A Vision for Achieving Excellence at Chicago S Public Research University

Focusing on Urban Excellence:

A Vision for Achieving Excellence at Chicago’s Public Research University

2013

Focusing On Urban Excellence:

AVisionforAchievingExcellenceatChicago’sPublicResearchUniversity

The University of Illinois at Chicago is mission and goal directed. Our mission and the Chancellor’s Six Overarching Goals are the foundation for planning and targeted initiatives at UIC, including multi-year commitments of resources.

In addition, our planning is guided by initiatives and priorities set by the University of Illinois central administration, such as the objectives laid out by Vice President for Academic Affairs Christophe Pierre.

I.TheUICPlanningProcess

UIChasevolvedaprocessforplanningthatreflectsboththecampus’sapproachtogovernanceanditsmethodofbudgeting, referredtoasmodifiedResponsibilityCenteredManagement,orRCM. Thisreturns75%oftuition(and85%fordifferentialsandprofessionalprograms)and47.5%oftheICR(Indirect Cost Recovery) tothecollegesandthentaxestothecentertocreatefundingfornewprogramsdirectedfromthecampus level.Thisprocessistransparentandassuresthatthecollegesareawareofandparticipateincampuswideinitiatives.At the same time,ourplanningprocessassuresthatthereverseisalsotrue–thatdecisionmakinginthecollegesisgroundedinadvancingcampuswidegoalsandmission.

Ourplanningprocess hasfourphases:

1.Thefirstisoftenreferredtoas“SharedVisioning.”Theprocess,usuallyledbyacommitteethatrepresentsawiderangeofconstituencies,includestownhalls,invitedfeedback,visitstounits,andsoon.Itisthroughthis“thinking”processandthewritingofa“strategicthinkingdocument”thatthecampusinterpretsitsmission,overarchinggoalsandobjectivesastheyrelatetoaparticularchallenge,suchasdiversityorstudentsuccess.Thesecondphasebuildsfromthestrategicvisiontotheelaborationofastrategicplantorealizethatvision.Becausedecisionmakingoccursatthelevelofthoseunitsthatwillberesponsibleforimplementingtheirdecisions(orinthecaseofcampus-levelplanning,arepresentativecommittee),werefertothisphaseas“ResponsibilityCenteredDecisionMaking.”

2.Thethirdphaserequiresdirectingresources,includingfundsandhumancapital. UIChasadoptedamodifiedversionoftheResponsibilityCenteredManagement(RCM)budgetmodelthatdistributesrevenuestocollegeswithanamountheldbacktofundcentraladministrativeunits.Manydecisionsinvolvingthegenerationandmanagementofresourcesliewiththeacademicleadershipbecausecollegedeansandtheirfacultyareinabetterpositiontounderstandtheimpactofresourceuseandtheconnectionsbetweenbudgetsandprograms.Becauseunitsarechargedwithdirectingfundstoadvancealargervisionwithinthecontextoftheirspecificprograms,thisphasemaybereferredtoas“ResponsibilityCenteredImplementation.”

3.Thefinalphaseassuresaccountability, whichrequiresidentifyingtargetsthatmeasurablyrepresentachievementofgoalsandobjectives.Thesetargetsareoftenderivedfrombenchmarksestablishedbycomparisonwithpeerandaspirationalinstitutions.Werefertothisfourthphaseas“AccountabilityforDecisions.”Aproductofeachphaseisatangiblerecordandguideforthesubsequentphase—usuallyawrittenreportorspecificoutcomesidentifiedthroughtheplanningprocess. Atanygiventime,UIChasavarietyofstrategicinitiativesinvariousphasesofourplanningcycle.The box at right lists many of those conducted over the last several years. Eachisatadifferentphaseandinvolvesdifferentlevelsofinvestmentinhuman,physicalandfinancialcapitaltoimplementavarietyofactionsintheserviceoftheplan’sgoals.Forexample,both theGlobalExcellenceTask Force andSustainabilityStrategic Thinking Advisory Committee arecurrentlyinthe“SharedVisioning”or“strategicthinking”phase.Amongthoseinthe“ResponsibilityCenteredImplementation”phasearetheEnrollmentManagementPlan,DiversityStrategicThinking,andAccesstoExcellenceandSuccess.

