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STRATEGIC PLAN AND KEY PERFORMANCE

INDICATOR (KPI) REPORT

For each Strategic Plan priority, previously identified objectives are listed along with

the developed KPIs to track the university’s progress. This report will be updated

and shared on an annual basis in January.

The UM-Dearborn Strategic Planning website is our up-to-date source for

information.

JANUARY 2024

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OUR MISSION • Preparing our graduates to become thoughtful citizens and

creative leaders who are ready to offer practical solutions

to society’s challenges, particularly those impacting urban

environments

• Integrating the liberal arts and sciences, professional

studies and research opportunities to nurture holistic

thinking and problem-solving skills

• Organizing classroom experiences around the latest

pedagogies and teaching methods

• Cultivating faculty who are leaders in their disciplines,

inspire their students, and care for their students’ needs

• Helping our students achieve both personal growth and

professional success

• Creating and sharing pioneering interdisciplinary research

that supports diverse sections of our economy, with an

emphasis on work that serves the common good

• Making lasting local impacts by valuing the experiences,

knowledge, needs and voices of our business and

community partners

• Fostering an intellectual and social environment that is

caring, dynamic, and welcoming of new ideas

• Forging mutually beneficial partnerships with

businesses, community-based organizations,

educational institutions and government agencies

• Constantly finding new ways to honor our commitments to

accessibility, flexibility, affordability, diversity and inclusion

UNIVERSITY OF MICHIGAN-DEARBORN

is a caring, inclusive, student-focused

institution. We are committed to excellence

in teaching, learning, research and

scholarship, as well as access, affordability

and community impact.

WE ACCOMPLISH THIS MISSION BY:

Founded on more than 200 beautiful acres of the

original Henry Ford Estate, UM-Dearborn was forged

in a community of working people with the global

economy in mind.

We offer a transformative education reflective of the

University of Michigan name, rooted in an ongoing

commitment to the well-being and diversity of metro

Detroit. Since our very beginnings, we have set

ourselves apart in higher education through

intentional, mutually beneficial partnerships with local

industry, governments, and community organizations

that have real impact.

UM-Dearborn is rich in opportunities for creative

collaborative research, practice-based learning, and

direct engagement with local communities. As an

institution, we are always learning, and we strive to

be responsive to the changing needs of our diverse

students, the world in which they live and work and

the communities we serve.

KPI REPORT JANUARY 2024

1

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LEAD:

Gabriella Scarlatta, Provost and Executive Vice Chancellor for

Academic Affairs

CO-LEADS:

Melissa Stone, Vice Provost for Enrollment Management

Amy Finley, Dean of Students

Frédéric Brunel, Dean of College of Business

Ghassan Kridli, Dean of College of Engineering and Computer

Science

Dagmar Budikova, Dean of College of Arts, Sciences, and

Letters

Ann Lampkin-Williams, Dean of College of Education, Health,

and Human Services

OBJECTIVES:

• Redesign and leverage financial aid model around

affordability and accessibility

• Encourage students who stopped out to complete degrees

• Design affinity groups/tracks (e.g., Honors College)

KPIs:

• Increase undergraduate enrollment

• Increase graduate enrollment

• Increase four-year First Time in Any College

(FTIAC) graduation rate

• Increase six-year First Time in Any College

(FTIAC) graduation rate

• Develop a consistent university-wide First Year Experience

• Improve student support systems

(e.g., counselors, advisors/first year advising, peer- mentoring, supplemental instruction, tracking systems)

to increase retention and graduation rates

• Create a seamless and integrated student service network

• Launch an Urban Futures Initiative to encourage both

curriculum development and research; create a broad- based CityWorks student internship program

• Enhance community outreach and partnerships

• Create a vision that celebrates a new innovative commuter

campus

UNIVERSITY PRIORITY

KPI REPORT

2

2,500

41%

64%

32%

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

JANUARY 2024

Enhance Student Experience & Success

1,966 1,976

37%

55% 56%

7,500

6,071 6,355

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• Increase six-year graduation rates of First Time

in Any College (FTIAC) subgroups to be equal to

overall FTIAC rate

» Pell-eligible students

» First-generation students

» African-American students

» Hispanic students

• Increase percentage of students

with job offers or attending

graduate school three months

after graduation

• Increase percentage of courses designated as

Practice-Based Learning (PBL), Academic Service

Learning (ASL), or Community Engaged (CE)

