Accomplishments

Initiatives

• Rebuild faculty
• Implement academic program review
• Increase HAAS funding
• Determine how to organize the campus for excellence
• Convene working group in Humanities
• Convene working group in Arts
• Convene additional interdiscipinary working groups
• Develop a faculty profile sharing database
• Create a clearinghouse of existing seed funding programs and identify specific gaps for new seed funding
• Develop a Research Data Service and accompanying research education initiative in the curation, use and dissemination of large amounts of data
• Expand world footprint and enhance international presence

Accomplishments (FY2014)

• Approved and launched 180 faculty searches
• Increased funding for TOP salary support by approximately 35%
• Launched seven academic program reviews
• Formed Academic Program Review Council and created a rolling eight-year calendar of academic program review
• Increased HASS funding by 50%
• Initiated discussions of alternative organization structures
• Convened new working groups in the Humanities, the Arts, Social and Behavioral Sciences and Computation, Data and Information (helped to define faculty cluster hiring areas -see Goal III)
• Created webpage listing all seed funding programs on campus
• Initiated a Research Data Service through the Library and CITES to assist in the management and curation of large data sets
• Opened Illinois office in Shanghai, China
• Developed new Provost Communication for specialized faculty, including best practices for employment and career paths

Accomplishments (FY2015)

• Hired 120+ tenure system faculty

• Implemented new Provost Communication on Specialized faculty, working with units to develop promotion guidelines and professional development
• Established a centralized system to assist in finding campus and community employment opportunities for partners/spouses of faculty recruits
• Initiated a study to assess faculty compensation
• Worked with UA to assess options to supplement pensions
• Hired a Vice Provost for International Affairs and Global Strategies to replace the current associate provost position – to provide campus-level strategic direction and support for coordinated efforts in the

Key Next Steps

• Approved and launched 50+ tenure system faculty searches
• Review and update the Faculty Excellence Program
• Update dual career guidelines
• Monitor and Review compensation and benefits
• Launch new mentoring and professional development programs for faculty
• Deploy software for faculty profile expertise sharing database with faculty governance
• Develop Levis Center to provide new space for Humanities activities

Initiatives

• Define campus-wide learning outcomes
• Enhance undergraduate research experiences
• Ensure undergraduates have enhanced integrative learning experiences
• Reconsider General Education offerings
• Facilitate ability of students to earn dual degrees
• Enhance recruitment of diverse students
• Implement recommendation from the Chancellor and Provost Committee on Diversity and Cultural Understanding
• Ensure the university is accessible to all students who possess the ability and commitment to join Illinois
• Coordinate and systematize the many programs on campus that support student diversity
• Create single office to support teaching excellence
• Transform classrooms
• Leverage technology to provide best learning experiences
• Integrate global perspectives within our learning environment

Accomplishments (FY2014)

Accomplishments (FY2015)

• Developed draft campus-wide learning outcomes
• Expanded scholarship funding for PAP by $2.4M and Illinois Promise by $1.9M.  New Chancellor’s Access Grant awarded $1M in its first year
• Increased Hispanic freshmen by 13% and African American freshmen by 33%
• Invested $5M spent in learning/teaching labs, iFLEX classrooms renovated and refreshed offices in support of faculty instruction in on-campus classrooms and online
• Transferred 10 staff from Technology Services to CITL to further unify support for teaching and learning
• Launched first courses in Grand Challenge Learning pilot program
• Offered the first-ever Winter Session, allowing students to take an online course between fall and spring semesters
• Announced the iMBA, a fully accredited MBA delivered online at a fraction of the traditional cost
• Opened two iFLEX classrooms for active/flexible learning
• Implemented DiversityEdu online training module for all freshmen
• Secured the lead gift and did initial planning for a new Design Center, focused on undergraduate students campus-wide
• Launched a campus lecture series: Prioritizing Undergraduate Education
• Opened the Center for Wounded Veterans in Higher Education
• Obtained donated funds to establish education

