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UGA’S STRATEGIC PLANNING DASHBOARD

Allan AycockDirector for Assessment and Accreditation

Shweta DoshiBusiness Intelligence Application Analyst

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Overview

•Background—UGA’s strategic planning process

•About the Dashboard

•Dashboards—help us!

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UGA Strategic Planning

• Provost initiated process in 2009 • 30 member committee of faculty, staff, students, admins• Process included

• review of progress on goals of 2000-2010 plan• campus-wide input via surveys, forums• review of peer plans• review of other institutional data

Result . . .

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Building on ExcellenceUniversity of Georgia 2020 Strategic PlanApproved by faculty University Council in March 2010

Seven Strategic Directions:1. Building on Excellence in Undergraduate Education

2. Enhancing Graduate and Professional Programs

3. Investing in Proven and Emerging Areas of Research Excellence

4. Serving the Citizens of the State of Georgia and Beyond

5. Improving Faculty Recognition, Retention, and Development

6. Improving and Maintaining Facilities and Infrastructure

7. Improving Stewardship of Natural Resources and Advancing Campus Sustainability

For each: Strategic Priorities and “Illustrative” benchmarks

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Some issues noted

• Little alignment between priorities and illustrative benchmarks

• No consideration of whether data for benchmarks was available

• Little ownership by senior administrators with responsibility• No alignment with capital campaign needs

Result . . .

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New provost, new committee, updated plan

Process included:• Decision to retain the original Strategic Directions• Team of “Champions” for each Strategic Direction included VPs and Deans with responsibilities in areas

• Consideration, revision of Priorities• Effort to define at least one benchmark from which to measure each priority

• Consideration of potential for capital fundraising• Effort to emphasize “hallmarks” (graduate ed, research)

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Some issues noted . . .

• Too many Priorities (n=72)• Better buy-in from senior administration, but no explicit mandate for school/college alignment and data collection

• Already in year three • Little consideration of whether data for benchmarks was available

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Refining the benchmarks

• Meetings with Champions, other offices• Some setting of priorities for focus• Challenges of decentralization• Integration with annual reporting where possible• Ongoing, iterative process

• In this, perhaps we are a “model”

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Dashboard Process

• Selecting the Key Performance Indicators (KPIs)

• Scope

• Strategy

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About the Dashboard

• SAS Visual Analytics • Version 6.4M1 Released March 19, 2014

• Data is manually loaded• Small Number of KPIs• To keep the project on track and moving• Data needs to be updated only on an annual basis• Most available data is coming from sources other than OIR

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• Speedometer• Measurable goal• Increase is better

• Slider • Measurable goal• Decrease or Reduction is better

• Line charts • Goal is a general measure• Comparators such as peer, aspirational peer data were included

• Bar charts • Goal is a general measure• In cases where no comparator data was available

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About SAS Visual Analytics • Tool is imperfect and has limitations

• In the Speedometer, we wanted to add the text 2020 Goal next to the number. That feature is not easily implementable

• The Display of colors in the speedometer will need to be updated annual as currently it is a constant number and the tool does not support relative numbers

• When you click on the chart, drill down details are not available. We added a list table next to the line and bar chart to make that data available for users

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• What does this mean to you? • UGA is exceeding in Invention Disclosures goal!• Current Year # is 172• Current Year target is 157• Year 2020 Target is 187

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• What does this mean to you?• UGA is exceeding in Carbon Emission Reduction Goal! • Current Year # is 335,913• Current Year Target is 354,253• Year 2020 Target is 295,210

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• What does this mean to you? • We don’t know how UGA is doing as we don’t have data after the base

year of FY 2011 • Year 2020 Target Rank is 75

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What does this mean to you?• UGA’s retention rate is better than UGA’s Peer Institutions• UGA’s retention rate is very close to UGA’s Aspirational Peer Institutions

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• What does this mean to you? • There is an increase in the overall # of non-credit course registrants• Distance Learning (Online) Registrants have been increasing steadily• Traditional Instruction Registrants have reduced significantly

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Thank You!