II. PursuingUIC’sMissionandtheChancellor’sOverarchingGoals:Whereare wenow?

ThissectionprovidesanoverviewofcurrentinitiativestoadvanceeachoftheChancellor’sOverarchingGoals, shown above on p.2.Itisasnapshot,withcontext,ofwherewearenow.

Goal:Focusonouracademicexcellence,studentaccessandstudentsuccess

Academicexcellencerequiresoutstandingfacultyandstaffwhoworktogetherbothtoadoptlearnercenteredteachingmethodsandinnovativeresearchstrategiesthatimproveteachingandlearning,andtoadvancediscovery.Instructionaltechnologiesandweb-basededucationareamongmanyinstrumentsfacultymayusetoenhancestudents’learningexperience.Forexample,theincreasingavailabilityof“smart”orIntegratedMultimediaLecternclassrooms,suchasthoseinrecentlyrenovatedLincoln,Douglas,andGrantHalls,makesitpossibletointegratethesetechnologiesintoawiderrangeofcourses.Moresophisticatedusesofblendedteachingmethods,suchasso-called“flipped”orinvertedinstruction,willalsobesupportedthroughanewTeachingandLearningCenterandNewFacultyOrientation.Inaddition,thedevelopmentofmoreonlinecoursescanhelptoaddresstheneedsofnotonlythetraditionalstudentbutalsonon-traditionalstudentswhomaynotbeabletoenrollindegreeprogramsbecauseoffamily,workandotherresponsibilities.

Torecruit,developandretainexceptionalfacultyrequiresincentivesandprofessionaldevelopmentthatencouragefacultymembersnotjusttoacceptpositionsbuttospendtheircareersatUIC.Forexample,theClusterHireProgramwillincreasetenuresystemfacultyworkinginnewinterdisciplinaryareas.TheOfficeoftheViceProvostforFacultyAffairsprovidesavarietyofprofessionaldevelopmentactivities,suchasNewFacultyOrientation,theFacultyMentoringProgram,theUnderrepresentedFacultyRecruitmentandRetentionProgram,andtrainingfordepartmentheadsanddeans.Incentivesmayincludedirectresearchsupport(suchastheChancellor’sDiscoveryandInnovationFunds)butcanalsotaketheformofrecognitionforfacultymembers’accomplishments.Teachingandresearchawards,suchastherecentlyestablishedCollegiateProfessorshipProgram(afive-yearrenewableawarddesignationthatprovidestheawardeeanannualstipendandanannualresearchfund)offertangibleacknowledgmentoffacultymembers’merit,aswouldafundraisingcampaigndirectlytargetedatincreasingthenumberofendowedfacultypositions.

DrawingattentiontoUIC’sexcellenceasanoutstandingresearchuniversitywiththenation’slargestmedicalschool,oneofthemostdiversestudentpopulations,andhometointernationallyrenownedfacultyprovidesadifferentkindofincentiveforfaculty,staffandstudents,andatverylittlecost.TheuniversitycandevelopmethodstoinstillandmaintainprideinUICthroughgreaterpublicityaboutfacultyandstaffaccomplishments,successoftranslationalresearchandcommunityengagementprojects,andothercampusachievements.EvenasimplesteplikeencouragingstudentstobecomemoreconnectedtoUICAthleticscanaddtoasenseofinvestmentandprideinthelargerinstitution.Aclimatesurveythatsetsbenchmarkswithtargetedfollow-upgoalscanalsoenhanceUIC’sreputationasafaculty-andstaff-friendlyworkplace,supplementingitsregularappearanceinlistsofthenation’stopuniversitiesforLGBTQstudentsandemployees.

Providingstudentaccesstoahigh-qualityeducationhaslongbeenasignatureofUIC,withmanyprogramsandpartnershipssupportingoutreach,bridgeactivities,andtransferoptions—especiallyforstudentsfromunderrepresentedminoritygroupsandunderservedcommunities.Forexample,theGuaranteedAdmissionTransfer(GAT)programisapartnershipwiththeCityCollegesofChicago,asystemofseventwo-yearcollegesthatguaranteesadmissiontoUICifstudentsfulfillspecificrequirements,includinga3.0GPA.StudentsupportunitssuchasLatinAmericanRecruitmentandEducationalServices(LARES)andtheAfricanAmericanAcademic Network(AAAN)regularlyholdoutreacheventsatareahighschoolsthattargetstudentsfromunderrepresentedminoritygroups.TheUrbanHealthProgram’sEarlyOutreachtargetsstudentsingrades3-12foracademicenrichment,mentoring,andotheractivitiesdesignedtoincreasetheirinterestandsuccessinhealthsciencedegreesandcareers.

