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Strategic Planning Retreat

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Title: Strategic Planning Retreat


1
Strategic Planning Retreat Posters May 11, 2007
2
Table of Contents
  • Campus Human Resources
  • International Programs and Studies
  • Institute of Labor and Industrial Relations
  • College of Law
  • Liberal Arts and Sciences
  • University Library
  • Graduate School of Library and Information
    Science
  • College of Medicine
  • NCSA
  • Division of Public Safety
  • Public Affairs
  • Office of the Vice Chancellor for Research
  • School of Social Work
  • Student Affairs
  • College of Veterinary Medicine
  • Campus
  • Office for Institutional Advancement
  • College of ACES
  • Applied Health Sciences
  • Institute of Aviation
  • Beckman Institute
  • College of Business
  • Office of Business and Financial Services
    Urbana Campus
  • College of Communications
  • Division of Intercollegiate Athletics
  • College of Education
  • College of Engineering
  • Facilities Services
  • Fine and Applied Arts
  • Institute for Genomic Biology
  • Graduate College

3
  • Key Initiatives
  • Build of a new advising center for General
    Curriculum, providing enhanced services to over
    2,300 students
  • Launch of the British Petroleum funded study of
    biofuels, as part of the Illinois Sustainable
    Energy and the Environment Initiative
  • Implementation of the Illinois Informatics
    Initiative (I3), Integrated Sciences for Health
    Initiative and Arts and Humanities Initiative
  • Implementation of a 5-year strategic plan focused
    on increasing and embracing diversity across the
    campus
  • Continued investment to improve the learning
    environment, including Lincoln Hall and the
    Business Instructional Facility
  • Campus Strategic Plan
  • Five Goals
  • Leadership for the 21st Century
  • Academic Excellence
  • Breakthrough Knowledge and Innovation
  • Transformative Learning Environment
  • Access to the Illinois Experience
  • Key Success Factors
  • Grow and steward the resources of the institution
    to maximize the impact
  • Attract and retain excellent faculty
  • Enable cross-disciplinary interactions to support
    research and creative efforts, particularly in
    the areas of Informatics, Healthcare, Energy and
    Sustainability and the Arts and Humanities
  • Key Accomplishments
  • Leadership for the 21st Century
  • Achieved a 93 retention rate and a 81.7
    six-year graduation rate
  • Academic Excellence
  • Increased the number of members in AAAS, NAS and
    NAE to 147
  • Improved the percentage of incoming freshmen in
    the top 10 percent of their high school class
    from 47 percent to 55 percent
  • Breakthrough Knowledge and Innovation

1
4
  • Office for
  • Institutional Advancement
  • (formerly - Office of
  • Campus Development)
  • Goals
  • Implement the advancement model on campus
  • Expand the number of principal gifts (gt 5
    million)
  • Improve both the participation rate and dollar
    yield of annual fund effort
  • Reach more faculty to provide service and funding
    opportunities through private foundations
  • Establish an advancement office on West Coast
  • Create Always Illinois social networking
    program as a way to increase contacts with alumni
  • Hire development officers for key units that
    report to the Provost
  • Enhance opportunities for campus and
    college-based events in partnership with the UIF
    and UIAA
  • Key Success Factors
  • Sustained involvement of academic leadership
  • Increased productivity of staff (contacts,
    visits, asks)
  • Key Initiatives
  • The Campaign for the
  • University of Illinois
  • Campaign Goals/Strategic Goals
  • Leadership for the 21st Century
  • Academic Excellence
  • Breakthrough Knowledge and Innovation
  • Transformative Learning Environment
  • Access to the Illinois Experience
  • Key Accomplishments
  • Goals/Plans
  • Development/refinement of campaign goals and
    plans for a 1.5 billion campaign

2
5
  • College of ACES
  • Goals
  • Preeminence in the global context
  • Educate leaders, innovators, and entrepreneurs
  • Innovative collaboration
  • First-class science that creates and applies
    knowledge to inform sound decisions
  • Build strength in bioscience food and
    agricultural systems food, nutrition and health
    resilient families and communities
  • Key Success Factors
  • Increase enrollment of high-achieving and
    under-represented students
  • Enhance the value of an ACES education
  • Recruit and retain highly qualified faculty
    staff
  • Form strong local and global partnerships
  • Achieve leading competitive rankings
  • Raise revenue from competitive grant sources,
    partnerships, donors, and products services
  • Key Initiatives
  • Global learning and scholarship opportunities for
    students and faculty (ACES Global Connect)
  • Transfer student enrollment initiative
  • Chicago area horticulture degree program
  • South Farms Modernization - Multi-functional
    Integrated Landscape Experimental Site (MILES)
  • Critical interdisciplinary programs and centers
    in key areas
  • Urban Extension program expansion in Chicago
    metropolitan area
  • Key Accomplishments
  • Teaching
  • Study abroad participation for graduating seniors
    rose to 46
  • Minority students rose to 8.3
  • Undergraduate enrollment up 3.37
  • Launched horticulture degree completion program
    in Chicago
  • Research/Scholarship

3
6
  • Applied Health Sciences
  • Goals
  • Provide national leadership in all AHS
    disciplines
  • Explore developing 1-2 new professional graduate
    programs
  • Develop Academic Enrichment and Leadership
    Program
  • Increase and improve facilities
  • Establish an interdisciplinary Center on Health,
    Aging and Disability
  • Implement AHS Informatics Initiative in Health
    and Disability
  • Implement AHS Healthy Community Initiative
  • Key Success Factors
  • Attract and retain excellent faculty in all AHS
    disciplines and increase the number of AHS
    faculty
  • Increase opportunities for student enrichment
    activities
  • Increase fund raising to support additional
    endowed faculty positions
  • Increase cross-disciplinary research and outreach
    collaborations, particularly in health, aging and
    disability
  • Expand and improve facilities to reduce our
    90,000 sq ft space deficit
  • Key Initiatives
  • Fund raise for endowed chair and professorships
  • Obtain approval for MPH program
  • Increase research and external funding activities
    in the Center on Health, Aging and Disability
  • Continue and expand the AHS Enrichment and
    Outreach Program which provides advising and
    academic support to students from
    underrepresented groups, students with
    disabilities, and first generation students
  • Create new and renovated space
  • Implement the AHS informatics Initiative in
    Health and Disability assist campus to achieve
    full web accessibility
  • Implement the AHS Healthy Communities Initiative
    includes participation in the re-development of
    Orchard Downs, The Osher Learning Imitative,
    construction and integration of a new Beckwith
    Hall into the residence halls
  • Expand cross-disciplinary research initiatives
  • Key Accomplishments
  • Leadership for the 21st Century
  • All college units are ranked in the top 10
    nationally
  • Added 13 new faculty in the past 2 years, a 25
    increase
  • Achieved a 94.6 student retention rate and a 83
    six year graduation rate
  • Breakthrough Knowledge and Innovation
  • Established the Center on Health, Aging and
    Disability
  • Grants and contracts expenditures/FTE above the
    university average for each of the past four
    years
  • 93 of AHS faculty (first year faculty not
    counted) serve as PIs
  • Transformative Learning Environment

