Transcript Main Title - University of Illinois system

Strategic Plan Progress
University of Illinois at Urbana-Champaign
December 16, 2010
Agenda
 Overview of strategic planning process
 Overview of the campus strategic plan
 Areas of focus for the campus
 Strategic planning processes in other units and implications
for the Library’s process
2
Cycle of Strategic Planning
Institution's
values
Articulate vision
and goals
Assess
impact
Environmental
trends
Develop
strategic
priorities &
assessment
processes
The strategic planning
process will involve
continuous assessment of
the institution’s progress
towards its goals,
considering both changes
in the institution’s values
and the environment in
which it operates
Create actions/
milestones and
implement
3
Strategic Planning Framework
Vision
Values
Goals
“Preeminent Public Research Institution”

Our Commitment
 The Values that Drive our Goals
5 campus goals
Strategic Initiatives
Aligned to the relevant goal
Progress Indicators


Campus-level
College/ unit specific level
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Campus Vision & Goals
Preeminent Public Research Institution
Goal I:
Leadership for the 21st Century
Goal II:
Academic Excellence
Goal III:
Breakthrough Knowledge and Innovation
Goal IV:
Transformative Learning Environment
Goal V:
Access to the Illinois Experience
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Strategic Planning Framework Summary
Preeminent Public Research Institution
Vision
• Embrace and advance our Land
Grant mission
• Create educational programs that • Demand and reward break-through • Maximize our impact by carefully
knowledge creation and learning
cultivate innovation, justice,
stewarding and enhancing the
enhance social mobility and quality
resources entrusted to the
• We pursue excellence through the
of life by responding to local,
institution
•
As
one
campus,
achieve
comprehensive
diversity of our students, faculty, and staff
national and global societal needs
excellence in the service of Illinois and
the nation
Values
Strategic
Goals
Leadership for the
21st century
•
•
Strategic
Initiatives
•
•
•
•
Progress
Indicators
Promote intercultural
scholarship and learning
Increase and enhance
undergraduate research or
creative opportunities
Strengthen honors programs
Expand study-abroad
experiences
Increase the capacity for
effective communication across
cultural and linguistic
boundaries
Provide internship, practicum
and other experiential learning
opportunities
• Graduation rate
• Retention rate
• % of students with a
global experience
• % of undergraduates
with a research
experience
• % of students with an
internship or practicum
experience
• Student placement
percentage
Academic excellence
•
•
•
•
•
•
•
•
Recruit and retain exceptional faculty
Increase the diversity of faculty and staff
Strengthen recruitment of high achieving
students, particularly students of
underrepresented populations
Position the academy to meet 21st century
opportunities
Develop interdisciplinary academic programs
in emerging areas of scholarship
Increase opportunities for cross-disciplinary
doctoral education
Develop professional master’s programs in
areas of pressing needs
Maximize our impact by stewarding and
enhancing our resources
• # of national academy members or
other nationally recognized honorary
memberships
• % of underrepresented faculty and
staff
• Student quality1
• Student to faculty ratio
• State and tuition budget in constant
dollars
• State and tuition budget in constant
dollars per student
• State and tuition expenditures per IU
• Instructional units per faculty FTE
Transformative learning
environment
Breakthrough knowledge
and innovation
• Initiate interdisciplinary programs
to address global societal needs
• Strengthen and diversify the
research portfolio
• Repair, reprogram and maintain
campus facilities at a level
consistent with a world class
academic enterprise
• Increase energy conservation
• Increase the Illinois presence
• Strengthen our rich ties to Chicago • Build and enhance living/ learning
communities
to increase the prominence of the
institution and to foster corporate • Invest in educational technology
partnerships
• Embrace the diversity of students,
• Partner with the local community
faculty and staff to strengthen the
learning environment
Access to the Illinois
experience
• Increase merit and
needs based aid to
recruit and retain the
most promising students
• Increase the diversity of
the student population
• Increase and excel in
distance learning
• Enhance public good facilities
• Total sponsored research
expenditures by source
• Sponsored research
expenditures by per faculty FTE
• Total revenue from licenses/
patents
• Total number of start-ups
• Research Park activity
• Impact on societal needs2
• Level of deferred
maintenance (FCI)
• Energy consumption
• % of sections with under
20 students
• State and tuition
expenditures per student
• Total financial aid
• % of student receiving
financial aid
• % of under-represented
students
• # of distance learning
IUs
• % of faculty involved in
engagement
1-
may include HS rank and ACT & graduate student
indicators
2- may be a qualitative measure, illustrated by examples
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College/ Unit Level Plans
Campus’
Strategic
Goals
College/ Unit
Goals
College/ Unit
Metrics
Leadership for the
21st century
• Goal 1
Academic excellence
• Goal 2
Breakthrough knowledge
and innovation
• Goal 3
Transformative learning
environment
• Goal 4
Access to the Illinois
experience
• Goal 5
College/ Unit specific metrics aligned to priorities
(progress and impact indicators)
Relevant core/ shared metrics
(e.g., graduation rates, diversity indicators, etc.)
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Annual Report of Strategic Plan Progress
Leadership for
the 21st century
Academic
excellence
Breakthrough
knowledge and
innovation
Transformative
learning
environment
Access to the
Illinois
experience
Are we making progress
towards our goals?
Summary of:



