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

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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

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Strategic Planning Framework

Vision

Values

Goals

Strategic 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

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Campus Vision & Goals

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

Preeminent Public Research Institution

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Strategic Planning Framework SummaryStrategic Planning Framework SummaryPreeminent Public Research InstitutionVision

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 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

• 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 needs2

• 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

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College/ Unit Level Plans

Campus’Strategic

Goals

Academic excellenceLeadership for

the 21st centuryTransformative

learning environmentBreakthrough knowledge

and innovationAccess to the Illinois

experience

• Goal 1College/ Unit Goals

• Goal 2 • Goal 3 • Goal 4 • Goal 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.)

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Common Framework to Assess Strategic Plan Progress

Goal Metric

What are your unit’s goals and how would you know whether you are making progress towards them?

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Strategic Plan Resources

www.strategicplan.uiuc.edu

– 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:

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Annual Report of Strategic Plan ProgressAnnual 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

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Campus Strategic Reports of ProgressCampus Strategic Reports of Progress

Progress Indicator Trend Summary % of Students with a Global Experience

Neutral 28.6% of students obtained a global experience - this is the first year this information has been obtained

% of Students with a Research Experience

Positive 39% of students participated in a research or creative experience - an upward trend over the past three years

Student Placement Percentage Neutral 46.4% 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 Rate Positive 81.8% 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 Rate Positive 93% of students are retained between their Freshman and Sophomore year. Retention rates within the same college vary greatly (66.7-89.8%)

Undergraduate Graduation Rate The overall six-year graduation rate continues to increase and is currently at 81.8%. Business has the highest graduation rate at 88.1%. Aviation continues to lag behind the campus average at 73.8%, but has made progress.

Six-year Graduation Rate

80.8% 80.7%81.7% 81.5% 81.8%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

2003 2004 2005 2006 2007

Year Graduated

Graduation Rate (Year Graduated 2007)

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

Busin

ess

ACESAHS

Educa

tion

Total

Campu

sFAA

Engine

ering LA

S

Aviatio

n

Six-year Graduation Rate by College

Graduated from Any UIUC college

2003 2004 2005 2006 2007

Business 85.3% 89.0% 89.9% 90.9% 88.1%

ACES 84.3% 81.5% 84.2% 80.6% 86.4%

AHS 88.1% 84.6% 80.7% 81.7% 84.7%

Education 81.5% 85.7% 85.2% 85.1% 83.6%

Total Campus 80.8% 80.7% 81.7% 81.5% 81.8%

FAA 79.5% 78.9% 80.7% 80.7% 81.4%

Engineering 82.0% 83.1% 82.9% 82.0% 80.6%

LAS 78.8% 78.5% 79.8% 79.8% 80.1%

Aviation 63.6% 65.8% 71.8% 75.7% 73.8%

ExternalInternal

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Internal Report

Progress Indicator Trend Summary

% of Students with a Global Experience

Neutral 28.6% of students obtained a global experience - this is the first year this information has been obtained

% of Students with a Research Experience

Positive 39% of students participated in a research or creative experience - an upward trend over the past three years

Student Placement Percentage Neutral 46.4% 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 Rate Positive 81.8% 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 Rate Positive 93% of students are retained between their Freshman and Sophomore year. Retention rates within the same college vary greatly (66.7-89.8%)

Goal: Leadership for the 21st Century

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Internal Report: Graduation Rate Analysis

Six-year Graduation Rate

80.8% 80.7%81.7% 81.5% 81.8%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

2003 2004 2005 2006 2007

Year Graduated

Graduation Rate (Year Graduated 2007)

