august 18, 2008 stig lanesskog, assistant provost for strategic planning and assessment
TRANSCRIPT
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
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
7
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
8
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
9
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.)
10
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?
11
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:
12
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
13
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
14
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
15
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
16
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
17
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
18
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
23
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
2424
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
2525
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
2626
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
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
28