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Presidents Summit on Strategic Leadership June 17, 2005

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Title: Presidents Summit on Strategic Leadership June 17, 2005


1
Presidents Summit on Strategic LeadershipJune
17, 2005
2
Agenda Review
  • Morning
  • Review of Last Session and Objectives for Today
  • Statutory Mandates and Mission
  • Competitive Environment
  • Identify Strategic Issues and Stretch Ideas
  • Working Lunch
  • Afternoon
  • V. Frame Strategic Issues
  • VI. Examine / Modify Goals and Strategic Thrusts
  • VII. Next Steps
  • Adjourn at 3 p.m.

3
I. Review of Last Session and Objectives for
Today
4
Review of Last Session - Highlights
  • A look back at March 29th meeting
  • Case study analysis of U of I
  • Examined environmental assessment data
  • Examined 10 year financial outlook for U of I
  • Discussed U of I Compact
  • Political leaders thoughts about the U of I
  • Discussed structure, process, and timetable for
    the U of I strategic planning process

5
Objectives for Today
  • Review U of I strategic planning process and
    calendar
  • Review statutory mandates and confirm mission
  • Examine competitive environment
  • Elements of a competitive framework
  • External analysis opportunities and threats
  • Internal analysis strengths and weaknesses
  • Frame and discuss key strategic issues and
    stretch ideas
  • Review goals and strategic thrusts in light of
    issues and feedback to date

6
Calendar
  • March 29, 2005
  • Strategic Leadership Summit
  • June 17, 2005
  • Summit II
  • July 1, 2005
  • DRAFT of University Strategic Planning Framework
    to BOT
  • October 31, 2005
  • DRAFT plans completed for Campuses and UA, UIF,
    UIAA
  • December 31, 2005
  • Final plans to BOT
  • June 30, 2006
  • School and College level plans completed

7
Participating Organizations
  • University of Illinois Strategic Planning
    Framework
  • University of Illinois at Chicago
  • University of Illinois at Springfield
  • University of Illinois at Urbana-Champaign
  • University Administration
  • U of I Alumni Association
  • University of Illinois Foundation
  • Schools, Colleges, and Major Administrative Units

Stage 1
Stage 2
Support Organizations
Stage 3
8
Progress to Date
  • Completed work on several steps in U of I
    Strategic Planning Process and Framework (dated
    April 20, 2005), including
  • Environmental Assessment
  • 10 year Financial Outlook
  • Mission and Purpose
  • Strategic Goals and Thrusts
  • Additional work to be completed
  • SWOT analysis
  • Competitive analysis and Best of Class
    Benchmarking
  • Identification of Strategic Issues and Stretch
    Ideas
  • Revision of DRAFT Strategic Planning Framework
  • Strategic Plan Certification
  • Leadership Institute

9
Certified Strategic Plans
  • Requirements for Certification
  • Plans must exhibit values
  • High Aspirations
  • Demonstrate Creativity and Innovative Thinking
  • Conform and Contribute to University Goals and
    Strategic Thrusts
  • Plan components include
  • Statement of Strategic Intent
  • Competition and Benchmark Analysis (Best of Class
    Benchmarking)
  • Environmental Assessment and SWOT Analysis
  • Goals and Strategic Thrusts
  • Strategic Issues
  • Performance Metrics
  • Resource Plans (People, Money, Facilities/Infrastr
    ucture)

10
Leadership Institute
  • Institute will be led by a faculty member
    (national search in 2005-06) and be affiliated
    with the Office of the President
  • Mission To foster innovation and creative
    thinking throughout the University through
    superior leadership development and training
    programs.
  • Programs will include
  • Strategic Planning and Management
  • Successful Intelligence
  • Creativity and Innovation
  • Marketing and Branding
  • Others
  • Programs will be characterized by sound,
    innovative management concepts and their
    application at the University of Illinois they
    will be offered on an ongoing basis.

