University Planning

Criterion 1 - Mission

Criterion 1: focuses on mission and evaluates the extent to which Western Illinois University operates with integrity to ensure the fulfillment of its mission through structures and processes that involve the board, administration, faculty, staff, and students.

Core Component – 1a The University's mission documents are clear and articulate publicly the organization's commitments.

Examples of Evidence

  • The board has adopted statements of mission, vision, values, goals, and organizational priorities that together clearly and broadly define the organization's mission.
  • The mission, vision, values, and goals documents define the varied internal and external constituencies the organization intends to serve.
  • The mission documents include a strong commitment to high academic standards that sustain and advance excellence in higher learning.
  • The mission documents state goals for the learning to be achieved by its students.
  • The organization regularly evaluates and, when appropriate, revises the mission documents.
  • The organization makes the mission documents available to the public, particularly to prospective and enrolled students.

Core Component – 1b In its mission documents, the University recognizes the diversity of its learners, other constituencies, and the greater society it serves.

Examples of Evidence

  • In its mission documents, the organization addresses diversity within the community values and common purposes it considers fundamental to its mission.
  • The mission documents present the organization's function in a multicultural society.
  • The mission documents affirm the organization's commitment to honor the dignity and worth of individuals.
  • The organization's required codes of belief or expected behavior are congruent with its mission.
  • The mission documents provide a basis for the organization's basic strategies to address diversity.

Core Component - 1c Understanding of and support for the mission pervade the University.

Examples of Evidence

  • The board, administration, faculty, staff, and students understand and support the organization's mission.
  • The organization's strategic decisions are mission-driven.
  • The organization's planning and budgeting priorities flow from and support the mission.
  • The goals of the administrative and academic subunits of the organization are congruent with the organization's mission.
  • The organization's internal constituencies articulate the mission in a consistent manner.

Core Component - 1d The University's governance and administrative structures promote effective leadership and support collaborative processes that enable the organization to fulfill its mission.

Examples of Evidence

  • Board policies and practices document the board's focus on the organization's mission.
  • The board enables the organization's chief administrative personnel to exercise effective leadership.
  • The distribution of responsibilities as defined in governance structures, processes, and activities is understood and is implemented through delegated authority.
  • People within the governance and administrative structures are committed to the mission and appropriately qualified to carry out their defined responsibilities.
  • Faculty and other academic leaders share responsibility for the coherence of the curriculum and the integrity of academic processes.
  • Effective communication facilitates governance processes and activities.
  • The organization evaluates its structures and processes regularly and strengthens them as needed.

Core Component - 1e The University upholds and protects its integrity.

Examples of Evidence

  • The activities of the organization are congruent with its mission.
  • The board exercises its responsibility to the public to ensure that the organization operates legally, responsibly, and with fiscal honesty.
  • The organization understands and abides by local, state, and federal laws and regulations applicable to it (or bylaws and regulations established by federally recognized sovereign entities).
  • The organization consistently implements clear and fair policies regarding the rights and responsibilities of each of its internal constituencies.
  • The organization's structures and processes allow it to ensure the integrity of its co-curricular and auxiliary activities.
  • The organization deals fairly with its external constituents.
  • The organization presents itself accurately and honestly to the public.
  • The organization documents timely response to complaints and grievances, particularly those of students.

A summary of the core components 1a-1e, institutional strengths, challenges, and next steps, is also required.


  • Joe Rives, Vice President for Quad Cities, Planning, and Technology, Co-Chair
  • Steve Nelson, Western Illinois University Board of Trustees Chairperson, Co-Chair
  • Suzanne Bailey, Quad Cities Faculty Council Chair
  • *Ellyn Bartges, Assistant Equal Opportunity Officer, Office of Equal Opportunity and Access
  • Ann Comerford, Director, Student Activities and Coordinator of Development
  • Dennis M DeVolder, Faculty Senate Chair
  • *Robert Dulski, Student Government Association-Macomb, Chair
  • Cathy Early, Western Illinois University Foundation Board Chair
  • Lindsey Garrison, Student Government Association-Quad Cities, Chair
  • Pam Hoffman, President, Alumni Council
  • Jude Kiah, Director, Gowest Transit
  • Ed Lavin, Civil Service Employees Council Chair
  • Schuyler Meixner, Council of Administrative Personnel Chair
  • Tera Monroe, Associate Director, Residential Life and Facilities
  • Rajeev Sawhney, Provost's Excellence in Internationalizing the Campus Recipient and Professor, Management
  • Renee Simpson, Assistant to the Director, Human Resources
  • Bill Thompson, Associate Professor, University Libraries
  • Ron Williams, Assistant Vice President, Academic Affairs
  • Kerry Yadgar, President's Office
  • Martha Youngmeyer, Office Support Specialist, Institutional Research and Planning

*former member

    Meeting Schedule

    • 2008
      • November 26 - 10:00 am - QC Room 265A CODEC to SH205
      • December 17 - 10:00 am - QC Rm265A CODEC to SH205
    • 2009
      • January 28 - 10:00 am - QC Rm265A CODEC to SH205
      • February 25 - 10:00 am - QC Rm265A CODEC to SH205
      • March 25 - 10:00 am - QC Rm265A CODEC to SH205
      • April 22 - 10:00 am - QC Rm265A CODEC to SH205
      • May 27 - 10:00 am - QC Rm265A CODEC to SH205
      • June 24 - 10:00 am - QC Rm265A CODEC to SH205
      • July 22 - 10:00 am - QC Rm265A CODEC to SH205