4
7
  • Institute of Aviation
  • Goals
  • Increase both theoretical and translational
    research
  • Establish a minor in Human Factors
  • Increase collaborative interdisciplinary efforts
    for Doctoral students with H.F. interests
  • Increase research in emerging H.F. issues outside
    of Aviation (e.g. health care, HCI)
  • Replace equipment to advance educational goals
  • Key Success Factors
  • Increase the number of course offerings available
    for students who are both majors and for the
    proposed Human Factors minor
  • Continue to increase the diversity of the faculty
    vis-à-vis areas of expertise and by
    culture/ethnicity/gender
  • Increase joint appointments with Aviation and
    units such as IESE and HCI
  • Increase utilization of glass panel cockpits
    both in flight and in simulation
  • Secure support from industry to help improve
    equipment
  • Key Initiatives
  • Increase interdisciplinary involvement and
    research
  • Increase development efforts to better support
    educational issues
  • Consider partnering with local health care
    providers on patient safety human factors issues
  • Continued development of the proposed Human
    Factors minor.
  • Key Accomplishments
  • Aviation Faculty either PI or co/PI in 14
    research projects totaling over 2.6 million
  • Nine significant awards and honors awarded to
    faculty
  • Seven new technical reports and publications
  • Professional Pilot division flew over 15,000
    hours with a 100 safety record.
  • Doubled the number of internships available with
    U.S. airlines for undergraduate majors (juniors
    and seniors)
  • 33 increase in Aviation Human Factors masters
    degree students

5
8
  • Beckman Institute
  • Goals
  • Continue to implement interdisciplinary
    approaches to emerging research opportunities
  • Strengthen and diversify our research portfolio
  • Provide graduate and undergraduate students
    interdisciplinary research opportunities that
    prepare them for exciting professions in the 21st
    century
  • Promote economic development by increasing
    intellectual property disclosures, supporting
    start-ups, and developing corporate partnerships
  • Support our facilities to remain a global leader
    in interdisciplinary research
  • Key Success Factors
  • Growing our current funding streams and securing
    additional funding from new resources
  • Attracting and retaining world-class faculty is
    imperative
  • Branding Illinois and the Beckman Institute as
    the place to be for leading-edge,
    interdisciplinary research
  • Educating students who will become the foundation
    of future development efforts
  • Key Initiatives
  • Grow the bio-and neuroimaging initiative to
    increase translational research and the
    development of multi-modal imaging for cancer
    biology and neuroscience
  • Promote and expand vital aging and healthy
    minds by integrating engineering, medical, and
    wellness foci with already world-renowned
    research on aging and neurocognitive function
  • Integrate research in human and machine language,
    speech, and vision to provide solutions to
    challenges in human-computer interactions
  • Develop multi-scale modeling and computation in
    nanobiology
  • Acquire new fabrication and characterization
    tools and techniques to expand research
    opportunities in 3D macro, micro, and nano
    assemblies
  • Key Accomplishments
  • Implement Interdisciplinary Approaches to
    Emerging Opportunities
  • Hosting interdisciplinary research centers
    funded by NIH, NSF, DoD, etc.
  • Faculty from over 30 different depts. to provide
    a cross-discipline environment
  • Agile adaptation of research environment to
    enable new initiatives
  • Strengthen and Diversify our Research Portfolio
  • 11 seed proposals selected that support research
    in areas including bioimaging, carbon nanotubes,
    and cancer detection and also initiating novel
    research in biomechanics and tissue engineering

6
9
  • College of Business
  • Goals
  • Attract talented and diverse faculty, students
    and staff
  • Provide an excellent educational experience for
    students
  • Contribute to knowledge creation and economic
    development
  • Engage external audiences
  • Improve physical and technological infrastructure
  • Key Success Factors
  • Reduce student/faculty ratio
  • Attract and retain top students and faculty
  • Increase access for non-business students
  • Develop a broader engagement with external
    constituencies including recruiters
  • Key Accomplishments
  • Students and Faculty
  • Eight new faculty positions created in last two
    years
  • Improved quality and diversity of entering
    freshman
  • Achieved high retention and graduation rates
  • Key Initiatives
  • Create new faculty positions over time period
    2007-2009
  • Establish 15 new faculty lines
  • Appoint five new endowed positions
  • Launch new research initiatives
  • Center for Public Policy and Business
  • Illinois BIO-BEL project
  • Increase participation in the Global Immersion
    Program
  • Grow participation from 400 to 500 per year
  • Provide financial resources through gifts
  • Launch new programmatic initiatives
  • Introduce redesigned James Scholar Program

7
10
  • Office of Business and Financial Services
    Urbana Campus
  • Goals
  • Strategic Procurement
  • Sponsored Research Management
  • Business and Finance Training Development
  • Customer Service Initiative
  • Supplier Diversity
  • Key Success Factors
  • Attract and retain excellent staff
  • UI eRA staff and management must respond
    effectively to a fluid environment - federal
    agencies, grants.gov, and our vendor are moving
    targets
  • Increase catalog choices in iBuy to promote
    further usage of the system in order to reach an
    80 level of procurement activity
  • Maintain focus on creation of optimal processes
    for providing customer service
  • Key Initiatives
  • Provide ongoing support for the Orchard Downs
    redevelopment project
  • Full implementation of UI eRA (electronic
    research administration) will address the federal
    mandate to e-submit grant proposals to federal
    agencies. A phased roll out of Proposal
    Development and Proposal Tracking will begin July
    1, 2007
  • Continue deployment of iBuy, an electronic
    procurement application, as an option to P-Card
    and Banner that is easier to use and provides an
    Amazon.com-like shopping experience
  • Key Accomplishments
  • Strategic Procurement
  • Successful initial implementation of iBuy, an
    electronic procurement application, to
    approximately 2,000 users
  • Initiated ACH payments for selected vendors.
    Estimated annual savings from ACH implementation
    is 120,000
  • Continued reduction in processing time for
    employee travel reimbursements. Employees are
    reimbursed within 5 business days on average
  • Supplier Diversity
  • Surpassed State goal for statutorily certified
    minority firms spend 191 of goal for a total
    of 24.3 million
  • Achieved a total diversity spend of 62.4 million
  • Implemented on-line self registration for e-mail
    notification of RFP opportunities
  • Electronic Research Administration (UI eRA)

