged in service to the public that benefitfrom our unique location in the state capital.
Thecollege provides instruction, continuing education, leadership development andpublic affairs research opportunities for its students, alumni and othersseeking special skills and expertise in public affairs.
Thecollege is a regional center of excellence in teaching, service and scholarshipin public service.
Studentparticipation in leadership development, research, teaching and learning, andstudent life activities on campus is strongly encouraged. Students and facultyengage in community service activities and have the opportunity to use thecommunity and state and local governments as laboratories to learn and to applywhat they have learned to the solution of current public policy issues.
Thecollege faculty are well known and respected statewide and nationwide for theirteaching and scholarship, serving their professions, and enhancing theirstudents’ education and future careers. Strengths of the faculty include theirdiversity, the practical public service expertise they bring to their teaching,and their commitment to mentoring students and providing individual attentionto meet students’ needs.
Employersvalue the skills, knowledge and abilities of graduates of the college, seekalumni as employees and encourage their current employees to continue theireducation at UIS.
Ifone aspires to a career in public service or public policy, and wishes toattend a small university dedicated to excellence in teaching and enhancementof student learning, the College of Public Affairs and Administration at UIS isthe best way to prepare for a career or to enhance one’s education for careerchange or advancement.
In10 years we expect the UIS Office of Development to be the most innovative,determined, enthusiastic, respected and successful U of I private fundraisingsupport organization, providing the leadership and infrastructure necessary toassist in furthering the mission of UIS through activities focused on engagingstudents, faculty, staff, alumni, community groups and friends in giving. Wewill take the leadership role in securing the private support needed to furtherthe campus and university’s mission, teaching, research and public service.
Ø To successfully achieve the next major campaign goals for UISincluding increasing support by 30%
Ø To increase the number of UIS donors annually by 33% overcurrent, or from 4,000 donors to 5,300
Ø To increase alumni participation in annual giving from 8% to 15%
Ø To triple the endowment for faculty and student support
Ø To triple the number of major gift donors in a given year (1% to3%)
Ø To acquire funding from 10 new foundations for UIS
Ø To acquire funding from five new corporations for UIS
Ø To help create a culture of caring and giving back amongstudents, faculty, staff, alumni and friends of UIS
Ø To increase faculty, staff and campus leadership involvement inand taking ownership of the development of objectives and programs of UIS
Ø To increase student involvement and create relationships withSpringfield campus, Peoria Center and online students
Ø To engage corporations, businesses and community organizations tobe active stakeholders in fundraising for UIS
Ø To establish a mature and well-developed system for grants,corporate and foundation fund raising acquisition and management
Ø To partner with the Alumni Association to successfully identify,cultivate and increase alumni support
Ø To establish a strong, meaningful and effective regional andnational volunteer structure comprised of alumni and friends
Ø To expand our sphere of influence and knowledge base in thisregion through key advocates
Ø To take full advantage of expertise, staff, services,state-of-the-art technology and other resources of the university and theuniversity foundation
Ø To capitalize on our location for relationships with lobbyists,governmental leaders, governmental organizations and other regionalopportunities
Ø To be known as the “benchmark” of expertise for other fundraisingorganizations while establishing and maintaining documentation of our successeswith both peer and benchmark institutions
Throughthe year 2013, the Division of Student Affairs will continuously support boththe academic and personal development of the increasingly multifaceted studentpopulation at the University of Illinois at Springfield. Student Affairs willpartner with faculty in all academic programs to develop programs and serviceswhich enhance student success and student learning, and will utilizeincreasingly creative service delivery methods, including the enhanced use oftechnology to extend the availability of services to all students, includingdistance learners and online students. By 2013 the campus will have a full andrich student life and activity program steeped in traditions, which thestudents have created and supported, and student leadership opportunities andprograms will be abundant.
Athleticand recreation programs will enjoy wide participation and recognition forexcellence in both facilities and programs. Student housing, food services andother such services will be greatly expanded to meet the needs of the greatlyexpanded on-campus population, and services will be of the highest quality. Inaddition, Student Affairs will make essential contributions to both therecruitment and retention of students by providing high-quality healthservices, wellness counseling and personal development services. The enrollmentof students from underrepresented groups will be substantially increased as theresult of expanded services and enhanced student networks. All students will beafforded opportunities to participate in high-quality orientation andtransition programs designed to enhance their academic and personal success.