TheseprogramsandotherslikethemareintendedtoaugmentUIC’sapplicationyieldthroughvariouskindsofpre-matriculationsupport,identifiedasagoaloftheimplementationphaseof“TheUICUndergraduateStudentSuccessPlan:Step1:Re-imaginingtheFirst-YearExperience,”producedduringtheplanningphaseofAccesstoExcellenceandSuccess.SummerCollege,whichprovidesfreeacademicenrichment,skill-building,andavarietyofpeer-orientedactivities,addressestheneedsofstudentsastheytransitionfromhighschoolgraduationtoenrollment.Evenforoutstandingstudents,however,thecostofattendingcollegecanbeprohibitive.Anewuniversity-widefundraisingproject,AccessIllinois:ThePresidentialScholarshipInitiativeusesmatchinggiftstoincreaseprivatescholarshipdonations.Scholarshipprogramslikethis,whichemphasizemeritwhilestilladdressingneed,willhelpUICcontinuetoattractadiversecommunityofhighachievingstudents.

With studentsuccessasacentralUICpriority,thecampusfocusesoneffortstoincreaseretention,graduation,andpost-baccalaureatesuccessforallstudents.Researchdemonstratesthatfirst-yearperformanceisapredictorofstudentpersistence,and introducingprogramstoimprovefirst-yearacademicsuccessisoneoftheStudentSuccessPlan’sprimaryrecommendations.Meansbywhichthismaybeachievedincludeanewadvisingcenter,thedevelopmentofatargetedfirst-yearcurriculum(thatincludes,forexample,coordinatedcurriculumblocks,first-yearseminars,andchangesinsomeofthestructuralfactorsthatmayimpedestudents),alongwithinstructionalsupportprograms,peermentoring,andotheractivities.Plannedinitiativestofacilitatetransitiontothemajorareanothercomponentofthecampusstudentsuccessstrategythatfocusesonadvisingandco-curricularexperiencestiedtostudents’specificdisciplines.

Weplantoassessstudentsuccessthroughmetricssuchasretentionandgraduationrates,withtargetssetinrelationtoUICpeers.CostsofprogrammaticactivitiesarebudgetedforFY2014throughallocationsforstudentsupportservices,existingacademicadvisingprograms,SummerCollege,awardandgrantsupport,andnewfundingforacentralizedStudentSuccessCenter. Post-graduationsuccesscanbemeasuredintermsofjobplacement,enrollmentingraduateorprofessionalschool,andotherachievementsthatbuildonstudents’successincompletingtheirmajors.Researchhasshownthatengagedexperiencessuchasintern-andexternships, facultymentoring,andundergraduateresearchopportunitiesincreasepost-graduatesuccess—especiallyforURM(underrepresented minority) studentsandSTEMmajors.ProgramslikeUICExperiencegivestudentsthechancetotakepartinco-curricularactivitiesthatcanbedocumentedforjobapplications.Facultymentorsandintern/externsupervisorscanalsoprovidetargetedcareeradvisingthathelpsstudentsfindappropriateemployment.

Goal:Emphasizetransformativeimpactandthesocialgood

AstheChicagoarea’slargestresearchuniversity,UIChasenormousimpactonallaspectsofsociety.ThecampusisproudofitsconnectiontothelegacyofJaneAddamsandHullHouseanditshistoryofcommunityengagement.ThecapacitytousetheresearchandteachingtalentsofUICfacultyandstafftoaccomplishtransformativeimpactandsocialgoodepitomizesthislegacyandisexpressedthrougharangeofinstitutionalcommitments.Forexample,UIChasbeenhighlysuccessfulinincreasingenrollmentanddegreesinSTEMandhealthsciencefieldsandparticularlyincommittingbothinternalandexternalresourcestostudentsfromunderrepresentedgroups.UnitssuchastheUrbanHealthProgramfocusspecificallyonincreasingthenumbersofURMhealthcareprofessionalsandtheuniversity’scharterhighschool,UICCollegePrep,isdevotedtopreparingstudentstopursuehealthsciencedegrees.

