Session I Sustainability and Return on Investment: Integrating Staying Power Jack Maynard July 13, 2011

II. Dashboard & Rubrics: Measuring Progress & Performance – President Bradley, July 20 III. Department Chair Leadership: Building a Culture of Innovation Across the Department – Josh Powers, July 27 IV. Foundation of Rock vs. House of Cards: What Leads to Successful Collaborations? – Nancy Rogers & Dawn Underwood, August 3 V. Putting the ISU Brand to Work – Tara Singer, August 10

In the 21 st century, three forces  Declining resources  Rising expectations (More Graduates)  Rapidly developing technology coupled with new types of learners will profoundly change higher education as we know it. America’s universities (especially state universities) need to be more aggressive and more creative in addressing and engaging societies most pressing challenges. Society’s problems are complex and solutions will require new ways of thinking – “We are smarter when we work together.”

 ISU, like most IHEs, must be more aggressive in clarifying purposes, setting priorities, and allocating resources.  ISU must clarify mission, set priorities, eliminate duplication, reduce and/or eliminate programs, and focus on strategic goals.  ISU must strengthen reputation and image.

 ISU took first step by initiating new integrated marketing plan to inform public of what we do well.  ISU took major step in 2005 to bring focus to academic programs: Prioritizing Academic Programs.  ISU took second major step during the with Distinctive Program Initiative  Centrality of this work: Pathways to Success, Goal IV – Strengthen and Leverage Programs of Distinction & Promise  ISU initiated Unbounded Possibilities in 2010 to bring further distinction and focus to the academic programs.  Created CNHHS and array of new health related professional programs. Engineering Technology focus of COT.

 What is it?  Why are we doing this?  How will we implement?  How is it different than previous initiatives, Distinctive Programs?

 Transformative  Sustainable, beyond initial investment  Appropriate Return on Investment.

To change the condition, nature, or function of. Transformative Innovation – Practice of responding to challenges, opportunities, & failures with transformative and financially sustainable innovations aimed at solving social problems. From multiple perspectives:  Programmatic  Operational  Engagement

 Capable of being sustained  Capable of being continued  Initial investment (reallocation of internal resources) to support the new project.  What additional internal investments will the department(s), college(s), partner(s), university make to support program over time.  What external funding is available?  What enrollment will be driven by investment.  How will new initiative impact current programs and services.

 A performance measure used to evaluate the efficiency of an investment  commonly used approaches for evaluating the financial consequences of business investments, decisions, or actions.  Difficult for educational and social institutions.  Factors to consider include:  Program growth  Extramural funding  Prestige/image  Quality of life  Short term and long term ROI

In preparing your proposal, you must be prepared to address: Transformative Sustainable ROI Given environmental context, all of our actions will be reviewed under these lens.