UNIVERSITY OF ILLINOIS AT CHICAGO Board of Trustees Retreat July - PowerPoint PPT Presentation

UNIVERSITY OF ILLINOIS AT CHICAGO Board of Trustees Retreat July 20, 2011 1

UNIVERSITY OF ILLINOIS AT CHICAGO You may recognize some of our brands 2

UIC Strategic Plan Goal als: 1. UIC will offer an outstanding education at all levels to a diverse student body. 2. UIC w ill excel as an internationally recognized center for research and creativity. 3. Through our Great Cities Commitment, UIC will engage with the people, communities, and institutions of Chicago and other great cities of the world in ways that transform lives. 4. UIC will build areas of excellence in disease prevention, health promotion, patient care, education, and research within a highly competitive health care market. 5. UIC will be a destination where students, faculty, and staff want to study, work, and live, attracting visitors from around the world. 6. UIC w ill secure the resources needed to achieve its goals from a w ide variety of sources and use those resources w isely. 7. UIC will implement a comprehensive marketing and public relations program to increase its visibility and improve its image among key external constituents. 3

UIC Strategic Plan GOAL 2 UIC w ill excel as an internationally recognized center for research and creativity by advancing and disseminating know ledge w ithin and across disciplinary boundaries and by translating discovery into application, practice and market place. Her ere e ar are e the e met etrics we e used ed to as ascer ertai ain whet ether er or not we’ e’ve e met et our objec ectives es for or t this goa goal: • Total R&D funding and growth broken down by funding source • Reputational measures of faculty achievement, publications, citations, fellowships, prizes and other recognition • Number and significance of external partnerships and collaborations • Number of patents awarded • Royalty income from UIC intellectual property 4

DECENTRALIZED FISCAL RESPONSIBILITY • The The C College’s annua nnual budg budget is de define ned • The The C Cha hanc ncellor / Provost conv nvey campus pus pr priorities • The D e Dean eans d def efine e the m e mean eans by which t thei eir c colleg eges es meet eet t thei eir b budget et tar arget ets an and ac achiev eve e cam ampus pri riori riti ties • Each h college de develops ps its o own n solut ution ba n based o d on n its mission, n, cul ultur ure, i inc ncome a and nd expe pendi nditur ures 5

DECENTRALIZED FISCAL RESPONSIBILITY Exam ample: e: LAS ss  Divest Asse ssess st 2000 2000–201 2010 0 - LAS dec ecreas eases es ten enure e system em fac aculty by 65 65 FTE; 16% 16% from 412 412 down to 347; 347; $4, $4,500, 500,00 000 2010 2010 - LAS dives ests $880, $880,000 000 Scho hool of Li Literatur ure, Cul ultur ural Studi udies & Li Ling ngui uistics Cen entral alized ed s ser ervices es e  Invest Def efine st 2010 2010–201 2011 - LA LAS conduc nducts int nterna nal Acade demic Priorities study udy - UIC conduc nducts ful ull campus pus Acade demic D Directions ns S Study udy - LAS prep epar ares es t to hire e ~20 20 new ew fac aculty in spec ecific ar areas eas of ex excel ellen ence an and spec ecific ar areas eas of need eed 6

ASSESS  DIVEST ARR: DEFINE  INVEST • Shrink the Footprint • Enhance Excellence • Enhance Access and Success 7

ONGOING COST SAVING INITIATIVES Recurring Cost Savings Category Prior FY 2009 FY 2010 FY 2011 Projected Administrative cost reductions: Shared service centers $418,500 $600,000 $607,601 $789,181 $579,757 Purchasing/procurement (iBuy) $3,000,000 tbd Eliminate senior administrative positions $580,000 Facilities Management $750,000 Information Technology (IT) $695,619 $363,927 $28,400 Academic program cost reductions $330,000 Other program closures $640,000 Avoided Costs: Financial Aid $4,400,000 Utilities $1,000,000 TOTAL $748,500 $1,295,619 $1,937,601 $5,793,108 $5,008,157 8

ACADEMIC DIRECTIONS I 2010 – 2011 Rat ate acad e academ emic c qual ality an and co contribution of 91 91 units s in 12 12 co colleg eges es based ased on: • Per erforman ance ce I Indicat cators f s from I Inst stitutional al Resear esearch ch • Facul ulty a and nd Uni Unit Benc nchm hmarking ng f from Acad cadem emic A c Anal alytics cs • Unit S Uni Sur urveys 9

