1. 1 Metrics Framework and Key Indicators Presentation to the Board of Regents November 12, 2009

2. Metrics and Accountability at the U “... [The regents shall] make a report annually, to the Legislature... exhibiting the state and progress of the University...and such other information as they may deem proper, or may from time to time be required of them.…” University charter, 1851 Territorial Laws, Chapter 3, Section 16 2000: The University Plan, Performance, and Accountability Report approved by the Board of Regents. 2004: Transforming the U began, with the need for metrics at its core: –To track results and progress toward strategic goals –To help inform difficult decisions 2006: The Metrics and Measurement task force recommend an initial set of 20 broad metrics. 2007: The Board of Regents heard a presentation on the need for a more comprehensive metrics strategy. 2009:University planning functions consolidated to a single office with responsibility for refining a comprehensive metrics strategy. 2

3. Metrics and Accountability at the U “... [The regents shall] make a report annually, to the Legislature... exhibiting the state and progress of the University...and such other information as they may deem proper, or may from time to time be required of them.…” University charter, 1851 Territorial Laws, Chapter 3, Section 16 2000: The University Plan, Performance, and Accountability Report approved by the Board of Regents. 2004: Transforming the U began, with the need for metrics at its core: –To track results and progress toward strategic goals –To help inform difficult decisions 2006: The Metrics and Measurement task force recommended an initial set of 20 broad metrics. 2007: The Board of Regents heard a presentation on the need for a more comprehensive metrics strategy. 2009:University planning functions consolidated to a single office with responsibility for refining a comprehensive metrics strategy. 3

4. Principles The University’s metrics framework must: Use measures that reflect essential mission and support activities and are relevant, valid, reliable, adaptable, parsimonious and clear Support University leadership in assessing progress and performance on agreed-upon goals, objectives, and strategies Support data-driven decision-making and assessment Be meaningful internally as a management tool for continuous improvement purposes and externally for accountability purposes Be responsive to the governing policies of the Board of Regents 4

5. Key Questions Is this the right framework? Do the principles accurately reflect the measurement and analysis needs of the University, the Board of Regents, and our stakeholders? Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions? Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission? Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities? 5

6. Definition of Indicator Indicators are: Observable Measurable Connected to policy decisions and accountability requirements Focused on outcomes wherever possible Key indicators are all-University measures that assess our standing, performance and progress. Strategic: How is the University progressing on the strategies that forward its mission and are the right strategies being pursued? Operational: How well are our operations supporting the mission, strategies, and goals? Collectively, these are the measures on which we are accountable to the Board of Regents, state and federal agencies, accreditors, associations and more. 6

7. Anchoring of Indicators Indicators are drawn from measures that are anchored in: Board of Regents and University policy State and federal reporting requirements Accreditation standards Granting agency reporting requirements Inter-institutional agreements National and international comparison data Example: The test scores of incoming students are reported to the federal government through the Integrated Postsecondary Education Data System (IPEDS), and to the Voluntary System of Accountability (VSA), an alliance of public universities.

8. Goals: Mission and Capacity Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens. Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world. Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges. Mission Capacity World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence. Exceptional Students Exceptional Innovation Exceptional Organization Exceptional Faculty and Staff Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers. Transforming the U Pillars 8

9. Strategies and Key Indicators: Education Recruit highly prepared students from diverse populations Incoming student preparation Student diversity Graduation and retention rates Placement of graduates Student engagement Participation in study abroad and international experiences Student development outcomes (in process) Student learning outcomes (in process) Extraordinary Education – Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens. Develop lifelong learners, leaders and global citizens Challenge, educate and graduate students Goal Strategies Key Indicators 9 Ensure affordable access for students of all backgrounds Internal support for scholarships Average net cost for students