Key Next Steps

• Disseminate draft learning outcomes and plan for review, adoption and assessment
• Develop 3-5 pilot dual-degree programs
• Coordinate and systematizing the many programs on campus that support student diversity
• Complete campus review of proposal for a US Minorities general education requirement
• Continue and expand Winter Session
• Increase the number of iFLEX classrooms available on campus
• Build and expand the Grand Challenge Learning pilot
• Complete planning for the Design Center and begin construction
• Continue to expand online course offerings and programs, in both traditional and innovative forms

Initiatives

• Develop students to be future leaders with strong communication skills and who are engaged in their community
• Define a cluster hiring program
• Develop the Institute of Sustainability, Energy and Environment
• Develop the Interdisciplinary Health Science Institute
• Develop the Interdisciplinary Health Science Institute
• Explore new social sciences research institute
• Inform the broader public about the research and innovation of the university
• Invest in and strengthen public relations/ marketing to the increase visibility of Illinois
• Create a comprehensive public engagement strategy

Accomplishments (FY2014)

• Focused additional resources to serve students at the Leadership Center
• Announced a new faculty cluster hiring program Launched the Institute for Sustainability, Energy and the Environment and have appointed a leading faculty member to serve as the first director
• Began a central effort to support departments and colleges in their nominations of faculty for key national and international awards
• Launching the Interdisciplinary Health Science Initiative
• Collaborated with Research Park and Community Economic Development Steering team to create an economic development plan for Champaign-Urbana

Accomplishments (FY2015)

• Implemented the new faculty cluster hiring program
• Launched the Interdisciplinary Health Science Initiative, named a faculty director, and established new Research Affiliation Agreement with Carle
• Institute for Sustainability, Energy and the Environment began numerous initiatives in research, education, and campus sustainability, including the 2015 iCAP
• Conducted preliminary assessment of campus brand position and associated organizational structures to support public relations / marketing activities
• Implemented Illinois brand and reputation building campaign in Chicago
• Social and Behavioral Science Working Group outlined plans for Social Science Incubator

• Developed and awarded a major equipment funding program to ensure continuing research excellence
• Developed a business plan for proposed College of Medicine; secured formal approval from Board of Trustees for the creating of the College; completed Affiliation Agreement with Carle

Key Next Steps

• Implement Social and Behavioral Science Incubator to foster larger impactful research efforts in those fields
• Receive approval for new Interdisciplinary Health Science Institute to support and foster impactful health research
• Create recommendations for organizational change and implement plans to develop a comprehensive brand position and creative concepts to increase visibility of campus
• Develop comprehensive public engagement strategy
• Obtaining IBHE approval for the creation of the College of Medicine, searching for a Dean of the College, developing the curriculum, and working towards LCME accreditation.

Initiatives

• Continue to identify and implement resource conservation opportunities
• Simplify processes to enable faculty and staff to focus on their critical work
• Implement new ICR policy
• Implement an ongoing review process for nonacademic units
• Allocate additional institutional resources student scholarships and other financial aid
• Enhance grant writing and proposal support
• Create a campus wide proposal development office
• Foster an integrated approach to institutional advancement efforts

Accomplishments (FY2014)

Accomplishments (FY2015)

• Implemented process improvements (e.g., rollout of an electronic conflict of interest filing)
• Finalized and implemented new ICR policy for 2014-15 Academic Year
• Increased institutional resources for student scholarship and financial aid ( $63.5 million in 2014-15; $71.5 million projected for 2015-16)
• Raised $182 million in cash gifts ($51 million for student support; $5 million for faculty chairs and professorships)

• Implemented Advancement roadmap recommendations ,including hiring 7 new major gift officers (with another 6 planned) and infrastructure improvements in preparation of campaign

• Established campaign planning committee
• Implemented bi-monthly electronic newsletter that goes to over 280,000 alumni and friends.

Key Next Steps

• Ongoing planning for launch of campaign
• Continue to develop strategic communications with external audiences to support fundraising