• Increase percentage of graduating

undergraduate students who

engaged in three or more high

impact teaching practices

• Maintain or increase percentage of undergraduate

students receiving Pell grants

• Maintain or increase percentage of undergraduate

first-generation students

• Maintain or increase percentage of undergraduate

students for whom full financial need is met with

$2,000 or less of loans/work study

• Increase average student-athlete GPA

• Increase number of

conference championships per year

• Increase percentage of named National Academic

All-American student-athletes

Parity

Parity

3.35

6

55%

95%

80%

50%

by 2027

-16%

3.14

20%

KPIs (continued):

KPI REPORT

3

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

JANUARY 2024

Maintain or Increase | Target: 43% | Current: 46%

Maintain or Increase | Target: 46% | Current: 47%

Maintain or Increase | Target: 90% | Current: 91%

-8% -3%

-16%

43%

88%

68%

3.17

1

45%

49%

60.5%

81%

2-3

Parity

-8% -5%

-16%

Parity +6%

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• Increase overall rating of staff satisfaction

• Increase rating of staff satisfaction survey question

about opportunities for growth and development

4.2/5

4.2/5

3.64/5

3.87/5

Faculty and Staff Excellence

LEAD:

Gabriella Scarlatta, Provost and Executive Vice Chancellor for

Academic Affairs

CO-LEADS:

Frédéric Brunel, Dean of College of Business

Ghassan Kridli, Dean of College of Engineering and Computer

Science

Dagmar Budikova, Dean of College of Arts, Sciences, and

Letters

Ann Lampkin-Williams, Dean of College of Education, Health,

and Human Services

Armen Zakarian, Vice Provost for Research and

Dean of Graduate Studies

Rima Berry-Hung, Human Resources Director

STAFF OBJECTIVE:

• Invest in staff through professional advancement and

development

KPIs:

4

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

UNIVERSITY PRIORITY

FACULTY OBJECTIVES:

• Support faculty by implementing Boyer Model of

Scholarship as a framework for performance and

expectations

• Improve support for faculty research, with emphasis on

Urban Futures or other interdisciplinary themes

3.75/5

3.95/5

• Increase percentage of named

Conference Academic All-American

student-athletes

• Increase rating of RNL survey question

“At least one faculty or staff member

cares about me as a person”

70%

5.75

KPI REPORT

KPIs (continued): START TARGET

2022 2032

(unless noted)

PROGRESS

2023

JANUARY 2024

59% 63%

5.2 5.43

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35

24% 38%

KPI REPORT

5

JANUARY 2024

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

KPIs (continued):

• Increase percentage of staff searches that result

in successfully recruiting the top candidate

• Increase percentage of staff retained after

receiving an external offer of employment

• Increase percentage of faculty searches that

result in successfully recruiting the top candidate

• Increase percentage of faculty retained after

receiving an external offer of employment

• Increase number of referenced faculty and staff

publications over the past 5 years

• Maintain high level of visibility of UM-Dearborn

and our faculty, staff and students in national

and major local news stories

• Increase number of invention disclosures

• Increase percent of faculty with external

research funding

• Increase externally-funded

sponsored research budget

• Increase annual total research expenditures

• Increase annual internal research expenditures

• Increase number of externally-funded projects

that relate to Urban Futures

$22.5M

$18M

$6.5M

25

$2.8M

8

14 15

26%

$9.6M

$7.8M

$11M

$3.5M

8

NATIONAL:

$10.2M

13,500 36,000

Maintain or Increase | Target: 25 | Current: 27

Maintain or Increase | Target: 75% | Current: 90%

Maintain or Increase | Target: 50% | Current: 50%

Maintain or Increase | Target: 75% | Current: 50%

Maintain or Increase | Target: 50% | Current: 50%

Maintain or Increase | Target: 30 | Current: 26

MAJOR LOCAL:

19,765

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KPI REPORT

6

JANUARY 2024

UNIVERSITY PRIORITY

LEAD:

Bryan Dadey, Vice Chancellor for Business Affairs

CO-LEADS:

Casandra Ulbrich, Vice Chancellor for Institutional Advancement

Gabriella Scarlatta, Provost and Executive Vice Chancellor for

Academic Affairs

Frédéric Brunel, Dean of College of Business

Ghassan Kridli, Dean of College of Engineering and Computer

Science

Dagmar Budikova, Dean of College of Arts, Sciences, and Letters

Ann Lampkin-Williams, Dean of College of Education, Health,

and Human Services

Carol Glick, Executive Director for Facilities Operations

OBJECTIVES:

• Complete Strategic Enrollment Management Plan

• Create and implement new budget model

• Pursue campus carbon neutral operational practices

and policies

• Diversify revenue sources

• Update campus comprehensive plan

Economic Stability

KPIs:

• Reduce Scope 1 and 2 emissions by 75%

• Increase deferred maintenance investment

• Increase central strategic resources and

reserves at 2% annually

• Increase general fund revenues at 3.5%

annually

• Reduce reliance on tuition revenue for

operation budget

• Increase percentage of indirect cost recovery

from sponsored research

• Maximize legislative support and increase

percentage of state funding in operating budget

6,000

$17M

80%

2.3%

$14.7M

$230M

MT CO2e:

23,800

$875K

$157.5M

$13.7M

81.6%

1.2%

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

$15.8M

$157.2M

80.2%

1.5%

21,300

Maintain or Increase | Target: 16.7% | Current: 17.6%

$1.1M

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• Increase percentage of other funding in

operating budget

• Increase private donations

• Increase number of gifts greater than $50,000

KPI REPORT

7

JANUARY 2024

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

KPIs (continued):

0.5% 1%

$14.5M

22

Diversity, Equity and Inclusion

• Increase the vast diversity of our faculty, staff and

students

• Increase percentage of leaders

who have attended DEI training

in the last year

KPIs:

Data reported to leadership

START TARGET

2022 2032

(unless noted)

PROGRESS

2023

UNIVERSITY PRIORITY

LEADS:

Rima Berry-Hung, Director of HR (staff)

Shareia Carter, Director, Center for Social Justice

and Inclusion Community (students)

Marie Waung, Associate Dean, Professor of

Psychology (faculty)

OBJECTIVE:

• Launch DEI working group to develop an integrated

plan to impact initiatives and culture

0.5%

$18.5M

52

Results are cumulative to the start (silent phase) of the campaign. Goals will be

identified after the public phase of the campaign launches in Fall 2024.

Results are cumulative to the start (silent phase) of the campaign. Goals will be

identified after the public phase of the campaign launches in Fall 2024.

54% 100%

60%

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© 2024 Regents of the University of Michigan

REGENTS OF THE UNIVERSITY OF MICHIGAN:

Jordan B. Acker, Michael J. Behm, Mark J. Bernstein, Paul W. Brown, Sarah Hubbard, Denise Ilitch, Ron Weiser, Katherine E.

White, and Santa J. Ono (ex officio)

NONDISCRIMINATION POLICY STATEMENT

The University of Michigan, including the Ann Arbor, Dearborn, Flint campuses as well as Michigan Medicine, as an equal

opportunity/affirmative action employer, complies with all applicable federal and state laws regarding nondiscrimination and

affirmative action. The University of Michigan is committed to a policy of equal opportunity for all persons and does not discriminate

on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression,

disability, religion, height, weight, or veteran status in employment, educational programs and activities, and admissions.

Inquiries or complaints may be addressed to the Equity, Civil Rights and Title IX Office (ECRT) at 1114 Administration

Building, Dearborn, Michigan 48128-2405, 313-436-9194, ECRT-Dearborn@umich.edu.

TITLE IX NOTICE

Sex discrimination is prohibited by federal law through Title IX of the Education Amendments of 1972. The University

of Michigan does not discriminate on the basis of sex in the education programs or activities that it operates, including

admissions and employment. Title IX also prohibits retaliation against reporters of sex discrimination, including reports

of sex discrimination against administrators and other employees, and the University of Michigan will investigate alleged

retaliation for participation in the Title IX process. Inquiries concerning the application of Title IX may be made to the Title

IX Coordinator and/or the Assistant Secretary of the United States Department of Education. Reports of sex discrimination,

including sexual harassment, may be made to the Title IX Coordinator at any time at the contact information above.

For other University of Michigan information call 734-764-1817.

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