8
11
  • College of Communications
  • Goals
  • Enhance excellence in graduate education
  • Expand excellence in undergraduate education
  • Develop scholarly and pedagogical excellence in
    new and emerging media
  • Expand the Colleges footprint in Chicago and
    elsewhere
  • Maintain priority core programming at WILL
    develop new programs and services to serve the
    needs of people in the WILL coverage area
  • Key Success Factors
  • Recruit and retain exceptional, diverse faculty
    with desirable expertise, especially tenure-track
    professors and those qualified for chaired
    professorships
  • Increase College-wide development efforts and
    expand contributor base
  • Negotiate mutually beneficial relationships with
    other campus units engaged in similar activities
  • Attract talented, diverse student applicants with
    wide range of interests and expertise
  • Increase local, regional and national programming
    for WILL and expand the audience reach
  • Expand number of students engaged in research,
    participating in internships and professional
    competitions and being recognized via
    fellowships, grants, awards and honors
  • Increase number and scope of courses with global
    themes
  • Key Initiatives
  • Create a New Media Initiative for an informed
    citizenry and democratic governance
  • Establish a Center for the Study of Sports and
    Consumer Culture
  • Establish the Roger Ebert Center for Film Study
  • Continue exploring reconfiguration of College
    programs and department structure
  • Develop and institutionalize courses and programs
    with a global focus and with interdisciplinary
    collaboration
  • Establish a permanent intern program with stable
    sources of funding and integrate it into WILLs
    programming
  • Launch two FM digital radio channels at WILL to
    include news information services and world
    music news
  • Expand College footprint in Chicago develop
    professional masters program there, broaden
    relationships with alumni and increase number of
    industry contacts, internships, job placements
    and collaborative activities
  • Key Accomplishments
  • Established a dedicated Student Services Center
    in Gregory Hall physical renovation begins May
    07
  • Admitted sophomores for first time in Fall 2006
    and enrollment grew from about 550 to 960
    planning to admit freshmen in Fall 2008
  • Established a College honors program (James
    Scholars, begins Fall 2007)
  • Conducted national searches for Advertising
    department head and Knight Chair in Journalism
  • Produced 9th annual Ebertfest, with almost 25,000
    participants
  • Hosted the Third International Congress of
    Qualitative Inquiry
  • Taking the lead in communications efforts for UI
    entry in 2007 Solar Decathlon competition
  • WILLs Youth Media Workshop received 2006 Campus
    Award for Excellence in Public Engagement Team
    Award
  • Presented the Colleges first Distinguished
    Alumni Award in September 2006 and will present
    first national award, Illinois Prize for Lifetime
    Achievement in Journalism, in Washington, D.C.,
    October 07

9
12
  • Division of Intercollegiate Athletics
  • Goals
  • Integrity
  • Academic Performance
  • Fiscal Responsibility
  • World Class Facilities
  • Improve Diversity and Gender Equity
  • Championship Program
  • Key Success Factors
  • No major infractions
  • Identify and develop new quality control
    initiatives
  • Ensure our graduate rate is equal to or greater
    than the rate of the general student population
  • Achieve a four-year Academic Progress Rate of 925
    or higher in each sport
  • Maintain a balanced budget by engaging in
    entrepreneurial initiatives to develop and
    sustain fully funded/nationally competitive
    programs
  • Achieve and maintain diversity among our staff
    and the student athlete population
  • Key Initiatives
  • The DIA self-study will continue to be a tool
    used to assess the organizations culture
  • The Compliance Office staff will assess its
    compliance programs by evaluating itself against
    other Big Ten Conference institutions and other
    peer institutions
  • Expand Academic Services staff, evaluate
    challenges for at risk students and develop
    proposals aimed at enhancing the academic success
    of incoming freshman
  • I FUND 10x10x10 program calls for the I FUND to
    increase membership to 10,000 donors, giving 10
    million, by the year 2010
  • Endowment Growth
  • Key Accomplishments
  • Academic Performance
  • The graduation rate for those student-athletes
    that exhaust their eligibility at the University
    of Illinois is 90
  • For the Spring 2006 and Fall 2006 semesters the
    cumulative GPA for student athletes was 3.028
  • Fiscal Responsibility
  • Newly established Big Ten Network
  • I FUND donations increased 4.5 from fy05 to
    fy06. The fund balance of the endowment pool
    fund increased by 36 from fy05 to fy06
  • World Class Facilities
  • Completion of Demirjian Indoor Golf Facility,
    initiated Memorial Stadium Renaissance Project,
    initiated expansion of the Irwin Academic Center,
    Groundbreaking ceremony for Shahid Ann Khan
    Tennis Complex and the Martin Softball Stadium
  • Improve Diversity and Gender Equity
  • Launched Identify Illinois aimed at exposing
    students of color to the many opportunities to
    support Illinois athletics, including Illini
    Pride, Illinois Cheerleading, the Marching
    Illini, the Illinettes and the Flag Corps
  • Championship Program

10
13
  • College of Education
  • Goals
  • Innovation Continuing Excellence in Core
    Activities of Research, Teaching Service
  • Diversifying and Increasing Sources of Income
  • Four New Breakthrough Initiatives Aligned to
    Strategic Campus Goals for Preeminence
  • Redeveloping the Intellectual Foundations of the
    College to align culture for strategies of growth
  • Rescuing Revitalizing Facilities
    Organizational Culture
  • Key Success Factors
  • TEACHING Strengthening our capacity as critical
    provider of professional education preparation
    and leadership
  • RESEARCH Building stronger and more diverse
    research capacity
  • SERVICE Partnering with our communities to
    improve educational outcomes and opportunities.
  • Recruit/retain highly productive faculty and top
    students
  • Increase institutional research collaborations,
    international and school-university partnerships
  • Communicate research results to influence policy
    and practice
  • Key Accomplishments
  • Diversifying Income
  • Re-imagining the Building
  • Education in Small Urban Communities
  • Forum on the Future of Public Education