OthercurrentprojectsincludeparticipationinthestatewideHealthScienceLearningExchange,whichpromoteswork-basedlearningopportunitiesandcareerguidancethroughastatewidemembernetworkofbusinesses,employerassociations,educationpartners,andotherstakeholders.

Goal:HonorandpartnerwithChicagoandtheStatetoenhancethehumanconditionofitscitizens

OneofUIC’smissionsistocreatenewknowledgethattransformstheworld,andthecampushasaparticularinterestinaffectingthecityandstateofwhichitissuchanimportantpart.UIC’sGreatCitiesCommitmentexemplifiestheintegralrolecommunityimpactandsocialgoodplayinsettingresearchandservicepriorities.TheGreatCitiesInstitute’sOfficeofCommunityEngagementandNeighborhoodHealthPartnershipsepitomizesthis,establishingpartnershipswithorganizationsintheneighborhoodsadjacenttoUICornearUniversity-sponsored,community-basedfacilitiesthatstrengthenthequalityoflifeandneighborhoodrevitalizationthroughresearch,teachingandservices.

Inadditiontothemanyfacultyandstaffwhoserveasconsultantsandthestudentswhointern atpublicagenciesandnonprofitsaroundthestate,departmentsandcollegespartnerwithschools,governmentagenciesandNGOstoprovidetrainingopportunitiesforUICstudentsandservicesforthelargercommunity.Thesepartnershipsareespeciallyevidentinthehealthsciences.TheSchoolofPublicHealth’sUrbanHealthandDiversityProgramOffice,forexample,partnerswithschoolsandpublicagenciesincludingboththeChicagoandIllinoisDepartmentsofPublicHealth.TheDentalEmergencyMedicineResponderTeam(DEMRT)Office,housedintheCollegeofDentistryandsupportedbytheIllinoisDepartmentofPublicHealth,providesservicesduringdeclaredemergenciesandpolicyandmanagementsupportforthestatetorespondtopandemic,forensicandotherneeds.IntheJaneAddamsCollegeofSocialWork,theCentralWestCaseManagementUnitworkswiththeIllinoisDepartmentonAgingChoicesforCaretoprovidecasemanagementtofrailelderlyadultsonChicago’swestside.TheInstituteforHealthResearchandPolicyworkswithavarietyofpartnerstoaddresshealthdisparitiesandpromotehealthybehaviorsinChicagoandthroughoutthestate.

Goal:Fosterdiversityandaglobalperspective

DiversityhasbeenattheforefrontofUIC’sstrategicthinkingandplanningforthelastseveralyears,withacampus-wideinitiativethatculminatedin“AMosaicforUICTransformation,”nowintheimplementationphase,andnewcampus-levelOfficeofDiversity.ThefocushasbeenonincreasingthenumbersofunderrepresentedminorityfacultythroughinitiativessuchastheUnderrepresentedFacultyRecruitmentProgram,andthesuccessofURMstudentsthroughstudentsupportservices,advising,theStudentSuccessPlan,andoutreachprogramssuchasthosedescribedabove.AlthoughUICisalreadyinthe75thpercentileamongitspeersindegreesawardedtounderrepresented groupsandatthetopofitspeergroupinthepercentofunderrepresentedtenuresystemfaculty,effortscontinuetodrivethesenumbershigher.

Thedevelopmentofglobalculture,aglobaleconomy,andaglobalworkforce,alongwithUIC’slocationinoneoftheworld’sgreatglobalcities,makeaglobalperspectiveanecessarypartoffaculty,staffandstudents’experience.UIChasalargenumberofresearchersworkingonglobalissues,includinghealth,post-emergencyreconstruction,andpopulationmigrationandaGlobalExcellenceTaskForcehasrecentlycompletedathinkingdocumentthatisbeingsharedwithimportantChicago-areastakeholders.Partnershipswithfoundations,corporations,academicinstitutions,governmentsandhealthprofessionalshereandabroadwillhelpUICleverageitsglobalpresenceandadvanceitsresearch,teachingandservicegoals.Inaddition,ongoingrecruitmentofinternational(andout-of-statedomestic)studentsaddstothecampus’srichdiversity.

