vol vision 2020volvision.utk.edu/wp-content/uploads/sites/11/2016/06/vv2020... · vol vision 2020...

VOL VISION 2020

STRATEGIC PLANIMPLEMENTATION

CONTENTS

2

Vol Vision 2020 Implementation Summary

OverviewImplementation Approach p. 3

Implementation Plan – Phase 1Key Initiatives, Timelines, Accountability p. 8

Strategy Dashboard ‐ Phase 1Metrics and Indicators to Track Progress p. 31

The implementation plan will be updated annually based on progress.Phase 1: Planned campus‐wide initiatives as of June 2016

Phase 2: High‐impact college and division initiatives will be integrated in Spring 2017

IMPLEMENTATION APPROACH

3

Vol Vision 2020

Phase 1Implementation

Phase 2Implementation

Go Forward

Complete In ProgressFall 2016 –Summer 2017

Vol Vision 2020 – High Level Direction and Goals

Board Approved

Implementation Structure

Phase 1 Action Plan–Planned Campus‐Wide Actions and Primary Metrics

Board Review in June

Campus Roll Out in August

College and Division Plans

Phase 2 Action Plan–Integrate High‐Impact College and Division Actions

Phase 2 Strategy Dashboard – Secondary Metrics and Goals; Indicators of Excellence

Integrate Vol Vision with Key Processes – Budget, Planning, Performance Review

Annual Assessment and Strategy Adjustment

Progress Reporting

Fall 2018 ‐Forward

RESPONSIBILITIES

4

Vol Vision 2020Chancellor and Provost

Vol Vision Executive Champions and Working Teams

Deans and Vice Chancellors

Align campus-wide strategy with Vol Vision

Prioritize, plan, and implement actions requiring campus coordination

Track Top 25/comparative metrics

Define and track secondary campus strategy metrics

Align College and Division strategy with Vol Vision

Prioritize, plan, and implement actions specific to College and Division

Define and track indicators of excellence

Category Executive ChampionVol Vision 2020 Implementation Chancellor, Provost1: Undergraduate Education Provost, Vice Chancellor Student Life2: Graduate Education Provost3: Research, Scholarship, Creative Activity & Engagement Vice Chancellor for Research and Engagement4: Faculty and Staff Provost, Vice Chancellor for Human Resources5: Resources and Infrastructure VC for Administration & Finance, VC Development and Alumni6: Diversity and Inclusion Chancellor, Cabinet

IMPLEMENTATION PLAN – PHASE 1 EXAMPLE

5

Each Vol Vision priority summarized at a high levelA

Implementation matrix outlines planned initiatives, strategic priority alignment,

timeline, and team lead; supporting tactics also described (not shown)

B

STRATEGY DASHBOARD – PHASE 1 & 2

6

PHASE 1

Top 25/ Comparative MetricsPast Progress, Peers, 2020 Goals

PHASE 2

Secondary Campus Strategy Metrics and Goals; Indicators of Excellence

(Not Shown)

An online Strategy Dashboard for Phase 1 will be launched in Fall 2016.

TIMELINE

7

Immediate August2016

Fall 2016

Spring 2017

Summer 2017

Implementation Structure ✔

Implementation Plan and Strategy Dashboard – Phase 1 ✔

Progress Report to Board (June) ✔

Working Teams Kick Off, Phase 1 – Stakeholder Feedback

✔

Phase 1 Implementation Begins ✔

Communication Roll Out for Campus ✔

Strategy Dashboard Roll Out (Phase 1 – Web) ✔

College/Division Strategic Plans and Indicators of Excellence (Begin)

✔

Budget Hearings and Funding Decisions ✔

Implementation Plan and Strategy Dashboard – Phase 2 ✔

Progress Report to Board ✔

8

IMPLEMENTATION PLANPHASE 1

9

UNDERGRADUATE EDUCATION

1. Recruitment

and Retention

2. Education

Innovation and Student

Experience

3. Engagement

After Graduation

Effectiveness and Cost Management Foundation: Student Centric Communication and Processes, Data-Driven Decisions

