Strategic Plan Progress University of Illinois at Urbana-Champaign

1. Strategic Plan Progress University of Illinois at Urbana-Champaign December 16, 2010

2. Agenda • Overview of strategic planning process • Overview of the campus strategic plan • Areas of focus for the campus • Strategic planning processes in other units and implications for the Library’s process

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

4. Vision Values Goals Strategic Initiatives Strategic Planning Framework “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 Progress Indicators

5. Campus Vision & Goals Preeminent Public Research Institution 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

6. Strategic Planning Framework Summary Preeminent Public Research Institution Vision • Embrace and advance our Land Grant mission • 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 Values • We pursue excellence through the diversity of our students, faculty, and staff • As one campus, achieve comprehensive excellence in the service of Illinois and the nation Strategic Goals Transformative learning environment Leadership for the 21st century Breakthrough knowledge and innovation Access to the Illinois experience Academic excellence • 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 • 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 • 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 • 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 • 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 Strategic Initiatives • Level of deferred maintenance (FCI) • Energy consumption • % of sections with under 20 students • State and tuition expenditures per student • 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 • # 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 • 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 Progress Indicators 1- may include HS rank and ACT & graduate student indicators 2- may be a qualitative measure, illustrated by examples

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

8. Annual Report of Strategic Plan Progress Breakthrough knowledge and innovation Transformative learning environment Access to the Illinois experience Leadership for the 21st century Academic excellence Are we making progress towards our goals? Summary of: • Relative trends • Peer benchmarking • 2013 targets

9. Alignment with Key Initiatives Breakthrough knowledge and innovation Transformative learning environment Access to the Illinois experience Leadership for the 21st century Academic excellence Budget Process Accreditation Self Study Development Campaign 9

10. Areas of Strength • Overall six-year graduation and retention rates • Student and faculty diversity • Research activity • Undergraduate research • Undergraduate student quality • Online education

11. Areas For Improvement • Overall financial situation • Graduation rates of underrepresented groups • Deferred maintenance • Start-up companies and revenues from royalties/ licenses

12. Key Initiatives Resulting from Strategic Plan • UG Research Symposium • Informatics minor • Division of Biomedical Sciences • Utilities cost reduction program • Enhanced, more consistent Honors Program • Campus-wide scholarship program

13. Leadership for the 21st Century- Example of Assessment

14. Leadership for the 21st Century- Example of AssessmentGraduation and Retention Rates Illinois Trends Peer Benchmarks

15. Leadership for the 21st Century- Example of AssessmentUG Research and International Experiences • UG research experiences continue to grow • UG international experiences declined over the prior year

16. Strategic Planning Resources and Reports www.strategicplan.illinois.edu www.quietlychangingtheworld.com

17. Focus areas for the campus • Shared services: More efficient and effective delivery of administrative services (IT, HR, Business and Communications) • Rationalization of cross campus subsidies: Review of budget model and resource allocation mechanisms to realize revenue generation sources (and General Revenue Funds) and the best alignment of financial and human resources across campus • Enrollment targets: Determination of the appropriate UG enrollment targets/profile- a key source of revenue for the campus • Data-driven program review: Development of processes to assess academic and administrative units- PhD program reviews ongoing

18. College/ Unit Approaches to Strategic Planning • Number of individuals involved in the planning stage varies greatly • Executive committees • Equal representation from departments • Key external stakeholders • College/Unit trend data along with peer benchmarks used to calibrate goal setting and targets • Discussion of resources (financial and human) at the center of planning activities • Annual evaluation of strategic plan progress conducted with strong department head/ faculty involvement

19. Strategic Planning Output Strategic Goal Initiatives Metrics “What’s” “How’s” “Impacts”

20. Strategic Planning Output- a made up example Strategic Goal Initiatives Metrics Expand access to digitized collections • Continue digitization of existing Illinois collection • Expand collaborative sharing agreements with CIC school’s digital content • Explore tools for users to access content in alternative forms • Size of digitized collection • Number of new items digitized • Number of digitized items accessed by users

21. Final Considerations • The process is at least as important as the output- process should not be onerous • Data and benchmarking of peers are essential to creating a feasible plan • Financials implications must be discussed