Key Initiatives
Bring the intellectual and practical resources of
the university in genuine partnership with school
and their communities to create sustainable
improvements. Status Director Master teachers
hired nine projects Metrics Increased
performance of students Take up of interventions
by other SUB
32 Increase in New Research Proposal Submissions

State Funding Trend
44 Increase in Private Annual Fund Giving
Collaborative project with original building
architect, School of Architecture and College to
renew and repurpose iconic building
Bring data and research across the educational
spectrum into the public arena for productive
debate and policy intervention. Status Appointmen
t of Post doc 07-08 program Metrics Policy
impact, public engagement, esteem
Faculty participation in planning process has
been at nearly 85 - meaning the College plan
truly is broadly representative of the College
community
Enhance citizens knowledge of science and
improve preparation of stem teachers through
inter-disciplinary, collaborative inquiry and
effective instructional design. Status Interim
director 6 research collaborations, faculty
excellence search Metrics Increase in number and
quality of graduates and teachers Demand for
expertise
The College contributes over 800,000 annually to
the local school and University staff communities
in the form of tuition and fee waivers redeemed
in our degree programs.
Research on new learning paradigms and designs
for learning suited to new global e-learning
ecologies. Status Interim IT committee 2 new
program proposal, faculty excellence search
Exploring CG collaboration Metrics Increased
profitability and accessibility Scaling up
educational offerings
The College faculty and graduate student
population is among the most diverse on the
entire campus. With nearly 30 of the tenure
track faculty from underrepresented populations,
the College will be a critical component in the
campus plans to attract and retain the top
minority faculty and students in the nation.
11
14
  • College of Engineering
  • Goals
  • Lead in the establishment of successful
    campus-wide interdisciplinary research
    initiatives in informatics, sustainable energy,
    transportation, water and biosciences
  • Increase diversity of faculty and students
  • Transform undergraduate engineering education for
    the 21st century
  • Strengthen existing relationships and develop new
    strategic partnerships with industry and in
    local, state, national and global arenas Bring
    the bioengineering department to preeminence
    while advancing the disciplinary excellence of
    all of our departments
  • Key Success Factors
  • Sustain (or advance) top-five position for
    college and departments
  • Identification and support of faculty leaders of
    interdisciplinary research efforts
  • Attract and retain an excellent and diverse
    faculty and student body
  • Engagement of students with new and enhanced
    educational models
  • Identify and improve alignment with industry and
    in local, state, national and global arenas
  • Secure resources to enable programmatic success
  • Key Initiatives
  • Advance recently-formed Bioengineering toward
    top-five standing by hiring lead faculty
  • Faculty committee organized to increase NAE
    membership and garner prestigious awards for
    faculty
  • Four Illinois-led NSF ERC teams (and several with
    Illinois participation) in process of preparing
    pre-proposals
  • Information Trust Institute bringing together
    faculty from across campus to broadly address
    broad issues of information assurance, security
    and reliability while extending reach with
    industry and globally
  • College energy committee has made research,
    education and outreach Recommendations beginning
    implementation
  • Academic affairs support and enrichment programs,
    and outreach programs
  • Developing and improving experiential learning
    opportunities in undergraduate research,
    international settings and Industry
  • Key Accomplishments
  • DISCIPLINARY EXCELLENCE
  • College continues to be recognized with top-five
    US News ranking (4 undergraduate, 5 graduate)
  • INTERDISCIPLINARY RESEARCH
  • Information Trust Institute has not only secured
    more than 20 M in contract funding to date, it
    also has spawned two additional NSF ERC teams,
    replicating and embedding their success formula
    into College of Engineering culture
  • Federally-funded Nano-CEMMS Center, WaterCAMPWS
    Center, CyberTrust Center, CSAR Center, and
    MAE/NEES Center all continue to conduct
    innovative interdisciplinary research
  • DIVERSITY
  • Additional mentoring added in AY 2006 2007 and
    Summer Bridge Program initiated for summer 2007
    to facilitate retention of diversity students
  • UNDERGRADUATE EDUCATION
  • New course innovations
  • Project-based learning experience for freshmen,
    including college acclimation skills
  • Guided work experience for summer interns
  • Novel program for readmitted probation students
    based on responsive writing part of complete
    revision of handling of probation and drop
    students

12
15
www.energymanagement.uiuc.edu
registered trademark of the U.S. Green
Building Council
13
16
  • Key
  • Initiatives
  • Additional faculty cluster hiring in
    sustainability and design
  • Funding from university, fundraising, and
    external sources for creative and scholarly work
    of faculty
  • Expand and integrate Arts and Technology
    initiative throughout the College and Campus
  • Plan and raise funds for Intermedia Lab
  • Inaugurate Release-Time program for performing
    artists, visual artists and designers.
  • Find recurring funding for outreach projects such
    as the East St. Louis Action Research Project,
    Ninth Letter, and I-space gallery in Chicago
  • Expand facilities to Levis Center
  • Key Accomplishments
  • Faculty
  • Hired 4 international stars through faculty
    excellence program
  • Small improvements in salary comparisons with
    peers
  • Facilities
  • Exchanged Art East Annex and Flagg Hall
    facilities to improve quality location for
    Studio Arts Architecture

Fine and Applied Arts
  • Goals
  • Expand faculty excellence in all programs, and
    strengthen both disciplinary and
    interdisciplinary research and teaching
  • Create exemplary facilities for all programs
  • Enhance arts literacies through new media and
    broadened perspectives in performance and
    collaboration
  • Expand programs in energy, water,
    sustainability
  • Enhance teaching, creative work, and
    collaboration in design
  • Key Success Factors
  • Improve salary structure relative to peers and to
    other campus units
  • Improve facility maintenance, quality, capacity,
    and location
  • Increase number and quality of students in new
    media and sustainability