Relative trends
Peer benchmarking
2013 targets
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Alignment with Key Initiatives
Leadership for
the 21st century
Academic
excellence
Breakthrough
knowledge and
innovation
Transformative
learning
environment
Access to the
Illinois
experience
Budget Process
Accreditation Self Study
Development Campaign
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Areas of Strength

Overall six-year graduation and retention rates

Student and faculty diversity

Research activity

Undergraduate research

Undergraduate student quality

Online education
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Areas For Improvement

Overall financial situation

Graduation rates of underrepresented groups

Deferred maintenance

Start-up companies and revenues from royalties/ licenses
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Key Initiatives Resulting from Strategic Plan

UG Research Symposium

Informatics minor

Division of Biomedical Sciences

Utilities cost reduction program

Enhanced, more consistent Honors Program

Campus-wide scholarship program
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Leadership for the 21st Century- Example of
Assessment
Progress Indicator
Trend
Current
2011 Target
2013 Target
% of Students with a Global Experience
Negative
17.2%
29.0%
32.0%
% of Students with a Research Experience
Positive
41.1%
42.0%
45.0%
Student Placement Percentage
Negative
42.1%
45.0%
47.0%
Graduation Rate
Positive
82.6%
83.0%
83.6%
Retention Rate
Neutral
93.0%
94.5%
95.0%
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Leadership for the 21st Century- Example of
Assessment
Graduation and Retention Rates
Illinois Trends
Peer Benchmarks
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Leadership for the 21st Century- Example of
Assessment
UG Research and International Experiences
• UG research experiences continue to grow
• UG international experiences declined over the prior year
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Strategic Planning Resources and Reports
www.strategicplan.illinois.edu
www.quietlychangingtheworld.com
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Focus areas for the campus

Shared services: More efficient and effective delivery of administrative
services (IT, HR, Business and Communications)

Rationalization of cross campus subsidies: Review of budget model
and resource allocation mechanisms to realize revenue generation
sources (and General Revenue Funds) and the best alignment of
financial and human resources across campus

Enrollment targets: Determination of the appropriate UG enrollment
targets/profile- a key source of revenue for the campus

Data-driven program review: Development of processes to assess
academic and administrative units- PhD program reviews ongoing
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College/ Unit Approaches to Strategic Planning

Number of individuals involved in the planning stage varies greatly
- Executive committees
- Equal representation from departments
- Key external stakeholders

College/Unit trend data along with peer benchmarks used to calibrate
goal setting and targets

Discussion of resources (financial and human) at the center of planning
activities

Annual evaluation of strategic plan progress conducted with strong
department head/ faculty involvement
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Strategic Planning Output
Strategic
Goal
“What’s”
Initiatives
“How’s”
Metrics
“Impacts”
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Strategic Planning Output- a made up example
Strategic
Goal
Expand access to
digitized collections
Initiatives
• Continue digitization
of existing Illinois
collection
• Expand collaborative
sharing agreements
with CIC school’s
digital content
Metrics
• Size of digitized
collection
• Number of new items
digitized
• Number of digitized
items accessed by
users
• Explore tools for
users to access
content in alternative
forms
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Final Considerations

The process is at least as important as the output- process should not be
onerous

Data and benchmarking of peers are essential to creating a feasible plan

Financials implications must be discussed
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