Goal:Growourtranslational,entrepreneurialandengagedresearchanddiscoveryenterprisetoincludemanyapproachestoknowing

TheCenterforClinicalandTranslationalScienceisoneexampleofUIC’scommitmenttomovediscoverybeyondtheboundariesofthecampus.Inaddition,thisyear’sHumanitiesInitiativeonFoodStudies,theNIH-fundedCenterofExcellenceinEliminatingDisparities,theDrugDiscoveryCenter,theLearningSciencesResearchInstituteandmanyothercentersandprojectsdemonstrateourcapacitytomakeconnectionswiththeworldaroundus,whetherthroughtranslation,entrepreneurship,orengagedresearch.Theseprogramsalsobringtogetherdiverseperspectivestocreatenewknowledge—forinstance,communitypartners,healthprofessionals,andacademicresearchersaddressinghealthdisparities.Quantifiablemetricssuchaspatents,startups,licensingrevenueandresearchexpenditures,alongwithqualitativeonessuchasanenhancedreputationforworkingwithcommunities,canmeasurebotheffortsandimpacts.

Goal:Innovatewithintobuildgreaterefficienciesandfuturestrengths

Fiscalconstraintsareonlysomeofthefactorsthatdrivetheneedtocreatesustainableinstitutionalpractices.Recentadministrativereviewtaskforceshavelookedatwaysofbuildingmoreefficientoperationalpracticesinareassuchasrecordsmanagement,whiletheStudentSuccessPlan’srecommendationofgridschedulingwouldalsoleadtoamoreefficientuseofcampusspace.TheUICMasterPlanoffersamapforimprovingcapitalfacilitiesandinfrastructureatthesametimethatAccessIllinoisandthe AlumniVolunteerNetworkpointthewaytocreatingopportunitiesfordonorsandgraduatestoengagewiththeuniversityinavarietyofways.Acommitteeisconsideringnewwaysofunderstandingthenotionof“sustainability”whilestudentsbenefitfromrenovationprojectssuchasLEED-certifiedLincoln,GrantandDouglasHalls.Keytosustainingthephysicalcampusitselfarerenovationandmaintenancenotonlyofbuildinginfrastructure,butalsotherepairandreplacementoffurnishingsandofagingmechanicalsystems.Bydevelopinginnovativeapproachestomattersfromfundraisingtobuildingrepairs,UICcantakeadvantageofnewandexistingsynergiesthatenhanceourroleinthecommunityandourabilitytoserveourdiversestudentconstituencies.

III. AStrategicOutcomesPlan

Preparingthisreportrequiredtakingacross-sectionofthecampus’songoingstrategicplanningprojects,aseachisinadifferentstageofimplementation.We then catalogued currentandbudgetedinitiativesfromtheseplans,alongwiththeirprojectedtargetoutcomes andsoughttoidentifyfromtherangeofinitiativesseveralmajorstrategicgoalsaroundwhichtofocusthiscampus-widestrategicoutcomesplan.

Inassemblingtheplan,wesoughtinputfromateamofstakeholderswhomweassembledfromUIC’smanyconstituencies.ThecommitteeincludedrepresentativeDistinguishedFaculty,FacultySenatemembers,Deans,ViceProvosts,AcademicProfessionalandCivilServiceemployees,students,andalumni.

Tasksforthegroupincludedthefollowing:

1.Reviewcampusobjectives,targetedinitiatives(“ActionItems”),andtargetsincludedintheplantoassuretheyarealignedandthattheyrepresenttheprioritiesofthecampus.

2.Proposeadditionalinitiativeswherefeasiblewithintheconstraintsofthecampus’sresources.

3.ReviewthereporttoassurethatitsubstantivelyconveysbothUIC’spursuitoftheuniversity-wideobjectivesanditsparticularurbanservingorientationinthepursuitofthoseobjectives.

4.Reviewourprogressonanannualbasis.

ThispenultimatepointisparticularlyimportanttothecoherenceoftheUICplananditsvalueforuniversity-wideplanning.Thecampus’smissionandoverarchinggoalswhichguideourplanningareacontextualizedexpressionoftheuniversity’sobjectives.Forinstance,in his list of overarching themes for the University of Illinois, VPPierrearticulatesthreeuniversity-levelobjectivestopromoteacademicexcellence:

Provideaccesstoworld-classundergraduate,graduateandprofessionaleducation
Leadincutting-edgeinstructionaltechnologyandweb-basededucation
Achievebest-in-class,nationalandinternationalrecognitionforacademicexcellence

UICembracesandpursueseachofthese,butintheparticularcontextofanurbancampuslocatedinaglobalcity.Forinstance,forUIC“world-class”meansalearningenvironmentinwhichanextraordinarilydiversepopulationofstudents,manyfromdisadvantagedbackgrounds,fullyreachestheirpotential.Similarly,“cuttingedge”technologyisameanstoachieveUIC’sparticulareducationalmission,while“best-in-class”mustbeunderstoodintermsofourpositionasanurbanservingcampus.