11
II. Statutory Mandates and Mission
12
Statutory Mandates and Mission
  • Objectives of this step in the Strategic Planning
    process
  • During development of Strategic Plans, must
    understand statutory responsibilities.
  • Clarify nature and extent of mandates /
    constraints imposed by statutes. What is the U
    of I required to do/prohibited from doing?
  • Make sure mission addresses all required
    activities and does not conflict with mandates.

13
Statutory Mandates and Mission
  • Federal and State statutes that relate to
    creation and mission of the University of
    Illinois
  • Created as a Land Grant institution Morrill Act
    of 1862
  • University of Illinois Act created the University
    of Illinois and established the Board of
    Trustees the Trustees Act sets forth powers,
    responsibilities, and membership of the Board
    1867 and 1873
  • U of I Agricultural Experiment Station created by
    Hatch Act of 1887
  • Board of Trustees w/ support of Illinois General
    Assembly created the Engineering Experiment
    Station in 1903
  • Cooperative Extension created by Smith Lever Act
    in 1914
  • Illinois Senate passed S.R. 296 establishing
    economic development as fourth mission of the U
    of I (in addition to teaching, research, and
    service) in 2000
  • UIC, UIS statutes
  • U of I Hospital Act

Key Point U of I Act and U of I Trustees Act
created the University and established its
mission.
14
Statutory Mandates and Mission
  • Legal requirements that pertain to State of
    Illinois entities including State universities
  • State Universities Civil Service Act
  • University of Illinois Revenue Bond Financing Act
    for Auxiliary Facilities
  • University of Illinois Revenue Bond Act
  • Illinois Educational Labor Relations Act
  • Legislative Audit Commission University
    Guidelines
  • Open Meetings Act
  • Freedom of Information Act
  • Governmental Ethics Act
  • State Officials and Employees Ethics Act
  • State Auditing Act
  • Illinois Procurement Code
  • Architectural, Engineering, and Land Surveying
    Qualifications Based Selection Act
  • State Property Control Act

Key Point As a State entity, the University is
subject to regulations/oversight by the State of
Illinois and must abide by the State Constitution
and State statutes.
15
Statutory Mandates and Mission
  • Summary of U of I and Trustees Act provisions
    establishing our mission
  • Teaching identifies courses of instruction
  • agriculture and the mechanic arts, and military
    tactics, without excluding other scientific and
    classical studies (110 ILCS 305/7)
  • shall offer instruction in such branches of
    learning as are related to agriculture and the
    mechanic arts, and as are adapted to promote a
    liberal and practical education in the several
    pursuits and professions of life, without
    excluding other scientific and classical studies,
    and including military tactics (110 ILCS 310/6)
  • Research
  • support scientific research and development
    (110 ILCS 305/7)
  • Service (cooperative extension service)
  • Economic development (110 ILCS 305/7)
  • manage medical research and high technology
    parks
  • encourage the improvement and development of the
    States economy.
  • Hospital (110 ILCS 330)
  • Mission To transform lives and serve society by
    educating, creating knowledge, and putting
    knowledge to work on a large scale and with
    excellence.
  • Does our mission as it is currently drafted allow
    us to fulfill our statutory requirements?

16
III. Competitive Environment
17
Competitive Environment
  • Universities are setting high expectations
  • We have before us the potential for a new
    defining moment the possibility of being not
    only the first, but the best, the leading, the
    preeminent public university in America.
  • University of North Carolina Chapel Hill
  • The goal of strategic positioning is to make the
    University of Minnesota one of the top three
    public research universities in the world within
    the decade.
  • University of Minnesota
  • Purdue will be a preeminent university,
    advancing quality in all areas while leading the
    world in the basic and applied sciences and
    engineering and improving society at home and
    abroad.
  • Purdue University
  • I propose that there is no reason for us to be
    content with continuing to be a top ten or even
    top five public research university. It is time
    for us to move up, to become unambiguously equal
    to the best of our competitors. The only
    aspiration that is worthy of our history is
    pre-eminence.
  • R. Herman, UIUC