Recruit, enrich, and graduate undergraduate students who are prepared to enter the global community as lifelong learners and

authentic leaders.11

10

Action Plan – Vol Vision 2020 Strategic Priority Alignment

ImplementationStart

Implementation Lead

Action Campus‐Wide Initiatives 1 2 3 4 5 6 Active 17 18

Priority 1 – Undergraduate Education

Recruitment and Retention

Enrollment Growth – Recruitment (In‐State, Out‐of‐State, Transfer) AP Enrollment

Management

Enrollment Growth – Retention (Analytics to Target Retention Interventions) AP Enrollment, VP

Academic Affairs

Undergraduate Student Diversity – Recruitment and Retention AP Enrollment, VP

Academic Affairs

Improve Transfer Student Experience and Retention VP Academic Affairs,

Registrar, AP Enrollment

Retention of Financial Aid and Scholarships AP Enrollment, VP Academic Affairs

UNDERGRADUATE EDUCATIONIMPLEMENTATION

11

11

Action Plan – Vol Vision 2020 Strategic PriorityAlignment

ImplementationStart

Implementation Lead



ExperienceLearning and Education Innovation

Experience Learning Implementation (QEP ‐ Quality Enhancement Plan for Accreditation) VP Academic Affairs, AP

Education Innovation

Redesign of General Education VP Academic Affairs, Gen Ed Committee

Expand Programs to Challenge High‐Achieving Students VP Academic Affairs,

Honors

Initiative to Improve the Quality of Teaching VP Academic Affairs, VP Faculty

Global and Multicultural Curriculum and Student Experiences (Phase 2 – QEP, General Education) VP Academic Affairs,

International Education

EffectiveAcademic SupportSystems

Advising 2020 – Integrated Academic and Career Advising Model VP Academic Affairs, AP

Student Success, Advisors

Early Alerts and Academic Support for High Non‐Complete Courses VP Academic Affairs/

Associate Deans

Alternative Graduation Paths for High Attrition Majors VP Academic Affairs/

Associate Deans

Course Availability and Timetable Effectiveness VP Academic Affairs/ Registrar/Assoc Deans


11

12


ImplementationStart

Implementation Lead



Volunteer Experience

Comprehensive First‐Year Experience VC Student Life/ VP Academic Affairs

Essential Student Space Improvement(Residential, Student Union, Classrooms/Labs) VC Student Life/ VC

Admin and Finance

Expand Student Engagement and Involvement VC Student Life

High‐quality Health, Wellness, and Safety Programs and Services VC Student Life

Volunteer Network

Expand Alumni Involvement (Recruiting, Career Development)*

AP Alumni Affairs

Effectiveness Foundation

Student One‐stop Services Expansion/ Veterans Resource Center* AP Enrollment Services,

One Stop

Student‐Centric Process Redesign and Technology Tools * AP Budget and

Technology/ CIO

Quality and Use of Student and Academic Data* AP Budget and Technology/ CIO

Retention Analytics/ Business Intelligence Platform AP Budget and

Technology/ CIO


11

* Note: Volunteer Network, Veterans Resource Center, Technology Tools, and Student and Academic Data Initiatives will also benefit graduate students

13

GRADUATE EDUCATION

1. Excellence in

Graduate Education

2. Graduate

Enrollment

3. Graduate Student

Success and Placement

Effectiveness and Cost Management FoundationGraduate School Services, Data-Driven Decisions

Strengthen graduate education through an emphasis on excellence and improvement of the graduate student

experience.

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14


ImplementationStart

Implementation Lead


Priority 2 – Graduate Education

Excellence Define and Track Indicators of Excellence for Graduate Education (College, Unit Metrics) Deans, VP Graduate

Education

Enrollment

Strategic Growth Plan for Graduate Education Deans, VP Graduate Education

Improve Graduate Student Recruitment Deans, VP Graduate Education

Graduate Student Diversity – Recruitment, Retention, and Completion Deans, VP Graduate

Education

Graduate Funding Model Provost, VC Admin & Finance, VP Grad. Ed.

Tuition Alternatives for Online Programs Provost, VC Admin & Finance, VP Grad. Ed.

