4 Enhance the Student Experience Enrich Community, Economic, and Family Life Expand Internation al Reach Strategic Imperatives Increase Research Opportunity Strengthen Stewardshi p
5 Strategic Imperatives Student Experience Stewardship/Diversity Research Opportunity International Reach Community, Economic, and Family Life QualityConnectivityInclusion
6 Institutional Transformation Land Grant World Grant THE DRIVERS : Strategic Planning Strands THE DRIVERS : Strategic Planning Strands Conceptual Framework for Academic Planning driven by Boldness By Design Strategic Indicators through 2012 Long Term Financial Framework Accreditation Recommendations 2020 Campus Master Plan
7 Institutional Transformation Land Grant World Grant THE DRIVERS : Strategic Planning Strands Operational Indicators Metrics: University-Level; Unit-Level Enrollment Planning Institutional Capacity Assessment Research Activity Strategic Partnerships Financial Solvency and Independence
8 2005-06 TRANSFORMATIONAL ACTIVITIES : What We’ve Been Doing & Where We Want to Go Invested over $10 million in academic programs: The Quality Fund Successful 10 year re-accreditation by North Central Accreditation Ground discussion of institutional measures of progress that can be used to assess whether we are on the way to achieving our goal of becoming a world-grant university and a leading land-grant research university by 2012
9 2005-06 TRANSFORMATIONAL ACTIVITIES : What We’ve Been Doing & Where We Want to Go Provide overarching framework for the university’s engagement on the global stage in the 21 st century Re-envision the annual budget process for the university
10 Institutional Transformation: What We’ve Done in the Past Build upon & promote interdisciplinary and cross- unit collaborations low entry barriers Strengthen the undergraduate experience Strengthen liberal arts and sciences Expand undergraduate living & learning options Strengthen and enrich graduate education and research Improve acquisition, use and allocation of resources.
11 Institutional Transformation Land Grant World Grant Institutional Transformation Land Grant World Grant The Provost is the architect for the implementation of BbD strategic planning. Colleges and academic units provide the intellectual foundation, innovation, energy and knowledge generation.
12 Provost Planning Themes The academic plan is the “hope for the future”. Identify and acknowledge areas of excellence for the university: Research “Gems”: Environmental Science & Policy Health & Biomedical Research Health & Biomedical Research Families and Communities Families and Communities Renewable Resources (Biomass) Renewable Resources (Biomass) Cross-Unit Initiatives Cross-Unit Initiatives
13 Provost Planning Themes The University must have strong disciplines in order to have strong interdisciplinary programs Best route to success is strategic funding selective investments vs. widely distributed/”equitable” investments Recognition that University must achieve multiple missions of teaching, research & outreach
14 Provost Planning Themes Realities and Challenges Reality: Declining state support will only continue Challenges: How to move from land grant world grant in environment of scarce resources
15 Institutional Transformation Land Grant World Grant What We Need to Ask Ourselves Whether program & resource allocation decisions need to be altered How we organize for optimal outcomes How we can create conditions to diversify our revenue stream and make ourselves more financially self-supporting How to improve our competitive position by acting boldly rather than retrenching
16 Provost Planning Themes Revisioning Budgeting/Resource Allocation Process Summer phase where Provost will provide deans and academic directors with general sense of academic direction and the University’s academic foci and priorities for coming year Fall semester strategic planning phase connected to a spring budget planning phase Some revisions to process have been tested in Spring 2006 Metrics and goals associated with BbD to provide basis for accountability
17 Provost Planning Themes Objectives of Revised Budgeting Process Simplification Focus budget planning on strategic, long-term issues Incorporate a multi-year planning horizon into annual planning Connect resource allocation decisions to strategic priorities Strengthen accountability
18 CRITERIA FOR ASSESSING REQUESTS : Factors for Success CONSISTENCY WITH UNIT STRATEGIC DIRECTION BREADTH OF IMPACT ROBUST METRICS EASE OF IMPLEMENTATION SUSTAINABILITY: Financial and Operational
19 CRITERIA FOR ASSESSING REQUESTS : Factors for Success SYNERGY WITH RESEARCH “GEMS”/THEMES CAPITALIZE ON STRENGTHS SOLUTION-ORIENTED COHERENCE WITH BBD IMPERATIVES ACADEMIC REPUTATION