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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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