GRADUATE EDUCATIONIMPLEMENTATION

22

15

GRADUATE EDUCATIONIMPLEMENTATION

22Action Plan – Vol Vision 2020 Strategic Priority

AlignmentImplementation

StartImplementation

Lead



Student Success and Placement

Career Coaching/Professional Development Deans, VP Graduate Education

Quality of Teaching ‐ Training for Graduate Students Deans, VP Graduate

Education


Graduate School ( Communication, Processes, and Service Levels) VP Graduate Education

Graduate Blueprint (Graduate Student Data Project) VP Graduate Education,

AP Budget and Tech, IR

* Note: Selected initiatives in the Undergraduate Plan (Volunteer Network, Veterans Resource Center, Technology Tools, and Student and Academic Data) will also benefit graduate students

16

RESEARCH, SCHOLARSHIP, CREATIVE ACTIVITY AND ENGAGEMENT

1. Excellence

Across Total Portfolio

2. Sponsored Research

Competitiveness

3. Engagement and Outreach

Effectiveness and Cost Management Foundation:Research Infrastructure, Core Facilities, Compliance

Strengthen our capacity, productivity, and recognition across our total portfolio of research, scholarship, creative activity, and

engagement.

33

4. Education Mission

17


ImplementationStart

Implementation Lead


Priority 3 – Research, Scholarship, Creative Activity, and Engagement

Excellence Across Total Portfolio

Define and Track Indicators of Excellence for All Research and Scholarship (College, Unit) Deans

Define Areas of Research Excellence in Sponsored Research VC Research and

Engagement

Publicize Faculty Accomplishments in Areas of Excellence Across the Portfolio VC Research and

Engagement

Increase External Recognition of Faculty Accomplishments (Using Faculty Award Measures) Provost, VC Research and

Engagement

Report Faculty Scholarly Activity (Publications, Citations) Provost, VC Research and

Engagement

SponsoredResearch

Increase UT‐ORNL Joint Faculty Appointments (Including Governor’s Chairs) Deans, VC Research and

Engagement, Provost

Growth in Bredesen Center through Sponsored Research Deans, VC Research and

Engagement, Provost

Implement new PhD in Data Science (Graduate and Research Joint Initiative) Provost, VC Research and

Engagement

IMPLEMENTATION33


18


ImplementationStart

Implementation Lead



SponsoredResearch

Pursue Government‐University‐Industry‐Foundation Partnerships (Leveraging UTRF) VC Research and

Engagement

Promote Transdisciplinary Research (Programs, Faculty Review and Evaluation) Provost, VC Research and

Engagement

Expand Large, Strategic Collaborations with ORNL, CNS‐Y12 VC Research and

Engagement

Pursue Large‐Scale Grant Opportunities in Areas of Research Excellence VC Research and

Engagement

Expand Existing Federal Agency Sponsors and Pursue Growth with New Agencies VC Research and

Engagement

Expand Pre‐Award and Proposal Development Support VC Research and

Engagement

Increase Commercialization Activity (Spin Out Acquisition, Deal Flow, 3rd Party Investments) VC Research and

Engagement

IMPLEMENTATION33


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ImplementationStart

Implementation Lead



Engagement &Outreach

Expand Engagement and Outreach VC Research and Engagement

Education Mission

Expand Undergraduate Research Experiences Provost, VC Research and Engagement

Expand Support for Graduate Research and Fellowships Provost, VC Research and

Engagement


Improve Physical Research Infrastructure (Campus Master Plan) and Expand Core Facilities and Services

VC Admin and Finance, VC Research and Eng.

Implement Upgrade to Research Administration Systems UT System

Expand Information Resources and Services in the Library Dean of Libraries

Federal Compliance Plan (Research) VC, Research and Engagement

IMPLEMENTATION33


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FACULTY AND STAFF

1. Recruit and Retain Top

Talent

2. Compensation

Gap

3. Excellence and

Professional Development

Attract, develop, and retain stellar faculty and staff who exemplify our values and strive for excellence.44

Effectiveness and Cost Management Foundation:Systems to Support Performance Evaluation and Management, Data-Driven Decisions

21


ImplementationStart

Implementation Lead


Priority 4 – Faculty

Recruit and Retain Top

Talent ‐ Faculty

Recruit Top Faculty Talent – Faculty Deans, Provost, VP Faculty, Heads

Faculty Diversity – Recruitment and Retention

Deans, Provost, VP Faculty

Work‐Life Programs/Campus Climate – Faculty Vice Provost Faculty

Quality of Instructional and Research Space (Campus Master Plan) VC Admin & Finance

