Integrated Planning, Assessment and Resource Allocation at UGA

1. Integrated Planning, Assessment and Resource Allocation at UGA • Five-Year Program PlanningPhase 2 • June 29, 2005 9-10:30am • Presented by: • Office of Institutional Effectiveness • Bob Boehmer • Sue Achtemeier • Presented for: • University of Georgia Libraries

2. Materials for discussion today • Guidelines for “phase 2” five-year program plans • Examples of 3 five-year plans from “phase 1” • Terry College • College of Pharmacy • Honors • Plus corresponding annual reports by these units • Analytical framework used by Strategic Planning Committee in reviewing phase 1 plans • Best Practices observed by Strategic Planning committee in phase 1 • 2004 Annual Reports for each of those units

7. Topics Covered Today • Where is UGA now in the strategic planning process? • Reasons for initiation of Five-year program planning process • Key elements of the Five-year program planning process • The role of UGA Libraries in this process

8. UGA: Recent History • 1999-2000 • UGA adopts “Strategic Plan for the 21st Century” • “planning units” each adopt 10-year plans • Institutional plan then adopted – three strategic directions; • New learning environment • Research investment • Globalization • “Bottom-up” approach • UGA completes alternative model Self-Study in preparation for reaffirmation of accreditation • Compliance review; plus • Improving the Undergraduate Experience

9. UGA’s Strategic Goals Established in 2000 • “To Teach, To Serve and to Inquire into the Nature of Things” • Building the new learning environment • Research Investment • Competing in a Global Economy • See annual updates www.uga.edu/effectiveness/sp.html • See annual reports of institutional progress www.uga.edu/effectiveness/ip.html • Institutional benchmarks adopted

10. Building the New Learning Environment

11. Research Investment

12. Competing in a Global Economy

13. UGA Fully Satisfied All SACS Recommendations – Accreditation Was Reaffirmed • A number of these recommendations involved “institutional effectiveness” – i.e., you must plan, assess and close the loop • E.g., our new support unit review process • E.g., assessment of general education

14. If we just finished all of that, why more now? • Some possible reasons: • Even though we all know that this is a great institution, we still want to improve and respond to changing needs • Current strategic plan is not optimal tool for internal decision-making • Desire to assure that resource allocation is based on need/performance, not history • Assessment processes are not coordinated • Increasing demands for public accountability • Including the next SACS cycle in 2009-2010

15. … but, I thought we just finished the SACS process … • New SACS Principles and process are now in place • Quality Enhancement Plan; and • Compliance Certification Process • We must accomplish the following if we are going to be ready for 2009-2010 • Integration of data systems • Web-enable our systems • Integrate planning, assessment, resource allocation • “closing the loop”

16. Coordination of which assessment processes?

18. And furthermore …. why Five-Year Program Planning? • Didn’t You Just Tell Us We Already Have a Strategic Plan for 2000-2010?

19. National trend toward focus on outcomes • Examples: • Current debate in Congress over reauthorization of Higher Education Act • Central role of outcomes in accreditation standards of SACS (newly adopted Principles of Accreditation) • Measuring Up 2004, National Center for Public Policy and Higher Education • Note the focus on the benefits a state receives from having a more highly educated citizenry • Note the focus on measuring how well graduates can perform complex tasks and solve problems

21. Need for a more comprehensive set of measures • Do we need to adopt a more comprehensive set of measures in light of current scenario? • Sufficient guidance for internal decisions? • Adequate response to external accountability demands? • Sufficient focus on outcomes? • We have made significant strides since 2000. How do we sustain momentum in light of current budget constraints?

22. Overall Purposes of the Five-Year Planning Process • Internally useful process (operationalize) • An integrated process (multi-year) • Planning • Assessment • Resource allocation • Move toward forefront of disciplines in five-year cycles

23. Key Elements of Five-Year Program Planning • Institutional and Unit Performance Measures are both: • top down (some measures across the board) • and bottom up (some measures discipline specific) • Meant to be useful, but cannot be formulaic: • tied to overall institutional priorities • Aims to reduce overall administrative burden

25. How can an additional process reduce the administrative burden? • Coordination of various existing processes • Discuss recent changes in annual reporting process

26. So, Bob, that was so much fun --- we’d like to do it again? • Don’t you have some really cool 4-color slides or something like that? • Since you asked ….

30. How do UGA Libraries fit into this Five-Year Program Planning Process? • FY 2005 - “phase 1” involving the academic units and certain centers/institutes • Other units will complete plans in FY 06 • Focus on the flexibility which is included in the guidelines by design • What, in your professional judgment, is necessary to put your unit at the forefront of your area in 5 years?

31. Beyond the Crossroads “The nation faces a clear choice about the future of the public university. We can accept the challenge, and the risk, of transforming institutions and policies into new forms more appropriate to the age of knowledge, or we can accept the near certainty of stagnation and decline as the capacity of traditional universities to serve the changing world erodes. The years ahead could represent one of the most exciting periods in the history of higher education if public universities have the capacity, and the will, to respond positively and creatively to the challenges, opportunities, and responsibilities facing our nation. They must demonstrate once again that they are willing to take the actions necessary to serve a changing society, thereby earning the renewed commitment of their many stakeholders.” Duderdstadt and Womack (2003)

32. Thanks for all you do for UGA!