Bythe year 2013, UIS’ reputation for educational excellence as a four-yearliberal arts institution that places a strong emphasis on professional programsand graduate education will be more widely recognized across the Midwesternstates and among various international communities. In turn, the student bodyof the University of Illinois at Springfield will be even more heterogeneous inage, socio-economic status, ethnicity, and in terms of their geographicalorigination and location. Seeking baccalaureate or graduate degrees indisciplines ranging from arts to sciences, from information systems to socialjustice professions, from education to public administration, from humanitiesto business, the student body will have a shared perspective regarding UIS –they will recognize that UIS helped them develop intellectually and socially.
The task force envisions the following changes in the UISstudent body over the next 10 years:
Ø A significantly larger proportion of the student body will becomprised of students in their first and second years of study, resulting in amore balanced lower division and upper division undergraduate student body
Ø A significantly larger proportion of the student body will beresidential, selecting from housing options that include learning communities,residential halls, townhouses, apartments and family housing, creating aneighborhood environment for the students residing on the campus that enhancesstudent life and enriches the campus culture for all students, both residentialand non-residential, faculty and staff, and residents of our surroundingcommunities
Ø A significantly larger proportion of the student body will bestudents enrolled in online degree programs; enrollments in online courses willhave met the Sloan-C metrics of 7,200 enrollments for the 2005-06 academic yearand be maintained at that level, contributing to the diversity of the studentbody and enhancing access to UIS’ educational offerings
Ø A significantly larger proportion of the graduate studentpopulation will be comprised of full-time students whose graduate education isenriched through internships, work-study cooperatives, graduate assistantshipsand fellowships.
Throughevolving programs of excellence that assess, and then meet, the needs of ourchanging society, UIS will provide an intellectually challenging, yet welcomingand inclusive, environment – an environment that stimulates populations ofstudents residing on- and off-campus, in courses delivered in classrooms andonline, seeking degrees and professional development, of varying ages, diversebackgrounds, and value systems to collectively learn how to make meaningfulcontributions to their places of work and their places of life.
Acareful reading of these 13 vision statements reveals several themes. Among themare that the faculty and staff at UIS will be more diverse 10 years from now. Another is that technologicaladvances will be utilized liberally toadvance educational and social development. Yet another is that UIS will be amore visible, more vibrant regional center, and in some areas, it will have achieved greater nationalrecognition as well.
Therewas some discussion early in this process about having two more task forces –one on diversity and the other on technology. Commission coordinators assumedthat both diversity and technology would be so integral to the future of everyaspect of UIS that they decided to allow each task force to consider thoseissues on its own. And it turned out, that both diversity and technology arementioned many times in the vision statements. Those responsible for formallypromoting diversity and overseeing and implementing technological advances atUIS will center the dialogue formally as part of the strategic planning processat UIS.
Theinspiring news is that in these visions, the UIS faculty, staff, students,alumni and external friends all see many possibilities for growth anddevelopment in the next decade. They see a UIS of greater stature 10 years fromnow. That is to be hoped for in a visioning process, and that is what happened.The strategic planning process that follows the work of the National Commissionon the Future of UIS is intended to be the formal, specific, collaborative wayto make this kind of vision come alive.
Process and Timeline – National Commission on theFuture of UIS
Fall 2002 ChancellorRichard D. Ringeisen announces creation of National Commission on the Future ofUIS as a visioning process thatwould be followed by a strategic planning process.
Thefundamental charge to the commission is to envision what UIS will look like in10 years and to talk boldly about what we aspire to me.
ProvostMichael Cheney asks 11 campus leaders to begin organizing task forces as partof the national commission. Each task force would include faculty, students,staff, alumni and other external people. The number of task forces laterincreased to 13.
Chancellordesignates Ed Wojcicki, Associate Chancellor for Constituent Relations, to coordinatethe national commission. Throughout the process, he worked closely with andreceived valuable guidance from Dr. Marya Leatherwood, Associate ViceChancellor and Director of Enrollment Management. Ed edited this final report. (Note:While the 13 conveners submitted their vision statements and their list of taskforce members, Ed assumes all responsibility for any errors and omissions inthis report.)
November 15, 2002 DistinguishedUIS alumni at the Leadership Roundtable 2002 respond to the chancellor’s callfor a National Commission by discussing what they believe should distinguishUIS from all other colleges and universities.
February 2003 JohnBlackburn accepts role as chairman of the national commission.