Compensation Gap – Faculty

Competitive Compensation and Start Up Packages Deans, Provost, Vice

Provost Faculty

IMPLEMENTATION44 FACULTY AND STAFF

22

Tactical Action Plan Strategic PriorityAlignment

ImplementationStart

Implementation Lead


Priority 4 – Faculty

Excellence and Professional Development ‐Faculty

Expand Programs Targeted at National Faculty Awards VC Research and

Engagement, VP Faculty

Increase Number of Professorships VC Development & Alumni, Provost, Deans

Performance Evaluation Process Improvement Deans, Provost, Vice Provost Faculty

Diversified Workload Models Deans, Provost, Vice Provost Faculty

Initiative to Improve the Quality of Teaching Deans, Provost, Vice Provost Faculty

Faculty Development, Mentorship, and Leadership Training Vice Provost Faculty

Non‐Tenure Track Faculty Compensation, Support and Professional Development Vice Provost Faculty

FACULTY AND STAFFIMPLEMENTATION

44

23


ImplementationStart

Implementation Lead


Priority 4 – Staff

Recruit and Retain Top

Talent – Staff and Leadership

Recruit and Retain Top Talent – Leadership and Staff Chancellors Cabinet, VC

Human Resources

Staff and Leadership Diversity – Recruitment and Retention

Chancellors Cabinet, VC Human Resources, Diversity Council

Work‐Life Programs/Campus Climate ‐ Staff VC Human Resources

Improve Onboarding Process VC Human Resources

Compensation Gap

Competitive Compensation Chancellors Cabinet, VC Human Resources

Excellence and Professional Development

Career Paths and Position Analysis VC Human Resources

Professional Development VC Human Resources

Succession Planning VC Human Resources

Campus Awards and Recognition for Staff Excellence VC Human Resources

IMPLEMENTATION44 FACULTY AND STAFF

24

Tactical Action Plan Strategic PriorityAlignment

ImplementationStart

Implementation Lead


Priority 4 – Faculty and Staff


Expand Elements Functionality and Achieve Full Adoption (Faculty Workload Tracking System) VP Faculty

Performance Evaluation Process Redesign ‐ Staff VC Human Resources

Retention Data Analytics (Data, Exit Interviews) VP Faculty, VC Human Resources

FACULTY AND STAFFIMPLEMENTATION

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RESOURCES AND INFRASTRUCTURE

1. Diversify Resource

Base

2. Effectiveness

and Cost Management

3. Campus

Transformation

Develop a resource base for the future; continue transformation of campus infrastructure.55

26


ImplementationStart

Implementation Lead


Priority 5 – Resources and Infrastructure

DiversifyRevenue Base

Managed Enrollment Growth (Recruitment, Retention, Student Mix) AP Enrollment; ALL

Cabinet and Deans

Growth in Philanthropy VC Development/Alumni;

ALL Cabinet and Deans

Performance‐Based Funding Metrics Provost, ALL Cabinet and Deans

Sponsored Research Growth Deans, VC Research and Engagement

Growth in Strategic Business Unit/ Auxiliaries Contributions VC, Administration and

Finance

RESOURCES AND INFRASTRUCTUREIMPLEMENTATION

55

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RESOURCES AND INFRASTRUCTUREIMPLEMENTATION



StartImplementation

Lead



Effectivenessand Cost Management*

Resource Allocation, Reallocation and Efficiencies VC Admin & Finance,

Provost, ALL Cabinet and Deans

Business Process Streamlining and Shared Services Pilots

VC Admin & Finance, Provost, ALL Cabinet and Deans

Space and Asset Utilization

VC Admin & Finance, Provost, ALL Cabinet and Deans

Information Systems, Reporting and Quality of Data

VC Admin & Finance, CIO, ALL Cabinet and Deans

Campus Transformation

Campus Master Plan VC Admin & Finance

Technology Master Plan CIO, VC Admin & Finance

* Note: All other priorities have an effectiveness and cost management element. The actions in this priority address campus‐wide initiatives related to budget reallocation, business efficiencies, and data systems

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DIVERSITY AND INCLUSIONEnhance diversity and inclusion.66

1. Campus Profile

2. Campus Climate

3. Education and

Research

Effectiveness Foundation: Compliance, Quality and Use of Data

29


ImplementationStart

Implementation Lead


Priority 6 – Diversity and Inclusion

Campus Profile

Undergraduate Student Diversity – Recruitment and Retention* Deans, AP Enrollment, VP

Academic Affairs

Graduate Student Diversity – Recruitment and Retention* Deans, VP Graduate

Education

Faculty Diversity – Recruitment and Retention* Deans, Provost, VP Faculty

Staff and Leadership Diversity – Recruitment and Retention* Chancellors Cabinet, VC

Human Resources

DIVERSITY AND INCLUSIONIMPLEMENTATION

66

* Note: Selected initiatives in the Diversity and Inclusion plan are integrated with plans in different priorities. The Council for Diversity and Interculturalism (“CDI”) reports to the Chancellor and will be engaged in these initiatives.

