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

2. BOLDNESS BY DESIGN

3. 3

4. 4 Enhance the Student Experience Enrich Community, Economic, and Family Life Expand Internation al Reach Strategic Imperatives Increase Research Opportunity Strengthen Stewardshi p

5. 5 Strategic Imperatives Student Experience Stewardship/Diversity Research Opportunity International Reach Community, Economic, and Family Life QualityConnectivityInclusion

6. 6 Institutional Transformation Land Grant  World Grant THE DRIVERS : Strategic Planning Strands THE DRIVERS : Strategic Planning Strands  Conceptual Framework for Academic Planning driven by Boldness By Design Strategic Indicators through 2012  Long Term Financial Framework  Accreditation Recommendations  2020 Campus Master Plan

7. 7 Institutional Transformation Land Grant  World Grant THE DRIVERS : Strategic Planning Strands Operational Indicators  Metrics: University-Level; Unit-Level  Enrollment Planning  Institutional Capacity Assessment  Research Activity  Strategic Partnerships  Financial Solvency and Independence

8. 8 2005-06 TRANSFORMATIONAL ACTIVITIES : What We’ve Been Doing & Where We Want to Go  Invested over $10 million in academic programs: The Quality Fund  Successful 10 year re-accreditation by North Central Accreditation  Ground discussion of institutional measures of progress that can be used to assess whether we are on the way to achieving our goal of becoming a world-grant university and a leading land-grant research university by 2012

9. 9 2005-06 TRANSFORMATIONAL ACTIVITIES : What We’ve Been Doing & Where We Want to Go  Provide overarching framework for the university’s engagement on the global stage in the 21 st century  Re-envision the annual budget process for the university

10. 10 Institutional Transformation: What We’ve Done in the Past  Build upon & promote interdisciplinary and cross- unit collaborations  low entry barriers  Strengthen the undergraduate experience  Strengthen liberal arts and sciences  Expand undergraduate living & learning options  Strengthen and enrich graduate education and research  Improve acquisition, use and allocation of resources.

11. 11 Institutional Transformation Land Grant  World Grant Institutional Transformation Land Grant  World Grant  The Provost is the architect for the implementation of BbD strategic planning.  Colleges and academic units provide the intellectual foundation, innovation, energy and knowledge generation.

12. 12 Provost Planning Themes  The academic plan is the “hope for the future”.  Identify and acknowledge areas of excellence for the university: Research “Gems”: Environmental Science & Policy Health & Biomedical Research Health & Biomedical Research Families and Communities Families and Communities Renewable Resources (Biomass) Renewable Resources (Biomass) Cross-Unit Initiatives Cross-Unit Initiatives

13. 13 Provost Planning Themes  The University must have strong disciplines in order to have strong interdisciplinary programs  Best route to success is strategic funding  selective investments vs. widely distributed/”equitable” investments  Recognition that University must achieve multiple missions of teaching, research & outreach

14. 14 Provost Planning Themes Realities and Challenges  Reality: Declining state support will only continue  Challenges: How to move from land grant  world grant in environment of scarce resources

15. 15 Institutional Transformation Land Grant  World Grant What We Need to Ask Ourselves  Whether program & resource allocation decisions need to be altered  How we organize for optimal outcomes  How we can create conditions to diversify our revenue stream and make ourselves more financially self-supporting  How to improve our competitive position by acting boldly rather than retrenching

16. 16 Provost Planning Themes Revisioning Budgeting/Resource Allocation Process  Summer phase where Provost will provide deans and academic directors with general sense of academic direction and the University’s academic foci and priorities for coming year  Fall semester strategic planning phase connected to a spring budget planning phase  Some revisions to process have been tested in Spring 2006  Metrics and goals associated with BbD to provide basis for accountability

17. 17 Provost Planning Themes Objectives of Revised Budgeting Process  Simplification  Focus budget planning on strategic, long-term issues  Incorporate a multi-year planning horizon into annual planning  Connect resource allocation decisions to strategic priorities  Strengthen accountability

18. 18 CRITERIA FOR ASSESSING REQUESTS : Factors for Success  CONSISTENCY WITH UNIT STRATEGIC DIRECTION  BREADTH OF IMPACT  ROBUST METRICS  EASE OF IMPLEMENTATION  SUSTAINABILITY: Financial and Operational

19. 19 CRITERIA FOR ASSESSING REQUESTS : Factors for Success  SYNERGY WITH RESEARCH “GEMS”/THEMES  CAPITALIZE ON STRENGTHS  SOLUTION-ORIENTED  COHERENCE WITH BBD IMPERATIVES  ACADEMIC REPUTATION