18
Competitive Environment--Displacement
  • How can the U of I displace top competitors and
    avoid being displaced by near followers?
  • 3 Dimensions to Displacement
  • Performance / Quality
  • Resources
  • Reputation
  • How can the U of I build a sustainable
    competitive advantage?
  • Key points
  • Know your competitors
  • Identify programs / products in which you compete
  • Use data to assess your competitive position

19
Concept Map
  • Vision To create a brilliant future for the
    University of Illinois in which the students,
    faculty, and staff of our inclusive community
    thrive and the citizens of Illinois, the nation,
    and the world benefit, a future in which the
    University of Illinois is the recognized leader
    among public research universities in
  • Academics, scholarship, and research
  • Arts and culture
  • Public service
  • Athletics
  • Objectives of Map
  • Create strategic plan that enables U of I to
    displace top competitors.
  • Identify strategic issues and stretch ideas.
  • Create alignment between strategic issues and
    strategic goals and thrusts.

Strategy Combine academic excellence with an
unprecedented commitment to innovation, quality,
and service so that each U of I university is the
best among its peers and competitors and
recognized as such.
Displacement of Top Competitors
SWOT
Strategic Issues Stretch Ideas
20
Competitors Best of Class Benchmarking
  • Two principal groups
  • Competitors for academic and research programs
  • Undergraduate ed, Graduate ed, Research
  • Best of Class Benchmarking for support
    organizations
  • UA, UIAA, and UIF
  • Academic and Research Program Competitors
  • Different groups for each campus
  • UIC comparators IBHE peers, Urban Research
    Univ.s, AAU, Research 1
  • UIS comparators IBHE peers, COPLAC, ANAC
  • UIUC comparators IBHE peers, Big Ten, AAU,
    Research 1
  • Other Competitors
  • University of Phoenix / For-Profit Competitors
  • New Entrants / Competitors National and
    International

21
Competitors
IBHE Peer Groups
UIC
UIS
UIUC
22
Competitors
  • Big Ten (UIUC)

23
Competitors
Research 1 (UIC, UIUC)
24
Competitors
  • AAU Competitors (UIC, UIUC)

25
Competitors
Urban 13 with Medical Schools (UIC)
26
Competitors
Associated New American Colleges (UIS)
Council on Public Liberal Arts Colleges (UIS)
27
Competitive Analysis
  • Competitive Positioning - EXAMPLE of positioning
    map UIUC

28
Best of Class Benchmarking
Example Endowment benchmarking for U of I and
Big Ten peers
Endowments FY 2004
Endowments Percentage Growth from 1995-2003
29
Recognized Strengths
  • Current Spires of Excellence at U of I
  • Nursing
  • Occupational Therapy
  • Chemical, Civil, Mechanical, and Electrical
    Engineering
  • Computer Science
  • Materials Science
  • Physics
  • Chemistry
  • Psychology
  • Accounting
  • Entrepreneurship
  • Animal Science
  • Library Science
  • And others

Note Programs listed are ranked in the top ten
nationally.
30
Recognized Strengths
  • Other recognized competitive strengths
  • More than 100 faculty members from the three
    campuses are members of the National Academy of
    Science, the American Academy of Arts and
    Sciences, and the National Academy of Engineering
  • UIUC ranks in the top 25 research universities
    UIC ranks in the top 50
  • UIS accounting majors have led the nation in
    their pass rate of the CPA exam for three out of
    the past four years
  • UIC medical school is the nations largest in
    terms of number of annual graduates and is also
    one of the five fastest growing medical schools
    in the country
  • UIUCs library is the worlds largest public
    university library and is exceeded only by
    Harvard and Yale among all academic institutions
  • Grainger Engineering Library is the largest
    engineering library in America
  • The Richard J. Daley Library at UIC is the
    largest public research library in Chicago
  • 20 Nobel Prize winners U of I is the only public
    university to have had two faculty members win
    Nobel Prizes in the same year
  • UIUC is ranked in the top ten of Kiplingers 100
    Best Values in Public Colleges
  • U of I Extension Service serves over 2.5 million
    Illinois residents every year
  • Fighting Illini basketball team had a remarkable
    season culminating in an appearance in the 2005
    NCAA Championship game