10. Strategies and Key Indicators: Research Foster an environment of creativity that encourages evolution of dynamic fields of inquiry Highly cited research publications National academy members and other faculty awards Major research awards, research center awards and centers of excellence Technology disclosures, licenses and startups Breakthrough Research – Explore new ideas and breakthrough discoveries that address the critical problems and needs of the state, nation, and world. Develop innovative strategies to accelerate the efficient and effective transfer of knowledge for the public good Goal Strategies Key Indicators Research expenditures and competitive ranking 10

11. Strategies and Key Indicators: Outreach Promote and secure the advancement of the most challenged communities Longitudinal changes in communities where the University is actively engaged (in development) Active partnerships and assessments of impact (in development) Faculty, staff, and student engagement and community service (in development) Dynamic Outreach and Service – Connect the University’s academic research and teaching as an engine of positive change for addressing society’s most complex challenges. Be a knowledge, information, and human capital resource for the betterment of the state, nation, and world Build community partnerships that enhance the value and impact of the University’s research and teaching Goal Strategies Key Indicators 11

12. Strategies and Key Indicators: Faculty and Staff Recruit and place talented and diverse faculty and staff to best meet organizational needs Quality of incoming faculty and staff Faculty and staff diversity Faculty and staff awards and distinctions Supervisor and departmental support satisfaction Faculty and staff salary and total compensation Employee engagement index Employee training and development index (in development) World-Class Faculty and Staff – Engage exceptional faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence. Recognize and reward outstanding faculty and staff Mentor, develop, and train faculty and staff to optimize performance Goal Strategies Key Indicators Engage and retain outstanding faculty and staff Employee retention index 12

13. Strategies and Key Indicators: Organization Ensure the University’s financial strength Bond rating: resources and leverage; liquidity and operating cushion Private giving and endowment Carbon footprint Facilities Condition Needs Index (FCNI) External awards to units for performance, quality, and innovation (in development) Research space productivity Crime and perceptions of safety Faculty and staff satisfaction with support services Outstanding Organization – Be responsible stewards of resources, focused on service, driven by performance, and known as the best among peers. Be responsible stewards of resources Goal Strategies Key Indicators Focus on quality service Foster peer-leading research competitiveness, productivity, and impact Ensure a safe and secure environment for the University community Promote performance, process improvement, and effective practice Research proposals and awards Workplace injuries 13 Technology commercialization agreements

14. Integrated Metrics Framework U-Wide Strategies U-Wide Key Indicators U-Wide Goals 14 Unit-Level Goals Unit-Level Strategies Unit-Level Measures University-Wide Unit-Level

15. Example: OIT Balanced Scorecard Engage and retain exceptional faculty and staff Employee Engagement Index (PULSE survey) World-Class Faculty and Staff 15 Maximize staff member contributions through engagement, growth, and development OIT Employee Engagement OIT Climate Survey Results University-Wide Unit-Level OIT Pulse Responses

16. Example: Undergraduate Education Challenge, educate and graduate students Graduation and retention rates Extraordinary Education Challenge, educate and graduate students Undergraduate retention, graduation and outcomes First-year retention University-Wide Unit-Level Student learning outcomes Second-, third- and fourth-year progress toward degree Four-year graduation rates Structure of degree program requirements Effective curricular scheduling Quality of instruction 16 Placement of graduates

17. Example: Undergraduate Education 17 Accountability Structure

18. Discussion Is this the right framework? Do the principles accurately reflect the measurement and analysis needs of the University, the Board of Regents, and our stakeholders? Do the articulated goals encompass the University of Minnesota’s mission and core capacities required to deliver on its mission? Are the strategies articulated comprehensive enough to represent the scope of the University’s mission and functions? Are the key indicators identified at the right level to support the Board of Regents in meeting its responsibilities? Questions? 18

19. Principles The University’s metrics framework must: Use measures that reflect essential mission and support activities and are relevant, valid, reliable, adaptable, parsimonious and clear Support University leadership in assessing progress and performance on agreed-upon goals, objectives, and strategies Support data-driven decision-making and assessment Be meaningful internally as a management tool for continuous improvement purposes and externally for accountability purposes Be responsive to the governing policies of the Board of Regents 19