August 18, 2008 Stig Lanesskog, Assistant Provost for Strategic Planning and Assessment

2 Why Strategic Planning  Helps people create an identity for the near and long term future of the institution  Creates a directional document, to guide while not limit future opportunities  Enables the university to align strategic objectives with financial and human resources  Provides a mechanism to continually review and ensure excellence in all missions of the institution

3 Barriers/ Common Responses to Strategic Planning in Higher Education  I don’t see my college/unit in the strategic plan?  If my initiative is not mentioned, is it not important?  What are the “consequences” of not making progress on the metrics? A corporate/business approach, not applicable to higher education Responses Outcome: Strategic plans are created and sit on shelves

4 Illinois’ Strategic Planning Background  Illinois had a history of creating strategic plan documents, with limited implementation focus  The current process was initiated by the University of Illinois President in March 2005  A multi-staged plan development process was instituted (concluded June 30, 2006) –Stage 1: Creation of an overall strategic planning framework –Stage 2: University-level and related organizational plans –Stage 3: School, College, and Major Administrative Unit plans

5 Cycle of Strategic Planning Articulate vision and goals Develop strategic priorities & assessment processes Create actions/ milestones and implement Assess impact Institution's values Environmental trends 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

6 Strategic Planning Framework VisionValuesGoalsStrategic Initiatives Progress Indicators “Preeminent Public Research Institution”  Our Commitment  The Values that Drive our Goals 5 campus goals Aligned to the relevant goal  Campus-level  College/ unit specific level

7 Campus Vision & Goals Goal I:Leadership for the 21 st Century Goal II:Academic Excellence Goal III:Breakthrough Knowledge and Innovation Goal IV:Transformative Learning Environment Goal V:Access to the Illinois Experience Preeminent Public Research Institution

8 Strategic Planning Framework Summary Preeminent Public Research Institution Vision Strategic Goals Academic excellence Leadership for the 21st century Transformative learning environment Breakthrough knowledge and innovation Access to the Illinois experience Values As one campus, achieve comprehensive excellence in the service of Illinois and the nation Strategic Initiatives Demand and reward break- through knowledge creation and learning Create educational programs that cultivate innovation, justice, enhance social mobility and quality of life by responding to local, national and global societal needs Maximize our impact by carefully stewarding and enhancing the resources entrusted to the institution 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 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 Initiate interdisciplinary programs to address global societal needs Strengthen and diversify the research portfolio Increase the Illinois presence Strengthen our rich ties to Chicago to increase the prominence of the institution and to foster corporate partnerships Partner with the local community 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 Repair, reprogram and maintain campus facilities at a level consistent with a world class academic enterprise Increase energy conservation Build and enhance living/ learning communities Invest in educational technology Embrace the diversity of students, faculty and staff to strengthen the learning environment Enhance public good facilities # of national academy members or other nationally recognized honorary memberships % of underrepresented faculty and staff Student quality 1 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 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 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 needs 2 Total financial aid % of student receiving financial aid % of under-represented students # of distance learning IUs % of faculty involved in engagement Level of deferred maintenance (FCI) Energy consumption % of sections with under 20 students State and tuition expenditures per student Progress Indicators 1 - may include HS rank and ACT & graduate student indicators 2 - may be a qualitative measure, illustrated by examples We pursue excellence through the diversity of our students, faculty, and staff Embrace and advance our Land Grant mission

9 College/ Unit Level Plans Campus’ Strategic Goals Academic excellence Leadership for the 21st century Transformative learning environment Breakthrough knowledge and innovation Access to the Illinois experience Goal 1 College/ Unit Goals Goal 2 Goal 3 Goal 4Goal 5 College/ Unit Metrics College/ Unit specific metrics aligned to priorities (progress and impact indicators) Relevant core/ shared metrics (e.g., graduation rates, diversity indicators, etc.)

10 Common Framework to Assess Strategic Plan Progress GoalMetric What are your unit’s goals and how would you know whether you are making progress towards them?

