"Creating a brilliant future for the University of Illinois" – Strategic Planning Framework, August 8, 2005 (Updated: February 17, 2006)
EXCERPT

Mission

The University of Illinois will 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 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 universities in:

  • Teaching, scholarship, and research
  • Engagement and public service
  • Economic development
  • Arts and culture
  • Global reach
  • Athletics

Guiding Values

In all we do at the University of Illinois, we will:

  • Aim high
  • Strive to control our destiny
  • Be accountable for our actions and exercise responsible stewardship
  • Be inclusive, treat each other with dignity and respect, and promote citizenship
  • Value excellence, quality and service
  • Foster innovation and creativity

(p. 5)

Strategic Goals and Thrusts for the University of Illinois

Strategic Goal #1: The University of Illinois will achieve and be recognized for both academic excellence and extraordinary education and development of our students.

The outstanding quality and reputation of the University’s academic/ research/ scholarship enterprise is on of its greatest strengths.  Unfortunately, these also are most at risk of diminishment, which will have irreparable consequences for the University’s future.  Examples of the thrusts that will enable the achievement of this strategic goal are to:

  • Create enabling conditions fro greatness at all levels
    • Organizational design and operating philosophy
    • Leadership appointments
    • Operating freedom
    • Excellent support
    • Proper incentives
    • Institutional culture
  • Ensure academic excellence with clear spires of excellence
    • Top talent
    • Effective professional development
    • High expectations and standards
    • Inter-disciplinary and inter-organizational initiatives
    • Superb infrastructure and support and a stimulating environment
    • Outstanding library resources
  • Add “Personal and professional development” to our current goals of attracting and educating talented students
    • Personal effectiveness
    • Successful intelligence
    • Civic engagement
  • Pursue growth opportunities in education, research, and health care
    • Lifelong learning
    • Underserved populations
    • For-profit competitors
    • UIC Illinois Bill of Health Initiative
    • Global partnerships

Strategic Goal #2: The University of Illinois will be recognized higher education leader in innovation, quality, and service.

A key component of the University’s future success is to maximize the use of its resources by creating and sustaining a culture of innovation, collaboration, quality, leadership, and service in all areas and at every level.  To accomplish this goal, incentive structures must be aligned with the desired outcomes.  As important is ensuring that the University is widely known and admired for these attributes.  Examples of the thrusts that will enable achievement of this strategic goal are to:

  • Appoint and develop extraordinary leaders at every level
  • Foster a University-wide culture of innovation, quality, and service
  • Be a leader in science and technology
  • Become an extraordinarily inclusive community
  • Ensure proper incentives and capitalize on University-wide synergies
  • Build brand and reputation and market aggressively

Strategic Goal #3: The priorities of the University of Illinois will reflect the most urgent needs of the state, our communities, and the world.

Because of its unique role as a land grant university, the University has a critically important public mission to help address important social needs through teaching, research, and service.  Throughout its history, the University has made many such contributions at the local, state, national, and international levels in this regard, and it will be even more important in the future given the increasingly complex issues facing society.  Examples of the thrusts that will enable achievement of this strategic goal are to:

  • Address current and emerging needs
    • Safety and security
    • Freedom and justice
    • Education at every level (P-16)
    • Health care (efficacy, efficiency, access)
    • Economic development and opportunity through research and best of class technology commercialization
    • Environmental sustainability
  • Leverage opportunities through engagement in Chicago and State of Illinois as well as nationally and globally

Strategic Goal #4: The University of Illinois will have the resources (people, money, and facilities) required for excellence.

It is clear that the universities that have a desire for excellence and the necessary resources (human, financial, physical, and technological) to reach their goals are the ones that will rise to the top in future.  Given recent trends, it is clear that the University will need to maximize the effective and efficient use of its current resource base as well as locate new sources and partnerships if it is to be among the best in coming years.  Examples of the thrusts that will enable achievement of this strategic goal are to:

  • Make most efficient use of resources
    • Streamlined and synergistic organization
    • Cost containment and reduction
    • Productivity improvement
    • On-going reallocation and redeployment
  • Forge the compact among key supporters
    • State of Illinois and Federal Government
    • Students and their families through tuition with proper financial aid
    • Faculty and staff through their excellent work, funded research, entrepreneurial efforts
    • Private donors – individual, foundation, corporate
    • Leadership of the University at every level
  • Harness the power of the University’s extended family and friends
    • Alumni and friends activism
    • Private foundation support
    • Corporate support
    • Other stakeholders
    • Chicago, Springfield, and Urbana-Champaign communities
  • Develop new sources of financial support

(p. 11 – 14)

Disclaimer: This is just an excerpt of the original document. It does not claim to be complete or contain the only relevant parts of the original document. It is solely meant to highlight several important aspects of the original document. For a complete version of the original document please go to:    http://www.uillinois.edu/president/strategicplan/
University%20Strategic%20Planning%20Framework.pdf