14
17
  • Institute
  • for Genomic Biology
  • Goals
  • Establish the IGB and therefore UIUC as a leader
    in genomics and life sciences research
  • Fully develop the nine research themes selected
    for inclusion in the IGB
  • Secure 12M per year in external funding by FY10
  • Develop and maintain state-of-the-art core
    facilities to support the overall objectives and
    goals of the IGB Research Themes
  • Establish the IGB as an engine for economic
    development by fostering thematic research with
    clear potential for practical outcomes
  • Key Success Factors
  • Work closely with relevant academic departments
    to complete the IGB Faculty Hiring Initiative
  • Identify potential new themes to address theme
    turnover
  • Equip Core Facilities
  • Create an endowment in the IGB to support special
    initiatives including an IGB Fellows Program
  • Key Initiatives
  • Support the establishment of Energy Biosciences
    Institute (EBI)
  • Expand the collaborative relationship between
    Carle Foundation Hospital and the IGB
  • Continue the IGB Faculty Hiring Initiative with
    the support of relevant departments
  • Actively pursue federally funded training grants,
    including the NSF IGERT Program
  • Key Accomplishments
  • Research
  • IGB researchers have been awarded several grants
    in highly competitive programs, indicating the
    Institute can compete on a national level for
    federal funding
  • Seven of the eight original themes have received
    federal, state, or private research funding
  • FY07 funding to date totals nearly 9.6M

15
18
  • Graduate College
  • Goals
  • Lead and Evaluate Graduate Program Efforts to
    Attract, Enroll, Mentor, Graduate, and Place a
    Talented and Diverse Graduate Student Body
  • Sustain and Advance Graduate Programs to Meet
    Current and Future State, National and Global
    Needs
  • Increase and Diversify Funding to Support
    Graduate Education
  • Draw upon our Rich Tradition of Excellence to
    Shape the Agenda on Graduate Education at
    Illinois and Beyond
  • Enhance the Graduate Experience through Strategic
    Collaborations within our Campus and Community
  • Foster a Graduate College Environment that is
    Student-Centered, Program-Responsive,
    Strategically Positioned, Administrative
    Accountable, Workplace-Friendly and Diverse
  • Key Success Factors
  • Key Initiatives
  • Council of Graduate Schools PhD Completion Phase
    II
  • Identify the critical periods of graduate
    attrition among doctoral students at Illinois,
    with a particular emphasis on women and
    underrepresented minorities.
  • Key Accomplishments
  • National Research Council Assessment
  • Program completion rates -   UIUC 100  
    National 89
  • Faculty completion rates -   UIUC 83  
    National 73
  • Student completion rates -   UIUC 71  
    National 53
  • Professional Science Masters Phase I
  • Awarded a Sloan Foundation Planning Grant
  • Partnered with Illinois Business Consulting, the
    Institute for Labor and Industrial Relations, and
    other units across campus
  • Council of Graduate Schools PhD Completion
    Phase I
  • Mentoring Workshop
  • Annual Review Workshop
  • Thriving in Graduate School
  • Program Profiles,

16
19
  • Campus Human Resources
  • Goals
  • Establish the University of Illinois
    Urbana-Champaign as a recognized employer of
    choice among public research institutions
  • Develop strategic partnerships with Urbana
    Champaign campus units
  • Foster a positive workplace culture
  • Streamline administrative policies and procedures
  • Create an environment embracing continual
    learning, personal and professional development
  • Key Success Factors
  • Enhance applicant and employee awareness of
    programs, resources and benefits
  • Increase partnerships between Human Resources and
    campus units in implementation of unit
    initiatives
  • Ensure all employee populations have a mechanism
    to voice issues or concerns
  • Increase the efficiency of human resources
    related processes
  • Cultivate a safe, respectful work environment for
    all employees
  • Provide forums for employees to explore
    strategies to optimize personal and career
    growth, health, wellness and quality of worklife
  • Key Initiatives
  • Develop and deliver a comprehensive HR manager
    and supervisor training series (Performance
    Management, Policy and Rules, Harassment/Bullying)
  • Increase HR web presence as an information source
    for employees, unit leadership and prospective
    employees
  • Revitalize Provosts Committee on Retention
  • Develop an internal program to address substance
    abuse
  • Continue partnerships with Faculty Senate,
    Council of Academic Professionals (CAP), Staff
    Advisory Council (SAC)
  • Expand utilization of Performance Partnership
    Program
  • Key Accomplishments
  • Campus HR
  • Realigned organizational responsibility for HR
    with campus
  • Developed guidelines and process for retiree
    rehires in accordance with BOT guidelines
  • Service Expansion
  • Faculty Staff Assistance Program
  • 527 New clients served
  • Training for Business Professionals
  • 1703 participants
  • A Mgr Supv 176
  • B Staff 569
  • C Custom Business/OD 777
  • D Sr Administrator -- 181

17
20
  • International Programs and Studies
  • Goals
  • Facilitate Internationalization of campus units
    research, teaching, and engagement missions
  • Double Study Abroad participation rate while
    enhancing quality of Experiences
  • Increase number of Title VI NRCs and expand and
    diversify funding
  • Develop Strategic International Partnerships
    which complement Illinois strengths
  • Continue to recruit the strongest international
    students and access new regions
  • Key Success Factors
  • International programming must be integral to all
    campus units strategic plans
  • Study Abroad participation rate doubles, quality
    of experiences and faculty participation increase
  • Title VI Centers expand programs, promote
    campus-wide interdisciplinary initiatives, fill
    gaps in critical subjects and languages
  • Establish deep and wide partnerships with true
    international peers
  • Strongest international students come to Illinois
    with more diverse regional representation
  • Key Initiatives
  • Establish working groups within International
    Advisory Council (IAC) on Study Abroad (2),
    Strategic International Partnerships,
    International Advancement, International Students
    Scholars
  • IAC will share best practices on
    internationalization initiatives and APIA will
    work with Deans and Directors on implementation
  • Systematic prioritization of Title VI NRCs
    critical faculty needs and establishment of
    fully-fledged NRC for South Asia and Masters in
    European Union Studies
  • Develop and implement more research and
    curriculum-based Study Abroad programs and
    increase coordination between campus units and
    central office
  • Recruitment of Associate Director of
    International Programs and Studies, International
    Advancement Officer, and Director of Study Abroad
  • Focus group on International Student recruitment
    led by ISSS and closer collaboration among
    Enrollment Management, APIA and Graduate College
  • Launching of Tsinghua-Illinois 32 program and
    continued support for Illinois-CNRS,
    Illinois-Singapore, Illinois-Jordan, and
    Illinois-India initiatives
  • Key Accomplishments
  • Illinois leads in International Education
  • Only school ranked in the top ten across the
    three key metrics of Internationalization
  • International Students ranked 6th
  • Study Abroad ranked 8th