InthefollowingsectionwedetailhowthecampusispursuingeachoftheChancellor’sOverarchingGoalsthroughspecificinvestmentsoverthenextseveralyears.Wedocumentourtargets,anddescribehowwehaveforecastedtheseinvestments.Finally,weshowthealignmentbetweentheChancellor’sOverarchingGoalsandtheuniversityobjectivesoutlinedinVice PresidentPierre’sletter.

IV.ALIGNING UIC’S GOALS WITH UNIVERSITY OF ILLINOIS OBJECTIVES

A key part of this project was to understand UIC’s mission, goals and ongoing strategic initiatives in relation to the University of Illinois’s objectives—and vice versa. To accomplish this, we created tables that listed the objectives outlined in Vice President Pierre’s letter, how those objectives are contextualized at UIC, and how they align with individual goals laid out by Chancellor Allen-Meares. From here we created specific action items and identified current dashboard indicators and 3- and 5-year targets to use as metrics, and wherefinancialinvestmentsarerequiredthefundingprocess (reallocation,existingfundingstream,oranticipatednewsourceofrevenue). This data was then organized according to three categories that reflect the fact that all of the campus initiatives are clustered around these priorities:

StudentSuccesstoMeetSocietalNeeds
Translational,EntrepreneurialandEngagedResearch
InstitutionalSustainability

To make this process clear, the tables below present examples from each of these three categories, showing how specific university objectives are contextualized at UIC, aligned with particular campus goals, and translated into action items with measurable targets and identifiable investments. (For those who would like to review the tables in more detail, the complete set is available here.)

Following these examples, we discuss the three priorities, identify some of the challenges urban serving universities like UIC face and the funding sources we will use to meet those challenges. We conclude this report by returning to the original request to which this report responds and how we intend to track our progress in meeting both university and campus goals over the next five years.

Vice President's Objective / As contextualized at UIC: / Priorities from Chancellor's Overarching Goals / Action Items / Metrics / Financial Forecasting
Dashboard Indicators 2012 / 3-Year Targets / 5-Year Targets
STRATEGIC GOAL #1: STUDENT SUCCESS TO MEET SOCIETAL NEEDS
Provide access to world-class undergraduate, graduate, and professional education / For UIC, "world-class" means a learning environment in which an extraordinarily diverse population of students many from disadvantaged backgrounds, fully reaches its potential / Student Success / Improve first-year academic success: targeted first-year curriculum, instructional support programs, peer mentoring, Summer College / First-to-Second Year Retention Rate: 78% (2012) / First-to-Second Year Retention Rate: 82% (2015) / First-to-Second Year Retention Rate: 85% (2017) / Student advising initiative: $1M budgeted Summer College: $292.3K recurring cash
STRATEGIC GOAL #2: TRANSLATIONAL, ENTREPRENEURIAL, AND ENGAGED RESEARCH
Strengthen innovative research in core and emerging areas, both basic and applied programs / Much innovation in emerging areas crosses disciplines and engages partnerships. UIC’s success in the research enterprise has been closely tied to building interdisciplinary partnerships and community engagement / Translational, entrepreneurial and engaged research and discovery / Grow our research and discovery enterprise to include many approaches to knowing Humanities Initiative: Food Studies; Center for Excellence in the Elimination of Disparities; Advanced Chemical Technology Building; Chancellor's Innovation & Discovery Funds / R&D expenditures: $381M (FY 2011)
Federal research expenditures: $249M (FY2011) / R&D expenditures: $408M
Federal research expenditures: $260M / Maintain upward trajectory / Humanities Initiative: $114K cash
Innovation Fund: $2M/yr for 5 yrs recurring royalty income
STRATEGICGOAL #3: INSTITUTIONAL SUSTAINABILITY
Restore and maintain quality facilities / UIC seeks to enhance and maintain an urban built environment that accommodates, supports and inspires a diverse population of students with a wide range of learning needs / Future strengths / Address deferred maintenance Sustainability Committees; Campus Master Plan; IT & data security strategic planning; classroom renovation projects; ongoing Campus Auxiliary Services; facility upgrades / Campus investments in capital facilities / Cumulative
$26,955,000 / $46,755,000 / AFMFA (budgeted)
$42,000,000 / $80,000,000 / Campus R&R (budgeted)
$3,000,000 / $5,000,000 / Campus Appearance & Beautification (budgeted)