March 28, 2003 NationalCommission formally launched at kickoff event, including a plenary session ledby Mr. Blackburn and Chancellor Ringeisen. Task force members assemble at UIS,and most hold their initial meetings to talk about their strengths andaspirations.
April-September Thirteentask forces continue deliberating, and each submits a vision statement for itsparticular area.
September-October ChancellorRingeisen and Mr. Blackburn review all vision statements and compile the finalreport of the National Commission. This is a working “visioning document” butdoes not yet replace the official vision statement of UIS.
October 31, 2003 Closingceremony of the National Commission and release of this report. Chancellorreleases final report and calls for a formal strategic planning process tobuild on the work of the National Commission. He appoints a committee of campusleaders to determine how best to proceed.
The charge given to each task force – January 2003
Overall purpose of commission
Thepurpose of the commission is to answer the questions: Where will we be in 10years? What do we aspire to be in 10 years?
Thecommission will produce a visioning document whose primary substance will bethe statements of 13 different task forces and a summary message fromChancellor Ringeisen. Following this visioning process, UIS will engage in amore formal strategic planning process.
Generalvision: UIS will be one of the bestsmall public liberal arts universities in the nation. Assume that a greatliberal arts university also has high-quality professional programs.
The role of each taskforce
The role of each task force is to answer the questionsabove as they apply to its own college, division, or specific area of interest.Each task force will consider its own specific questions as well as the generalquestions.
About each task force’svision statement
Eachtask force is charged with producing a concise one-page statement thatdescribes where its college, function, department, or area of interest will bein 10 years, and what it aspires to be. The statement will focus on the“gap” between where we are and where we plan to be. It does not need to restatethe “facts” of where we are now. The first part of the statement might be abroad, general sentence or two, followed by bullet points that are more specific.The statement should be realistic but should also include an element ofdreaming and stretching beyond where we are now.
UIS FACTS –As prepared for National Commission on the Future of UIS
Stateof Illinois (Rod Blagojevich, governor)
IllinoisBoard of Higher Education (Dan LaVista, executive director)
Universityof Illinois Board of Trustees (Lawrence Eppley, chair)
Uof I central university administration (James J. Stukel, president)
UISadministration (Richard D. Ringeisen, chancellor)
Selectedconsultative bodies (officers’ names updated as of October 2003)
CampusSenate (sets educational policy in shared governance; Pat Langley, chair)
AcademicProfessionals Advisory Council (Sherry Hutson, chair)
StaffAdvisory Council (Kathy Rutherford, chair)
StudentGovernment Association (Jason Stuebe, president)
Number of students, faculty and staff
Enrollment = 4,451 (fall 2002)
Enrollment = 4,397 (spring 2003)
Full-timefaculty = 169
Part-timefaculty = 105
Numberof staff represented by unions or associations = 198
The largestis UPI clerical with 107
Secondlargest is UPI service with 47
Our four colleges andspring 2003 majors:
Business and Management, 1,087
Education and Human Services,588
Liberal Arts and Science, 1,495
Public Affairs andAdministration, 605
Majors undecided, 622
1.Business Administration, 383 students
3.Educational Leadership, 281
4.Computer Science, 270
20 bachelor’s degrees, 18 master’s degrees, and one doctoral degree.
The library contains 512,417volumes, subscribes to more than 2,287 periodicals, and contains 1,832,162microfilms and 38,884 audiovisual materials. UIS is a partial federaldepository, houses the UIS archives, and is an Illinois Regional ArchivesDepository.
UISis accredited by the Higher Learning Commission of the North CentralAssociation of Schools and Colleges (NCA).
Total Enrollment Profile/Classifications 1997-2002 (fall)
*Classified by hourstaken; some students at UIS take classes but are not seeking degrees.
**Some students at UIStake classes but are not seeking degrees.
UISintends to increase enrollment to 6,000 Springfield on-campusstudents, plus additional online-onlystudents and Peoria Center students over the next five years.
Approximately94.1% of the students come from the state of Illinois, 1.2% from the Midwestregion outside of Illinois, 0.8% from the rest of the United States, and 4%from foreign countries. In the 2002-2003 academic year, 27 states and 20foreign countries were represented in the undergraduate student body.