18
21
  • Institute of Labor and Industrial Relations
  • Goals
  • Research Support disciplinary and
    cross-disciplinary research initiatives across
    the primary domains of ILIR expertise in order to
    advance knowledge, innovation and transformation
    in labor, employment relations and human resource
    management at state, national and international
    levels
  • Masters and Doctoral Degree Programs Sustain
    successful ILIR Masters and Doctoral Degree
    Programs in Industrial Relations/Human Resources
    and explore strategic alliances with comparable
    programs around the world
  • Socio-Technical Systems Develop and launch new
    Socio-Technical Systems initiative jointly with
    the College of Engineering, connected to
    professional practice masters degree programming
    across the campus
  • Labor Education Program Expand scope and impact
    of the Labor Education Program (LEP), including
    utilization of e-learning technologies
  • Center for Human Resource Management Increase
    Mid-Career and Alumni/ae professional development
    through the Center for Human Resource Management
    (CHRM)
  • Key Success Factors
  • Support signature ILIR research initiatives
  • Reinforce and expand relations with industry,
    labor, and government for placement, sponsored
    student projects, and research
  • Expand capability to support e-learning
  • Support alumni/ae network and integrate into
    strategic priorities
  • Establish/sustain partnerships with academic
    programs/units on campus and with universities
    around the world
  • Help to lead efforts to transform labor, human
    resources and employment relations in the US and
    abroad
  • Key Initiatives
  • Signature ILIR Research
  • Identifying and supporting research initiatives
    involving multiple faculty and doctoral students,
    including current projects on
  • Cross-Generational Dynamics in the Workplace
  • Corporate Social Responsibility and
    Organizational Justice
  • Lateral Alignment of Stakeholders in Complex
    Systems
  • Socio-Technical Systems
  • Launched Socio-Technical Systems initiative in
    partnership with the College of Engineering and
    the Graduate College designed to build social
    systems literacy for engineers and scientists
    and technical systems literacy for ILIR and
    other social systems students
  • HR Educational Network
  • In early stages of a joint educational initiative
    with the Illinois Chamber of Commerce, enabling
    learning on HR fundamentals for small and
    medium-sized businesses
  • Global Labor Studies Degree
  • In early stages of exploring a new distance
    learning degree at the undergraduate level
    focused on Global Labor Studies, staffed by our
    Labor Education Program

Core Mission for ILIR Advance knowledge,
innovation and transformation concerning labor,
employment relations and human resource
management at state, national and international
levels at a time of fundamental change in
markets, technology, and society.
19
22
  • Key Accomplishments
  • Faculty Productivity
  • For the last two years, Illinois ranks as the 7th
    most productive faculty in the land when measured
    by per-faculty-member submissions to the Social
    Science Research Network
  • A Top-15 Student Body
  • Ranked 1 in Student Quality Improvement in
    2006
  • Increased LSAT median from 162 to 166 (taking
    students from the 86th percentile nationally to
    the 96th percentile)
  • Increased incoming GPA to 3.5, with a projected
    GPA of 3.6
  • Ranked 4 among Top 25 law schools in diversity
    with 35 students of color and 46 women
  • Career Placement
  • Ranked 5 (tied with Harvard and the University
    of Chicago) for placing students within nine
    months of graduation
  • Ranked 18 for placing students in Top 50 law
    firms (2006)
  • Key Initiatives
  • Create a National Student Body with
  • Nationwide Career Opportunities
  • 50 Nonresident Student Enrollment
  • 50 Out-of-State Graduate Placement
  • 15 Graduate Placement in Judicial Clerkships
  • Elevate the Visibility and Impact of
  • the College of Law
  • Develop and Implement Comprehensive Strategic
    Communication Plan
  • Integrate the College of Law with the
  • University at large
  • Seed New Interdisciplinary Programs
  • College of Law
  • Goals
  • Building the Faculty and Bolstering Faculty
    Retention
  • Establishing a Top-15 Student Body
  • Expanding the Career Opportunities of Our
    Graduates
  • Transforming the College of Law Facilities
  • Increasing Law Library Acquisitions
  • Key Success Factors
  • Increase the Number of Tenure Stream Faculty to
    45
  • Eliminate Peer Faculty Salary Deficits
  • Establish a Student Profile of a 168 Median LSAT
    (98th Percentile) a 3.7 Median Undergraduate
    GPA and a diversity ratio that maintains
    Illinois' 1 place in the Big Ten and among
    Illinois law schools
  • Guarantee an annual 90-95 At-Graduation
    Placement Rate
  • Add 1 Million to Annual Library Acquisitions
    Budget
  • Increase Tuition and Fee Revenue to match that of
    Michigan and Berkeley

20
23
  • Liberal Arts and Sciences
  • Strategic Priorities
  • Advance core academic strength to increase
    institutional excellence 10 - 15 senior faculty
    hires/year and parallel hiring at the assistant
    professor level
  • Faculty hiring related to minority and gender
    studies initiatives
  • Faculty hiring in conjunction with Campus
    research initiatives Energy Bioscience
    Institute, Integrated Sciences for Health and
    Wellness, Sustainable Energy and Environment,
    Informatics, and Humanities
  • Increase value of a UIUC undergraduate degree
  • Decrease student/faculty ratio
  • Improve curricular and career advising
  • Increase small, faculty-taught sections
  • Increase student quality, diversity and
    retention
  • Improved honors, first-year, and international
    programs
  • Increased need-based scholarships
  • Increase graduate fellowships and improve the
    graduate experience
  • Implement a comprehensive program for facilities
    renovation along the lines of the Restoring The
    Core
  • Key Success Factors
  • Key Initiatives
  • School of Literatures, Cultures and Linguistics
    approved by BOT. Combines 11 units to increase
    academic stature, educational quality, and budget
    and business practices
  • Ethnic and gender studies programs advancing
    rapidly. 20.28 FTE net increase in 4 years.
    Faculty hiring, curriculum development and
    program development continue
  • School of Earth Society and Environment (3
    departments) and its curricular programs in
    approval process
  • Implementation of differential tuition for
    students enrolled in expensive upper level
    biology courses is critical
  • Internationalize the university through the LAS
    Global Studies Initiative for freshmen, the
    International Studies major and minor, LAS Study
    Abroad programming, and LAS Title VI Area Studies
    Centers
  • Budget deficit likely to constrain other
    initiatives for several years. Elimination would
    increase student/faculty ratio to 22.7 (rest of
    campus 11.8), increase average section size and
    increase number of large, unsupported lecture
    sections
  • Significant participation in CIC program for
    instruction in Less Commonly Taught Languages
  • Possibility for professional masters programs
    e.g., Statistical Analytics
  • Key Metrics
  • Undergraduate enrollment up 15 ( 2,000) over 5
    years. LAS total instruction (IUs) up 9 in 4
    years, rest of campus 2
  • Total instructional staff constant over 4 years
  • External funding up 10 over 4 years (56M),
    expected to remain constant for
  • FY 2007
  • Key Accomplishments and Challenges
  • Development of Faculty and Research Excellence
  • 13 tenured hires in 2006-2007, including 5 named
    positions
  • Net increase of 11.4 faculty FTE in 2006-2007
  • Total of 70 named positions across college
  • LAS has the most diverse faculty on campus, 56
    minority faculty members, with at least 7 more
    coming August, 2007
  • External recruitment pressure is intense 57
    outside offers, only 10 leaving
  • Expect net faculty to increase 5 for 2007-2008
  • 40 of faculty hired since 2002 has lead to
    extraordinary increase in quality
  • Limited hiring for Fall 2008 and beyond will
    decrease institutional stature
  • Poor quality of facilities limits increase in
    excellence
  • Undergraduate Education
  • Increases in undergraduate population across
    campus, flat instructional funding and years of
    budget reductions are significantly decreasing
    educational quality
  • Student/faculty ratio increasing, while it
    decreases for remainder of campus
  • LAS is home of most of the minority students on
    campus minority admissions will probably
    increase for fall 2007
  • Student quality stable despite increased numbers
    and tuition
  • Added 4.3 FTE advisors, expanded advisor training
    and development, including minority and
    multi-cultural training