StrategicGoal#1:StudentSuccesstoMeetSocietalNeeds

Tomaintaintheirrelevanceandjustifytheircosts,urbanservinguniversitycampusesmustcommittothesuccessoftheirstudents,assuretheyarecareerreadywhentheygraduate,andpreparethemforarapidlychangingeconomywithappropriatetechnologicalskillsandacapacityforself-directedlifelonglearning.Furthermore,theymustdosodespitethefactthatmanyoftheirstudentsarriveunderpreparedforhighereducationandwithcompetingprioritiesoftenrelatedtofinancialhardship,familyresponsibilities,andlimitedcommunitysocialsupport.UIChasavarietyofstrategiesinplaceorforthcomingtoaddresstheseneeds.Theseinclude

effortstomaximizethenumberofadmissiblestudentsthroughpipelineandearlyoutreachprogramsandtoincreasemeritbasedscholarshipsupportforhigh-achievingminoritystudents;
initiativestoprepareat-riskstudentsthroughpre-matriculationexperientiallearningandacademicactivitiesandtosupportthemintensivelyduringtheirfirstyearthroughintrusiveadvisingandtutoring;and
facultydevelopmentthatincludesarigorousorientationprocessfornewfacultytotheirroleasfacilitatorsoflearningatadiversecampusandplansforaTeachingandLearningCentertofacilitateadoptionofstudentcenteredinstruction.

Theseinitiativesarefundedthroughre-allocationsfromthecolleges,basedonUIC’smodifiedRCMmodel,asdescribedabove,whichreturnsmosttuitionandalmosthalfofICRtothecollegesandthentaxestothecentertocreatefundingfornewprogramsdirectedfromthecenter.Forinstance,the$1Mbudgetedforthestudentsuccessinitiativecomesfromthecollegesthemselves.

StrategicGoal#2:Translational,Entrepreneurial,andEngagedResearch

Whilemanyurbanservinguniversitieshavefocusedincreasinglyonstudentsuccess,fewhaveclimbedashighintheresearchrankingsasUIC.Apartfromtherecruitmentofoutstandingresearchtrainedfaculty,thebiggestdriversofexternalsupporthavebeenourinvestmentsintheResearchResourcesCenter(RRC),whichsupportshigh-technologyequipmentforusebyresearchfacultyandstaff,alongwithcomputationalandstatisticalservices.Lastyearalone,RRC-supportedresearchgrantstotaled$159.6M,andtotalin-housefundsforPIsusingtheRRCwereover$550M.Hencewewillcontinuetodirectover7.8%ofICRtotheOfficeoftheViceChancellorforResearch,whichoverseestheRRC.AnothermajorinvestmentisourAdvancedChemicalTechnologyBuilding,whichwillprovidelaboratories,offices,conferenceroomsanda100-seatauditoriumforfacultyinbiology,chemistryandphysics.

TheChancellor’sInnovationandDiscoveryFundshavealsoyielded$4foreverydollarinvested,demonstratingthetranslationalandentrepreneurialpotentialofthefacultyonourcampus.Inaddition,weareinvestinginournon-basicscienceresearchportfoliothroughtherecruitmentofinterdisciplinaryclustersofnewfacultyhiresthatarepredominantlyinthehumanitiesandsocialsciences.InadditiontocreatingnewknowledgeinareasofhighimportanceinChicago,suchasimmigration,migrationanddiasporastudies,thesenewfacultywillincreaseUIC’sabilitytoengageactively with area communities as research partners.