Demographics (spring 2003)
Average age of students:
Capital Scholars = 20
Other undergraduate = 30
Graduate = 35
Male = 40%
Female = 60%
Full-time = 41%
Part-time = 59%
Hispanic = 1%
Asian = 2%
International = 4%
Black, non-Hispanic = 8%
All other = 84%
Graduate students = 1,980 (46%)
Undergraduate students = 2,395 (54%)
Students/familiesnow in campus housing
Apartments = 390apartment students
+80family members living with them
Lincoln Residence Hall = 187(capacity is approximately 198)
Total = 657, plus staff
Men’ssoccer, men’s and women’s tennis, men’s and women’s basketball, women’svolleyball.
Women’ssoftball will start in Academic Year 2003-2004.
UIS has approximately 22,146 alumni located throughoutthe world. The greatest concentration is in Illinois; with a total alumnipopulation of 13,377. The remaining alumni reside throughout the United States(with alumni represented in each of the other 49 states) and in more than 30foreign countries.
Undergraduate Annual Tuition and Fees – full-time students
Room & Board
Sources: University Profile, March2003, Student Affairs Division
UniversityProfile, Spring 2003, Campus Relations
Enrollmentstatistics, fall 2002 and spring 2003
Conversationswith university officials
Ed Wojcicki, National Commissioncoordinator
Official Mission Statement
University of Illinois at Springfield
TheUniversity of Illinois at Springfield has as its primary goal providingexcellence in teaching. UIS strives to produce an educational environment whereyou can acquire 1) a solid foundation for lifelong learning, 2) a keenappreciation of intellectual and aesthetic achievements, 3) an enhancedcapacity for critical thinking and oral as well as written communication, 4) apractical preparation for pursuing fulfilling careers, 5) a sound basis forinformed and concerned citizenship, and 6) a productive commitment to improvingyour world.
UISemphasizes public affairs instruction, research, and service carried outthrough community partnerships that contribute to social progress, governmentaleffectiveness, educational excellence, and economic development. UIS iscommitted to addressing the needs of both traditional and nontraditionallearners and reflecting cultural diversity in both the curriculum and thecampus community. UIS encourages innovative approaches appropriate tofulfilling these institutional aims.
Current UIS Vision Statement (Summary) – 1997
TheUIS of the future will be a place where teaching remains the central function and excellence in teaching continues asthe overriding goal.
Itwill be a place where faculty are teacher-scholars with greater recognition of and support for scholarship than at present.
Publicaffairs will continue as a unifying themeof teaching, scholarship, and service, but in the future, UIS’ commitment topublic affairs will be understood as this campus’ distinctivecontribution to theland-grant mission of the University of Illinois.
TheUIS of the future will continue to offer undergraduate curricula in both traditional liberal arts disciplines and inprofessional fields and will serve students from the first year of collegethrough completion of the baccalaureate degree.
Professionaleducation at the master’s level willcontinue to be a major feature of the campus’ curricular commitments, withquality and distinction being the principal determinants of graduate programofferings. Projected doctoral workwill be in the area of public affairs.
UISwill continue to pursue modest, controlled enrollment growth and to serve many types of students, but the mix ofstudents will be different. The campus will draw more students from outsidecentral Illinois and will, concomitantly, serve a larger proportion offull-time undergraduate and graduate students.
Inorder to best nurture the development of its students, the UIS of the futurewill be a place where the centrality of a lively extracurricularintellectual, social, and cultural life isrecognized and supported as being critical to students’ learning experiences.
National Commission on the Futureof UIS
Dr. Richard D. Ringeisen,Chancellor
University of Illinois atSpringfield
Public Affairs Center, Room 556
One University Plaza
Springfield, IL 62703-5407
The convenersof the 13 task forces:
E-mail the convener Accessthe web site: [create links for names and sites]
Chuck Schrage AlumniRelations
Nick Adams Athletics(Intercollegiate)
Jane Treadwell BrookensLibrary & Information Technology
Steve Goodman Business& Administrative Support Services
Cheryl Peck CampusRelations
Milan Dluhy Centerfor State Policy and Leadership
Ron McNeil Collegeof Business & Management
Larry Stonecipher Collegeof Education & Human Services
Bill Bloemer Collegeof Liberal Arts & Sciences
Glen Hahn Cope Collegeof Public Affairs & Administration
Vicki Megginson Development
Christopher Miller StudentAffairs
Marya Leatherwood StudentBody (e.g., enrollment, size, demographics)
*Nameof center expected to change in November 2003
University of Illinois atSpringfield, One University Plaza, Springfield, IL 62703-5407
(217) 206-6600 www.uis.edu