21
24
  • University Library
  • Goals
  • Increase Access to Collections, Now and for the
    Future
  • Design Innovative Services to Meet 21st-Century
    Needs
  • Strengthen and Diversify Research Activity
  • Provide Library Facilities that Support User and
    Collection Needs
  • Recruit and Retain the Highest-Quality Faculty
    and Professional Staff
  • Key Success Factors
  • Attract and retain key faculty and professionals
    to lead development of innovative service
    programs in areas of critical importance
  • Embrace new service models to ensure best use of
    personnel and effective stewardship of resources
  • Enhance Library services and collections in
    support of health science and targeted
    interdisciplinary areas
  • Attract and retain a diverse pool of faculty
  • Improve environmental conditions for collections
    in order to assure long-term preservation
  • Increase gift funds to support additional endowed
    faculty positions and facilities renewal
  • Key Initiatives
  • Digitization of Collections as part of Internet
    Archive Open Content Alliance (6,000 volumes
    planned for digitization in Year 1)
  • Design and Implementation of Illinois Harvest Web
    Portal
  • Illinois Harvest is a single search box portal
    to 30,000 items related to the Illinois
    experience, including books, newspapers,
    photographs, and archival materials
  • Creation of the Undergraduate Library Learning
    Commons in Collaboration with CITES and DIA
  • Establishment of the Gaming Initiative A Unique
    Approach to Library Support for Gaming Research
    and Gaming in the Classroom
  • Implementation of the Illinois Digital
    Environment for Access to Learning and
    Scholarship (IDEALS) (1,200 downloads per month
    in Year 1)
  • Key Accomplishments
  • Increase Access to Collections
  • Increased access to digital collections of
    scholarly books and journals
  • Over 6,000,000 journal articles downloaded by
    library users in FY06 (20 increase over FY05)
  • Over 200,000,000 citations retrieved from article
    indexes in FY06
  • Provided conservation treatment to over 17,000
    books and 300,000 manuscript pages
  • Design Innovative Services

22
25
  • Graduate School of Library and Information
    Science
  • Goals
  • Participating in the Illinois Informatics
    Initiative and in informatics components of other
    strategic initiatives
  • Recruiting and retaining excellent faculty and
    students, including those from under-represented
    groups
  • Maintaining leadership in digital libraries and
    in youth literature and services
  • Consolidating strength in social community
    informatics
  • Building strength in information history,
    economics, and policy
  • Key Success Factors
  • Equal footing as a partner in I3
  • Faculty excellence and TOP hires, LAMP program
  • External funding for research, curriculum
    development, and graduate fellowships
  • Campus support for community Informatics program
  • Key
  • Initiatives
  • Center for Informatics Research in Science and
    Scholarship
  • Center for Childrens Books
  • Community Informatics Initiative
  • Informatics Minor
  • Corporate Round Table
  • LAMP
  • Advanced Graduate Degree (CAS) in Digital
    Libraries
  • Key Accomplishments
  • Masters of Science in Library and Information
    Science ranked 1 in US News
  • Community informatics program funded, for
    campus-wide participation
  • LAMP program funded with 900K in federal funds
  • Campaign goal doubled, from 7M to 15M 2.5M
    raised in FY06
  • Faculty Excellence and TOP hires pending for Fall
    2007, in information history, economics, and
    policy
  • On average, over the last five years, Principal
    Investigators on externally funded research 90
    of faculty FTE
  • Grant/contract expenditures per faculty FTE up
    35 in the last 5 years
  • Admissions are competitive, and yields are high

23
26
  • College of Medicine
  • Goals
  • Create a clinical interface to allow all
    disciplines to bring their scholarship into the
    realm of human biology, i.e. translational
    research
  • Increase the opportunities for cross disciplinary
    graduate education
  • Finance a new building for human biology
  • Develop an evidence based approach to the medical
    curriculum
  • Contribute health perspective to the informatics
    initiative
  • Key Success Factors
  • Integrate the clinical faculty with academic
    disciplines
  • Stabilize the clinical education program
  • Increase the faculty of clinical investigators
  • Provide research and academic space
  • Enhance the Medical Scholars Program
  • Address cultural issues campus and clinical
  • Key Initiatives
  • Hire clinical investigators
  • Build protected academic time for clinicians
  • Partner with clinical entities
  • Develop a clinical research curriculum
  • Recruit and retain underrepresented minorities
  • Key Accomplishments
  • Hired 2 full-time and 7 part-time clinical
    investigators
  • New intellectual property agreement with Carle
  • Underrepresented minorities are 15 of total
    student body
  • Most graduates train in top ten residencies
  • Residency program certified for three years
  • Number of Underrepresented Minorities

