Library Committee Handbook

Library Faculty Meeting

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Library Faculty Meeting Agenda Committee

DRAFT 10/18/05

Guiding Principles


1. Attain institutional pre-eminence


2. Focus resources on strengthening the academic core


3. Address the needs and opportunities of a diverse society


4. Lead at all levels, from local to global


5. Create a nimble and adaptive institution


6. Enhance our residentially based and globally connected campus environment



Strategic Themes and Intent



1. Sustain, strengthen, and expand areas of academic excellence


2. Enrich the student educational and campus experience


3. Foster and intensify cross campus collaboration in areas of distinct advantage and high

societal impact


4. Reinvent the mission of the land-grant university to address 21st century needs


5. Engage more fully alumni, government, private sector and community stakeholders


6. Realign incentives and implement academic, administrative and financial practices to

support our core mission and goals




GOALS           Five-Year Goals (provide three to five goals in each of the following missions)





Economic Development

Build on existing academic strengths to achieve greater comprehensive excellence


Recruit and retain a highly talented, diverse student population

  • Develop and implement an enrollment management plan that brings under rational control the size of undergrad and graduate student populations, and that includes a strategic transfer student initiative
  • Increase quality of undergraduates (e.g., increase percent of freshmen in top 10 HSPR from 50% to 75%; increase merit aid)
  • Expand racial-ethnic and geographic diversity of undergrad, grad, and professional student population (increase underrepresented population by 20% from 2005 levels)
  • Increase undergrad retention and graduation rates (increase freshmen retention from 92% to 94% and overall graduation rate from 81% to 84%)
  • Reduce time-to-degree for doctorate by 10% and increase doctoral program completion rate in all disciplines by 10%

Establish our presence as a crucial academic participant in state, national and world arenas


Develop an aggressive entrepreneurial culture focused on and committed to knowledge transfer








Economic Development

Diversify and balance the campus basic and translational research portfolio across intellectual areas and revenue sources


Educate for lives of impact and leadership

  • Infuse civic and community learning opportunities in all academic units
  • Strengthen honors opportunities for most capable and committed students (e.g., create consistent James Scholar requirements and engage 25% of undergraduates in James Scholar program)
  • Increase undergraduate involvement in research activities, (moving from 36% of undergrads involved in research to 75%)
  • Embed credit-earning internship and/or leadership experiences in all academic units
  • Embed information fluency skills for lifelong learning, leadership, and citizenship in all academic units.


Address critical societal issues

(e.g., engage in consortia to leverage capacity through partnerships with external organizations; sharpen the focus and expand the range of extension, continuing education, and other structures that enable effective outreach)

Link key areas of research more closely to the economy, and expand its funding base through corporate connections


Build capacity for biological and biomedical/translational research in key areas where our current strengths position us for eminence


Strengthen core academic experiences and develop new undergraduate curricula that integrate disciplines and articulate with societal needs

  • Ensure quality in instructional delivery (e.g., increase classes with fewer than 20 students; increase capacity by 20% in high demand courses; add 20 new ITS facilities and maintain existing ITS spaces; increase effective use of technology in instruction)
  • Develop and exploit innovative instructional delivery models
  • Increase faculty-taught undergrad instruction from 60% to 70%)
  • Develop interdisciplinary curricula in areas such as allied health professions and informatics that prepare students to address pressing societal issues
  • Refine or redesign existing curricula to better meet current needs (e.g., create less disciplinarily comprehensive and more disciplinarily cross-cutting curricula in under-enrolled areas)


Develop and strengthen relationships that benefit the local community, particularly the public schools


Become the "Go To Place" for technology solutions








Economic Development

Develop initiatives in the social sciences, humanities, and the arts that recognize and support their distinctive contributions to the understanding of human cultures


Enhance quality in key areas of demand  for graduate and professional programs

  • Develop and support master's degree offerings in emerging fields and high demand areas (e.g., bioinformatics, engineering, education, allied health)
  • Develop degree structures to facilitate interdisciplinary graduate education
  • Promote prominence and distinction of professional programs (e.g., move law and business to top 20 programs)


Establish leadership roles in setting national research and policy agendas



Focus the institution, including our research park, as a vital asset to the state and local economy

Make Illinois an international leader in energy, water, and sustainability

Prepare students for life as global citizens

  • Embed global issues and literacy within all programs of study
  • Expand range of opportunities for study abroad experiences, increasing study abroad participation from 22% to 40%, and sharply increasing opportunities outside the academic semester
  • Link international experiences to curricula for all SA students by developing on-line courses to accompany and follow study abroad


Recognize, support, and amplify the university's contribution to the art and culture of the community


Foster global knowledge transfer that returns economic value to Illinois