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College of Human Medicine

College of Human Medicine. Executive Committee & Department Administrators Group Presentation. May 2006. BOLDNESS BY DESIGN. Strategic Imperatives. Expand International Reach. Enrich Community, Economic, and Family Life. Enhance the Student Experience. Strengthen Stewardship.

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College of Human Medicine

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  1. College of Human Medicine Executive Committee & Department Administrators Group Presentation May 2006

  2. BOLDNESS BY DESIGN

  3. Strategic Imperatives • Expand International Reach Enrich Community, Economic, and Family Life Enhance the Student Experience Strengthen Stewardship Increase Research Opportunity

  4. Strategic Imperatives Community, Economic, and Family Life Student Experience Quality Connectivity Inclusion Research Opportunity International Reach Stewardship/Diversity

  5. Institutional TransformationLand Grant  World Grant 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

  6. Institutional TransformationLand 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

  7. 2005-06 TRANSFORMATIONALACTIVITIES: 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

  8. 2005-06 TRANSFORMATIONALACTIVITIES: What We’ve Been Doing& Where We Want to Go • Provide overarching framework for the university’s engagement on the global stage in the 21st century • Re-envision the annual budget process for the university

  9. 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.

  10. Institutional TransformationLand 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.

  11. 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 Families and Communities Renewable Resources (Biomass) Cross-Unit Initiatives

  12. 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

  13. 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

  14. Institutional TransformationLand 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

  15. 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

  16. 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

  17. CONSISTENCY WITH UNIT STRATEGIC DIRECTION BREADTH OF IMPACT ROBUST METRICS EASE OF IMPLEMENTATION SUSTAINABILITY: Financial and Operational CRITERIA FOR ASSESSING REQUESTS: Factors for Success

  18. CRITERIA FOR ASSESSING REQUESTS: Factors for Success • SYNERGY WITH RESEARCH “GEMS”/THEMES • CAPITALIZE ON STRENGTHS • SOLUTION-ORIENTED • COHERENCE WITH BBD IMPERATIVES • ACADEMIC REPUTATION

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