24
27
  • NCSA
  • Five Goals
  • Build Cyberenvironments for Science and
    Engineering
  • Define the 21st Century Supercomputing Center
    Computing, Data, Network Resources
  • Define Pathways to Petascale Computing
  • Bring Cyberinfrastructure to the Classroom
  • Contribute to UIUCs Leadership in
    Multidisciplinary Initiatives
  • Key Success Factors
  • Remain competitive for new era of NSF
    cyberinfrastructure programs and funding
  • Broaden support for research and development
    efforts, particularly in the areas of
    informatics, healthcare, and the arts,
    humanities, and social sciences
  • Build successful IACAT themes, programs, and
    leads
  • Key Initiatives
  • Institute for Advanced Computing Applications and
    Technologies (IACAT)
  • Speed progress in science,engineering, arts,
    humanitiesand social science
  • Petascale proposal to NSF to buildBlue Waters
    operational in 2011 NCSA/CS/ECE collaboration
  • Great Lakes Consortium for Petascale Computation
    (GLC)
  • Advanced Visualization Laboratory
  • Academia-Government-Industry partnerships
  • NCASSR
  • TRECC
  • NCDIR (with FBI)
  • Private Sector program
  • UIUC Faculty Fellowships and national Summer
    Fellowships programs
  • Key Accomplishments
  • Leadership for the 21st Century
  • Delivered 38 of TeraGrid HPC resources in past
    12 months
  • NSF Core ? HPC Operations(expected) 2 years at
    9M / year
  • Added new HPC resources outside NSF funding for
    UIUC and national users Abe/T3 at 110 TFLOPS
  • Abe T3 Clusters 110 TFLOPS
  • FPGA and Cell Systems in ISL
  • Academic Excellence
  • 13 faculty and 6 summer fellowships, with
    international fellowships available
  • 31 peer reviewed staff publications
  • 100s of user publications supported
  • Breakthrough Knowledge and Innovation
  • 12 software licenses, 9 disclosures
  • Two startups
  • The HDF Group (THG)
  • R-Systems

25
28
  • Key Initiatives
  • Implementation of Chief of Police Student
    Advisory Board
  • Implementation of Public Safety Day in Fall
    2007 as a result of student class project
  • Continued Selective Traffic Enforcement Program
    focusing on accident causing violations and
    behaviors involving all modes
  • of campus transportation (motor vehicle
    operators, bicycles, and pedestrians)
  • Assisting University State Civil Service System
    in research project to improve police officer
    testing
  • Division of Public Safety
  • Goals
  • Problem solving efforts associated with student
    alcohol abuse and resulting problematic behaviors
  • Information gathering and sharing with an
    emphasis on student involvement
  • Traffic safety emphasizing pedestrian safety
  • Campus emergency planning, awareness, and
    preparedness
  • Risk management and disaster planning associated
    with youth programs
  • Public safety issues connected to expansion of
    research, residential, retail, and commercial
    areas
  • Key Success Factors
  • Enhance and retain the diversity and quality of
    staff
  • Improve level and quality of student input and
    involvement in community-based policing efforts
  • Meet National Incident Management System (NIMS)
    federally-mandated requirements
  • Meet public safety needs associated with
    continued expansion of our campus
  • Key Accomplishments
  • Problem solving efforts associated with student
    alcohol abuse and resulting problematic behaviors
  • Increased multi-jurisdictional enforcement
    resulted in a 59 increase in cited violations
    for Unofficial 2007 compared to 2006
  • Reduced disruption in classrooms during
    Unofficial 2007
  • Calls for Service in Quad buildings reduced 69
    in comparison to 2006
  • Information gathering and sharing with an
    emphasis on student involvement
  • In collaboration with a Speech Communications
    Class (SPCOM 251), officers worked with students
    to develop a marketing strategy to develop an
    increased culture of compliance in regards to
    traffic safety
  • In conjunction with the Dean of Students Office,
    identified venues for open discussion with
    various student cultural houses and centers
  • Traffic safety emphasizing pedestrian safety
  • 7,246 traffic contacts in 2006, and 2,518
    contacts as of 4/26/07
  • Increased media coverage via the Daily Illini,
    Inside Illinois, I Watch, News Gazette, and local
    television/radio outlets including UI7

26
29
  • Public Affairs
  • Goals
  • Create a consistent, nationally recognized
    identity for the Urbana campus
  • Build a national reputation for Illinois as among
    the pre-eminent public research universities
  • Play a key role in the success of the upcoming
    capital campaign
  • Key Success Factors
  • Campuswide adoption of Illinois Identity
    Standards
  • Facilitate stronger relationships with key
    stakeholders
  • Key Initiatives
  • Identity
  • Complete and implement Identity Standards for
    campus
  • Redevelop uiuc.edu website
  • Migrate email/url addresses from uiuc.edu to
    illinois.edu
  • Relationships
  • Create dynamic experts list to better connect
    reporters with faculty
  • Key Accomplishments
  • Identity Initiative
  • Launched campuswide graphic standards
  • Hosted 86 training sessions and ongoing listserv
    for communications professionals
  • Rolled out new Public Affairs website that offers
    support and tools for communications
    professionals across campus
  • Pre-eminence
  • Implemented initiative to improve processes for
    reporting data to rankings agencies
  • Issued 282 news releases on research achievements
    at Illinois
  • Continued to build the suite of Webtools to
    support marketing efforts (Enewsletter, MobileWeb
    and Discussion Board)
  • Completed 234 creative projects for unit, college
    and departments across campus
  • Advised campus, unit, college and departmental
    administrators on more than 94 crisis/media
    relations issues

27
30
  • Key Initiatives
  • Infrastructure
  • Ensure that safety and compliance activities meet
    fiscal, regulatory and accreditation standards
  • Renew AAALAC accreditation
  • Obtain AAHRPP accreditation
  • Investments in Strategic Directions
  • Support faculty leadership of the campus
    strategic research initiatives
  • Integrated Sciences for Health,
  • Sustainable Energy and the Environment
  • Illinois Informatics Initiative
  • Develop strategies for funding faculty
    recruitment packages
  • Improve the environment for scholarship in the
    Arts Humanities
  • External Programs
  • Office of the Vice Chancellor for Research
  • Goals
  • Maintain and improve services for research,
    technology transfer, and economic development
  • Enhance the campus research environment
  • Implement innovative approaches to emerging
    opportunities
  • Strengthen and diversify the research portfolio
  • Develop a research strategy that ranges from
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