11 Strategic Plan Resources –The campus strategic plan and progress indicators –Summary of 30 college/ unit strategic plans –Listing of each college/unit goals and metrics –List of strategic plan contacts for each college/unit Includes:

12 Annual Report of Strategic Plan Progress Are we making progress towards our goals?  Relative trends  Peer benchmarking  Key actions taken Summary of: Academic excellence Leadership for the 21st century Transformative learning environment Breakthrough knowledge and innovation Access to the Illinois experience

13 Campus Strategic Reports of Progress External Internal

14 Internal Report Progress IndicatorTrendSummary % of Students with a Global Experience Neutral28.6% of students obtained a global experience - this is the first year this information has been obtained % of Students with a Research Experience Positive39% of students participated in a research or creative experience - an upward trend over the past three years Student Placement PercentageNeutral46.4% of students had been placed in a job or graduate school three months prior to graduation, according to Senior Survey. 94.3% of students were placed within one year of graduation Graduation RatePositive81.8% of students graduate within six years, a steady increase over the past five years. The graduation rate gap between all students and underrepresented students, however, continues to be between 10-15% Retention RatePositive93% of students are retained between their Freshman and Sophomore year. Retention rates within the same college vary greatly ( %) Goal: Leadership for the 21 st Century

15 Internal Report: Graduation Rate Analysis Peer Benchmarking Historical Trends Internal ComparisonInternal Comparison- Trends

16 Areas of Strength- UG Student Diversity Illinois Trends Peer Benchmarks Key actions taken:  Implemented transfer student initiative to increase this student population  Initiated Inclusive Illinois

17 Areas For Improvement- Sponsored Research Illinois Trends Peer Benchmarks Key actions taken:  Implemented Illinois Informatics Institute  Designed the Division of Biomedical Sciences

18 Campus Profile Data URL:

19 Campus Strategic Indicators

20 Unit-Specific Metrics

21 Unit-Specific Metrics

22 Alignment with Key Initiatives Academic excellence Leadership for the 21st century Transformative learning environment Breakthrough knowledge and innovation Access to the Illinois experience Accreditation Self Study Development Campaign Budget Process

23 Campus’ Strategic Planning/ Budgeting Timeline- Ongoing DecFebJanMarAprMayJuneJulyAugSeptOctNov D. Deliver BOT report of strategic plan progress A. Send strategic measure data to colleges/units F. Update “Campus Profile” with strategic metrics data H. Publish campus’ annual report Budget discussions B. Set campus priorities at strategic planning retreat Colleges/units report on: Top 5 priorities Progress against priorities Metrics to assess progress Metric targets for next 3 years C. Send budget letters to colleges/units G. Publish budget template and timelines E. Refine priorities and metric targets (based on budget letters)* Responsibility A.Provost’s office B.Chancellor, Provost, Vice Chancellors and Full Council of Deans C.Provost’s office D.Chancellor & Provost’s office E.Individual colleges/units F.Provost’s office G.Provost’s Office H.Chancellor & Provost’s office *- As necessary

24 Linkages: From “What” to “How” Strategic Planning Priorities Strategic Plan Retreat Council of Dean Priorities/ Actions CoD Retreat Provost Cabinet Priorities/ Actions/ Responsibilities Provost Cabinet Retreat Committee/ Working Group Charges/ Actions Committees/ Working Groups What How Nee to align our priorities to the goals of the institution and develop a common “list” of critical actions

25 Select Strategic Priorities for AY Academic Initiatives: –Reform general education –Create multidisciplinary majors –Launch Division of Biomedical Sciences –Implement thematically clustered program reviews Financial Initiatives: –Implement new budget allocation models –Assess the optimal staffing size and mix per college/unit –Develop space allocation and usage practices Service Infrastructure Initiatives: –Integrate of student services –Create of service centers for support functions

26 Moving Forward: Journey Map No metrics defined at college/unit level Process Campus & College/ Unit Plans Top- down approach, involvement of few in process –Reasonable skepticism –Segregated process –Limited tools to support process Vary in length and format- many ideas, few priorities Initial metrics defined at the campus level Metrics Fall 2006 Tailored college/unit level metrics ( per unit) Broad involvement of Deans, liaisons and data analysts –Beginning to see practicality/ necessity –Integrating with budget process –Standard templates, website Standard format of top 5 goals and metrics Defined set campus- level indicators (25) Fall 2007 Tailored college/unit level metrics ( per unit) with targets Broad involvement into the department level –Buy-in to value of strategic planning –Ownership at the college/unit level –Fully integrated with the budget and assessment processes Standard format of top 5 goals and metrics Core set of campus- level indicators (10- 12) with targets Fall 2009  Limited data availability/ “consumability “ Metrics Data  Data collection beginning/ annual report creation  Streamlined data collection and assessment processes

27 Key Messages  Strategic planning is a necessary and continuous process  Strategic planning and resource allocation decisions will be aligned  The strategic plan is a “directional” document  The strategic initiatives are dynamic and the priorities are driven by vision and energy of faculty and staff  Progress indicators (i.e., metrics) enable us to identify achievements and address barriers  Opportunities exist for all to participate

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