Perf rforma rmance Indicators rs fro rom m Institutional al R Res esear earch 10

Facul ulty y and nd Uni nit Benc nchm hmarking ng from Aca cademic c Analytics cs Per ercen entile R e Ran ankings 100 th per 100 ercen entile 50 th per 50 ercen entile e Book ooks Facul ulty ty R Research h Produc ducti tivity ty Dept pt r rank nking ng 1 # ntile # Awar ards Jour urna nal 2 Publ ublications ns Quint Dep ept 1: 1: 3 Qui 4 5 Cita tati tions Grants Gr ts 1 2 3 4 5 6 # of Fac # o aculty Book ooks 1 # ntile # 2 Awar ards Jour urna nal Quint Dep ept 2: 2: 3 Publ ublications ns Qui 4 5 Cita tati tions Gr Grants ts 1 2 3 4 5 6 # o # of Fac aculty 11

Academic Analytics uses UIC and MIT as their case studies Acad adem emic Anal alytics b bec ecam ame f e fas ascinat ated ed with our Aca cademic D c Direct ctions p s proce cess. ss. UIC w was as as asked ed t to s ser erve e as as a a cas ase s e study by Acad adem emic A Anal alytics an and to pres esen ent at at its r reg egional al meet eeting. M IT w was as t the o e other er cas ase s e study. 12

3. M ission R 3. Rel elev evan ance e from a a Unit S Study SCHOOL OF ART AND DESIGN Analysis The School of Art and Design is an outstanding academic unit with clearly articulated vision and mission statements that align well with the mission of the university, and that emphasize collaborative research and creativity, as well as engagement with the public sphere. In addition, the school is devoting strategic consideration to potential areas of focus and growth. Sam ample U e Unit Rep eport The unit clearly is an asset to UIC, with numerous strengths in both its educational and scholarly activities • The faculty comprises an outstanding group of professional artists and designers who have achieved a high level of recognition, including numerous prestigious awards ( e.g., Guggenheim Fellowships). • Both the Art and Design programs are well connected to UIC’s urban mission and emphasize engagement with the community. The school has forged strong corporate linkages and collaborations. • The Art Program maintains a unique educational niche based on its commitment to Recommendations contemporary issues. • The Design Program strongly emphasizes industrial design, setting it apart from most The School of Art and Design is a spire of excellence at UIC and merits further other programs, which emphasize graphic design. investment. Building on collaborative strengths that may also bring opportunities for external • The school sponsors several innovative programs, including the “Design for Democracy” initiative, which demonstrates robust collaboration and a commitment to the essential role funding is one option for the future that should be explored. Attention should also be paid to of design in positive social and political transformation. • The school is strongly involved in diversity and urban issues. Women and minorities both increasing the visibility and prominence of the unit within UIC. are well represented on the faculty and in the student body. • Student enrollment has grown slightly over the past few years; the increase in MFA enrollment is larger, proportionally, than the increase in undergraduate enrollment. • Art and design classes serve far more students than are involved in the majors. • The school collaborates with multiple units on campus, and is a strong player in the UIC Innovation Center. • The school has built a history of successful products, both in design and art. Recommendations The School of Art and Design is a spire of excellence at UIC and merits further investment. Building on collaborative strengths that may also bring opportunities for external funding is one option for the future that should be explored. Attention should also be paid to increasing the visibility and prominence of the unit within UIC. 13

Next Step: ACADEMIC DIRECTIONS II 2011 – 2012 • Strategic Plan • Centers and Institutes • Infrastructure 14

Repur purpo posed I d Inv nvestment nt i in n Interd rdisciplinary P ry Pro rogra rams ms • Cen enter er f for Clinical al an and Tran anslat ational al S Scien ence • Can ancer er C Cen enter er • Bi Bio-engin ineerin ing I Init itia iativ ive • Lab aborat atory of Integ egrat ated ed N Neu euroscien ence • Inno nnovation C n Cent nter • Ins nstitut ute for Research o h on R n Race a and P nd Publ ublic Policy • Chancellor’ r’s Discovery ry Pro rogra ram f m for M r M ulti ti- dis iscip iplin linary P Pilo ilot Research Proje jects 15

Inv nvestm tment i nt in n Stude tudents nts • Chan ancel ellor’s S Supplem emen ental al Grad aduat ate e Fello llowship ips • Chan ancel ellor’s U Under ergrad aduat ate R e Res esear earch A Awar ards • Cha hanc ncellor’s P Publ ublic Polic licy F Fello llowship ips 16