|
Appendix A:
In each year of the 2005-2010 planning period, the University will look to the following 44 indicators to measure our progress toward achieving the aspiration and goals articulated in this strategic plan. These indicators, a combination of institutional targets and peer benchmark measures, are not intended to evaluate every initiative described in the plan. Nor are they intended to stand alone; we also will monitor a wide variety of other measures that are reported in annual governance reports to the Board of Regents, State of Iowa, and elsewhere. However, these indicators will provide an annual snapshot of our overall progress, institutional health, and competitiveness among our peers.
(P) = Peer Benchmark
(I) = Internal Target
Undergraduate Education
| |
Target |
Indicator |
| 1. |
ACT scores |
Improve mean ACT score from 24.7 to 26.5 (P) |
| 2. |
One-year retention rate of new, direct-from-high-school students |
Increase from 83.2% to 86.0% (P) |
| 3. |
Six-year graduation rate of new, direct-from-high-school students |
Increase from 66.2% to 70.0% (P) |
| 4. |
Percent of undergraduates who utilize career planning services |
Establish benchmark and target after the opening of new Career Center in 2005 (I) |
| 5. |
Study abroad participants |
Increase undergraduate student participation from 713 students to 1,000 (I); increase graduate student participation from 250 to 340 (I) |
| 6. |
Complete a comprehensive study of the undergraduate experience at Iowa |
Committee report to recommend programmatic improvements (I) |
| 7. |
Review collegiate general education requirements to ensure that all students receive a strong background in the arts and sciences |
Committee report to recommend programmatic improvements (I) |
| 8. |
Create additional opportunities for students to engage in research, scholarship, and creative work |
Inventory current efforts and develop plans for involving more students (I) |
| 9. |
Number of First-Year Seminars |
Increase from 13 to 50 sections per academic year (I) |
top of page
Graduate and Professional Education and Research
| |
Target |
Indicator |
| 10. |
Pass rates on qualifying, licensing, and certification exams |
Maintain pass rates above peer means in selected areas (P) |
| 11. |
Number of graduate students winning national fellowships or awards |
30 new awards in next five years (I) |
| 12. |
Time to PhD degree |
Decrease the average from 6.7 years to 6.4 years (I) |
| 13. |
Total sponsored funding by fiscal year, in millions of dollars |
Increase external funding 2.5% per year (P) |
| 14. |
Sponsored research applications |
Increase the number of annual external grant applications from 3,041 to 3,200 (I) |
| 15. |
Fellowships and scholarships |
Increase to 10 the average number of national faculty fellowships and scholarships awarded per year (e.g., Guggenheim, Fulbright, NEA, and NEH) (I) |
| 16. |
Graduate assistant salary and tuition scholarship levels |
Increase to top third of peer group (P) |
| 17. |
Graduate fellowships and scholarships |
Redeploy block allocation to support the recruitment of higher quality graduate students (I) |
top of page
Diversity
| |
Target |
Indicator |
| 18. |
Climate measures reported in regular campuswide survey |
Establish benchmark and target after the completion of the campuswide survey (currently ongoing) (I) |
| 19. |
Racial/ethnic minority student enrollment as a percentage of total enrollment |
Increase from 8.7% to 10.9% (P) |
| 20. |
International student enrollment as a percentage of total enrollment |
Increase from 7.0% to 9.0% (I) |
| 21. |
Racial/ethnic minority tenured/tenure track faculty as a percentage of total tenured/tenure track faculty |
Increase from 13.6% to 16.0% (P) |
| 22. |
Women tenured/tenure track faculty as a percentage of total tenured/tenure track faculty |
Increase from 27.7% to 32.0% (P) |
| 23. |
Women in executive positions |
Increase from 32.1% to 37.0% (I) |
| 24. |
Racial/ethnic minorities in executive positions |
Increase from 6.7% to 8.0% (I) |
| 25. |
Racial/ethnic minority P&S staff as a percentage of total P&S staff |
Increase from 6.5% to 7.5% (I) |
| 26. |
Undergraduate racial/ethnic minority student first-year retention rate |
Increase from 79.6% to 85.2% (I) |
| 27. |