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

Busin

ess

ACESAHS

Educa

tion

Total

Campu

sFAA

Engine

ering LA

S

Aviatio

n

Six-year Graduation Rate by College

Graduated from Any UIUC college

2003 2004 2005 2006 2007

Business 85.3% 89.0% 89.9% 90.9% 88.1%

ACES 84.3% 81.5% 84.2% 80.6% 86.4%

AHS 88.1% 84.6% 80.7% 81.7% 84.7%

Education 81.5% 85.7% 85.2% 85.1% 83.6%

Total Campus 80.8% 80.7% 81.7% 81.5% 81.8%

FAA 79.5% 78.9% 80.7% 80.7% 81.4%

Engineering 82.0% 83.1% 82.9% 82.0% 80.6%

LAS 78.8% 78.5% 79.8% 79.8% 80.1%

Aviation 63.6% 65.8% 71.8% 75.7% 73.8%

Graduation Rate 2006-07

93% 87% 85% 82% 79% 74% 72% 71% 70% 66% 61%

0%10%20%30%40%50%60%70%80%90%

100%

Northw

este

rn

Mich

igan

Penn

State

Illinio

is

Wisc

onsin

Mich

igan

State

India

na

Ohio S

tate

Purdu

eIo

wa

Minn

esot

a

Peer Benchmarking Historical Trends

Internal Comparison Internal Comparison- Trends

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Areas of Strength- UG Student DiversityAreas of Strength- UG Student Diversity

Illinois Trends Peer Benchmarks

% of Underrepresented Undergraduate Students (2006-07)

14.5%

12.3% 12.0% 11.6%10.2%

8.4%7.3% 7.0% 6.8% 6.3%

5.2%

0.0%2.0%4.0%6.0%8.0%

10.0%12.0%14.0%16.0%

Illinio

is

Mich

igan

Northw

este

rn

Mich

igan

State

Ohio S

tate

Minn

esot

a

Penn

State

India

na

Purdu

e

Wisc

onsin Io

wa

Undergraduate Underrepresented Students

13.4% 13.2%

14.0% 13.9%14.1%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

11.0%

12.0%

13.0%

14.0%

15.0%

2003 2004 2005 2006 2007

Year

4,037 3,923 4,022 4,331 4,264

Key actions taken: Implemented transfer student initiative to increase this student

population Initiated Inclusive Illinois

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Areas For Improvement- Sponsored ResearchAreas For Improvement- Sponsored ResearchIllinois Trends Peer Benchmarks

Total Sponsored Research and per Faculty FTE

100000

150000

200000

250000

300000

350000

2002-03 2003-04 2004-05 2005-06 2006-2007

Year

Sp

on

sore

d R

esea

rch

($0

00)

100000

110000

120000

130000

140000

150000

160000

170000

180000

Sp

on

sore

d R

esea

rch

per

F

acu

lty

FT

E (

$)

Sponsored Research Sponsored Research/ Faculty

Institution Sponsored Research Expenditures ($000)

Wisconsin 608,063

Michigan 647,078

Ohio State 548,948

Penn State 527,063

Minnesota 487,096

Illinois 325,724

Northwestern 311,777

Purdue 258,311

Michigan State 242,091

Indiana 234,539

Iowa 255,337

Institution Research per Faculty FTE ($)

Michigan 325,165

Wisconsin 308,818

Penn State 293,302

Minnesota 287,542

Ohio State 250,547

Iowa 231,914

Illinois 170,447

Indiana 170,202

Purdue 142,399

Michigan State 115,336

Northwestern N/A

Key actions taken: Implemented Illinois Informatics Institute Designed the Division of Biomedical Sciences

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Campus Profile Data

URL: http://www.dmi.uiuc.edu/cp/

19

Campus Strategic Indicators

20

Unit-Specific Metrics

21

Unit-Specific Metrics

2222

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

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Campus’ Strategic Planning/ Budgeting Timeline- Ongoing

DecFebJan Mar Apr May June July Aug Sept Oct Nov

D. Deliver B

OT report o

f stra

tegic plan progress

A. Send stra

tegic measure data to

colleges/units

F. Update “Campus Profile

”

with stra

tegic metric

s data

H. Publish campus’ annual report

Budget discussions

B. Set c

ampus prioriti

es at stra

tegic 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)*

ResponsibilityA. Provost’s officeB. Chancellor, Provost, Vice Chancellors and Full Council of DeansC. Provost’s officeD. Chancellor & Provost’s officeE. Individual colleges/unitsF. Provost’s officeG. Provost’s Office H. Chancellor & Provost’s office

*- As necessary

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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

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Select Strategic Priorities for AY 2008- 2009Select Strategic Priorities for AY 2008- 2009

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

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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 (40- 50 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 (15- 20 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

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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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