30

DIVERSITY AND INCLUSIONIMPLEMENTATION



StartImplementation

Lead


Priority 6 – Diversity and Inclusion

Campus Climate

Campus Diversity Metrics Plan (Metrics, Baseline, Survey Strategy) CDI*, AP Institutional

Research

Review of COACHE and Modern Think Surveys with Campus Commissions (Blacks, Women, LGBT+) CDI*, AP Institutional

Research

Student Campus Climate Survey UT System

Education and Training Plan and Programs – Faculty, Staff and Students CDI*, VP Faculty, VC

Human Resources, VC Student Life

Work‐Life Programs/ Campus Climate – Faculty and Staff Retention* CDI*, VP Faculty, VC

Human Resources

Education and Research

Global and Multicultural Curriculum and Student Experiences (Phase 2 – QEP, General Education) VP Academic Affairs

Research and Engagement in Diversity and Inclusion VC, Research and

Engagement

Compliance Federal Compliance Plan (Title 9, ADA) OED, VC Student Life, Provost

* Note: The Council for Diversity and Interculturalism reports to the Chancellor and will be engaged in these activities.

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STRATEGY DASHBOARDPHASE 1

32

STRATEGY DASHBOARD – PRIMARY METRICS (PHASE 1)

2010Baseline

2014Assessment

2020Goal


ACT Equivalent 29/24 29/24 Remain at Peer Range

First-to-Second Year Retention 84% 87% 90%

Six Year Graduation 60% 69% 80%


PhD Degrees 277 317 365

Master’s and Professional Degrees 1,845 1,811 2,083


Federal Research Expenditures $70 M $128 M $200 M

Total Research Expenditures $165 M $246 M $346 M

Priority 4 – Faculty and Staff

Faculty Salary Range $108K - $67K $130K - $76K Narrow Gap with Peers

Undergraduate Student to Tenure-Line Faculty 20 19 Remain at Peer Range

Faculty Awards (CMUP) 10 12 Narrow Gap with Peers


Teaching and Support Expenditures/Student $16,100 $19,487 $22,400

Five Year Average Philanthropic Support N/A $83.5 M $110 M

33

Comparative Peers• Three categories of peers – Aspiration, Target, and Current• Selected in 2010 based on public flagship/land grant status, US News ranking, and research

Strategy Dashboard – Performance vs. Peers• Track “gaps” in high level metrics to TARGET GROUP peers (8 schools)• Chart performance in 12 primary metrics against all peers annually

ASPIRATION

Nation’s Best Public ResearchUniversities

TARGET

Research UniversitiesRank between #20 and #30 in US News

CURRENT

Research UniversitiesViewed as Comparable Peers Today

• University of California – Berkeley• University of California – Los Angeles• University of Virginia• University of Michigan – Ann Arbor• University of North Carolina – Chapel Hill• University of Illinois – Urbana-Champaign• University of Wisconsin – Madison• University of California – Davis• University of California – Santa Barbara• University of Washington – Seattle• Pennsylvania State University• University of Florida• University of Texas – Austin• The Ohio State University• University of Maryland – College Park• University of Pittsburgh

• University of Georgia• Clemson University• Purdue University• Texas A&M – College Station• University of Minnesota• Rutgers, State University of New Jersey• Indiana University• Michigan State University

• Auburn University• Iowa State University• North Carolina State University – Raleigh

STRATEGY DASHBOARD – PRIMARY METRICS, PEERS (PHASE 1)

34

STRATEGY DASHBOARD – PRIMARY METRICS, PEERS (PHASE 1)

The Strategy Dashboard will track annual progress in the primary metrics.

Supporting charts will show performance compared to all peers (see below) and gaps

to target peers.

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