31
Global Competitive Environment
  • Thomas L. Friedman, The World is Flat.
  • Key premise The convergence of technological
    innovation and development of international
    communications infrastructure is leading to
    profound and rapid changes in the economic well
    being of countries, companies, and individuals.
  • What are the implications for the U of I?
  • Opportunities
  • Threats

32
SWOT Analysis - External Analysis
  • Level of Analysis University of Illinois
  • Assignments Worksheet for Opportunities and
    Threats
  • Develop List of Opportunities
  • Develop List of Threats

33
SWOT Analysis - Internal Analysis
  • Level of Analysis University of Illinois
  • Assignments Worksheet for Strengths and
    Weaknesses
  • Develop List of Strengths
  • Develop List of Weaknesses

34
IV. Identify Strategic Issues and Stretch Ideas
35
Strategic Issues and Stretch Ideas
  • What makes an issue strategic?
  • An unresolved policy question that reflects
    tension among vision, opportunities and threats,
    university capabilities, competitive analysis
  • List Strategic Issues
  • What is a stretch idea?
  • Stretch raises the issue of how to leverage
    limited resources to achieve the goals
    represented by strategic intent.
  • It is this stretch the fact that ambition
    forever outpaces resources that fuels the
    engine of advantage creation.
  • List Stretch Ideas

Hamel, Gary C.K. Prahalad. Competing for the
Future.
36
Small Group Assignment
  • Identify a maximum of 5 strategic issues and 3
    stretch ideas facing the University of Illinois
    over the next decade.
  • Write them on each of the pages provided for your
    group.
  • By 100 pm, post each of the pages on the board.
  • In developing the issues
  • Write the issue as a question.
  • Identify what makes it strategic.
  • Identify consequence of taking no action.

37
V. Frame Strategic Issues Stretch Ideas
38
Frame Strategic Issues Stretch Ideas
  • Group leaders--read through all 8 groups issues
    and ideas.
  • Group leaders--identify clusters of issues and
    ideas.
  • Real time development of U of I strategic issues
  • Real time development of U of I stretch ideas

39
VI. Examine/Modify Goals and Strategic Thrusts
40
Review/Modify Mission, Vision, Goals
  • Mission
  • To transform lives and serve society by
    educating, creating knowledge, and putting
    knowledge to work on a large scale and with
    excellence.
  • Vision
  • To create a brilliant future for the University
    of Illinois in which the students, faculty, and
    staff of our inclusive community thrive and the
    citizens of Illinois, the nation, and the world
    benefit, a future in which the University of
    Illinois is the recognized leader among public
    research universities in
  • Academics, scholarship, and research
  • Arts and culture
  • Public service
  • Athletics
  • Goals
  • The University of Illinois will achieve and be
    recognized for both academic excellence and the
    extraordinary education and development of our
    students.
  • The University of Illinois will be the recognized
    higher education leader in innovation, quality,
    and service.
  • The priorities of the University of Illinois will
    reflect the most urgent needs of the state, our
    communities, and the world.
  • The University of Illinois will have the
    resources (people, money, and facilities)
    required for excellence.

41
VII. Next Steps
42
Next Steps
  • Refine products from June 17th Summit
  • SWOT analysis
  • Strategic issues
  • Stretch ideas
  • Revise strategic planning framework based on
    input from June 17th Summit
  • Distribute and discuss revised framework with BOT
    at July meeting
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