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 4 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 5 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 6 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.) 7 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 8 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 9 Areas of Strength Overall six-year graduation and retention rates Student and faculty diversity Research activity Undergraduate research Undergraduate student quality Online education 10 Areas For Improvement Overall financial situation Graduation rates of underrepresented groups Deferred maintenance Start-up companies and revenues from royalties/ licenses 11 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 12 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% 13 Leadership for the 21st Century- Example of Assessment Graduation and Retention Rates Illinois Trends Peer Benchmarks 14 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 15 Strategic Planning Resources and Reports www.strategicplan.illinois.edu www.quietlychangingtheworld.com 16 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 17 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 18 Strategic Planning Output Strategic Goal “What’s” Initiatives “How’s” Metrics “Impacts” 19 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 20 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 21