StrategicGoal#3:InstitutionalSustainability

Ourprinciplepriorityherehasbeentorestoreourphysicalfacility,particularlyclassroomrenovation,aprocessforwhichwehavesetasideannualfundsofover$2.5millionrecurringforthecomingyears.WearealsoengagedinITandDataSecuritystrategicplanningforwhichwehavecontractedwithaconsultingfirm;sustainabilityplanningforwhichwehaveacampus-widevisioningtaskforce;andprogramssuchasUICCorporateConnectionstopromotecorporateandfoundationgivingandrecruitcorporate-basedresearchfunds.

Wealsoappreciatethatsustainabilitymustaddressworkforceneeds,whichrequiresanassessmentoftheworkforceclimate.WeareexploringstrategiesforcollectingclimatedatawithmeaningfulsamplesizesandthatcanbebenchmarkedtoallowustoassesstheimpactofanyinterventionsonfacultyandstaffsatisfactionwiththeUICculture,infrastructure,andprofessionalenvironment.

Finally,webelieveUICneedstofocusgreaterresourcesonimagebuilding.Despitethecampus’sstatusasaresearch-intensiveuniversityandhometointernationallyrenownedresearchersandteachers,manystillthinkofitasacommuterschooloradefaultoptionforChicago-areastudents.Reputation-enhancingmediacoveragethatfocusesgreaterattentiononourmanyimportantaccomplishments—especiallyintheareasoftranslationalandentrepreneurialresearchandglobalexcellence—willhelptoattractandretainoutstandingfacultyandstaff,aswellashighachievingstudents.UIC’snewlyhiredExecutiveAssociateViceChancellorofExternalAffairsandGovernmentRelationswillleadthisinitiative.

StayingonTrack

Thetargetsprovidedinthetableareprojectionsbasedoncurrentandexpectedtrends.Insomecasestheydependonfuturerevenuesthat,whileanticipated,maynotfullymaterialize.Webelieveitisnecessarytoinstituteanoversightprocessfortrackingprogressfromyeartoyearforthenextthreetofiveyears.Thecurrenttaskforce,whichwasconvenedtorepresentcampusstakeholdersandhasdeliberatedon,reviewedandshapedthisdocument,seemsideallysuitedtoserveinanoversightcapacity.Weproposere-conveningthegroupannuallytoassessperformanceacrossthedashboardmetricsforalltargetswhereassignedandtoproduceanannualupdateonUIC’sprogressinpursuingitsmajorstrategicgoals.Basedonthoseupdates,UICcanmakeadjustmentsininvestmentsandprograms.Suchaccountabilityisconsistentwiththestrategicplanningcycledetailedinthefirstsectionofthisreport.

WeunderstandthattheUniversityAdministrationwilldrawonthethreecampusplanstoaddressthetwelveuniversity-wideobjectivesenumeratedinVicePresidentPierre’sletter.TofacilitatethateffortwehaveofferedourinterpretationofeachofthoseobjectivesastheyarepursuedatUIC.Thesecontextualizedobjectivesarethebridgethatlinkstheuniversity’sdirectiontoourcampus’svisionofwhereweareheadedastheUniversityofIllinois’predominantlyurbanservingcampus.Ourstrategyforthecomingyearsistocapitalizeonourpositionasanurbancampusbybalancingthechallengeswefacewiththeequallypowerfulopportunitiesthatawaitus:

thechallengeofavertinglostpotentialwhenstudentsarenotsuccessfulwiththeopportunitytoinfusenewtalentintotheworkforceinChicagoandIllinoiswhenweenablestudentstoovercomebarrierstosuccess;
thechallengeofarapidlychanginghealthcareenvironmentwiththeopportunitytoalignhealthprofessionseducationwithemergingstateworkforceneeds;
thechallengeofmanaginganextraordinarilydiversestudentbodythathasgreatvariationinpreparednessforhighereducationandcareerreadinesswiththeopportunitytoleveragethatdiversitythroughimplementationofourdiversityplan,educationalprogramslikeintergroupdialogueandinter-professionaleducation,andagrowingresearchagendathatexploresandaddressesissuesofconcernincludinghealthequity;and
thechallengeofshrinkingstatedollarswiththeopportunitiesofamajormetropolitancenterforbuildingpartnershipstofosterinnovationanddiscovery,andtoidentifycorporatepartnerstobuildnewsourcesofrevenue.

ThefocusofourplanningisonturningthesechallengesintoopportunitiesthatelevateUIC’svitalcontributionstotheuniversity’smissiontoChicago,theStateandbeyond.