Central support of diversity hires through the Faculty Diversity Opportunities Program (FDOP) |
Increase budget pool from $800,000 to $1.3 million (I) |
top of page
Vitality
|
Target |
Indicator |
| 28. |
Faculty salaries as compared to peer institutions |
Increase nonclinical tenured/tenure track faculty salaries to top third of peer group (P); increase clinical medicine faculty salaries to 50th percentile in AAMC (P) |
| 29. |
P&S salaries |
Monitor salaries of P&S employees at CIC institutions on an annual basis; make determinations annually related to the competitiveness of UI P&S salaries (P) |
| 30. |
Association of Research Libraries (ARL) rank among public research universities |
Maintain top 15 ranking among public research libraries (P) |
| 31. |
Total gift productivity |
Increase annual total gift productivity through the UI Foundation from
$144.5 million to $200.0 million (I) |
| 32. |
Space needs assessment and allocation policies |
Create comprehensive plans and policies to assure optimum use of existing and new space (I) |
| 33. |
Health risk assessment |
50% participation of faculty and staff in survey (I); 50% participation of identified at-risk individuals in campus health programs (I) |
| 34. |
Faculty/staff participation in development and leadership programs |
Increase annual enrollment in programs from 9,300 to 10,250 (I) |
| 35. |
Percent of employees receiving annual performance reviews |
Increase from 85.0% to 100.0% (I) |
| 36. |
Administrative transformation |
Conduct six reviews per year during first three years of planning period (I) |
| 37. |
Deferred maintenance and safety improvements |
Reallocate $1 for every $2 in new capital appropriations received to address critical deferred maintenance and safety improvement needs (I) |
| 38. |
Gender equity |
Appoint committee to study gender equity and develop action plan if deficiencies are found (I) |
| 39. |
Arts and humanities initiatives |
Revisit the recommendations of the 1997 Task Force on the Arts and Humanities;
implement the campus dialogue on the humanities envisioned in the AAU’s 2004 report, “Reinvigorating the Humanities” (I) |
top of page
Engagement
| |
Target |
Indicator |
| 40. |
UI contributions to external community |
Develop recognition program for faculty, staff, and students who make
significant external contributions (I) |
| 41. |
Number of students participating in cooperative education, community internship, service learning, and volunteer programs |
Collect information from all programs and set targets (I) |
| 42. |
Patient satisfaction rating |
Improve outpatient mean score from 4.35 to 4.50 (scale=5.00) (I); improve inpatient mean score from 86.8 to 90.0 (scale=100.0) (I) |
| 43. |
Number of options and licenses of UI intellectual property |
Increase from 30 to 75 (I) |
| 44. |
Tracking outreach and economic development efforts |
Collect information on all outreach and economic development efforts and
set targets (I) |
top of page
Appendix B: Regents Universities Common Academic Indicators
Following approval of the university strategic plans and indicators of progress, the Board of Regents, State of Iowa, requested that the provosts of the Regents universities identify a set of indicators common to the three institutions. The following common academic indicators were approved by the Council of Provosts in September 2005 and presented to the Board of Regents, State of Iowa, in November 2005.
Indicator |
Racial/ethnic minority student enrollment by residence as a percentage of resident, non-resident, and total enrollment |
Racial/ethnic minority tenured/tenure track faculty as a percentage of total tenured/tenure track faculty |
Women tenured/tenure track faculty as a percentage of total tenured/tenure track faculty |
One-year retention rate of new, direct-from-high-school students |
Six-year graduation rate of new, direct-from-high-school students |
| Total sponsored funding by fiscal year, in millions of dollars |
| Faculty salaries as compared to peer institutions |
| Average financial need by expected family contribution and by adjusted gross income of full-time, resident, dependent undergraduate FAFSA filers receiving financial aid |
| Annual royalties/license fee income |
top of page
Previous|
Next
|
