As described in our overview, the S&T strategic plan is not just a static document, but a system that operationalizes our strategic direction. We use a Power BI-based tool to execute the S&T strategy, which allows us to track and monitor timelines, targets, roles, and individual contributions. This system enables us to define and track the plan hierarchy down to the action level, automate statuses at the tactics level, and accountable person-determined statuses at the strategy group and strategic focus area levels. This system of tracking enables accountability threads in the areas of reviewing, approving, and monitoring updates, statuses, and changes to the plan in real-time.
We will report and review statuses both within the tool and on this page. However, public reporting will be limited to progress toward Core Strategic Metrics, described below, statuses at the strategic focus area, and strategy group levels only. Internal-facing reporting provides a detailed view of divisional, departmental, and individual contributions to the strategic direction, enhancing our ability to bring together staff who have worked on achieving our strategic goals to gain insights and additional improvements to processes and inform the revisions for the second phase of the strategy (2026-2030).
Core Strategic Metrics
Monitoring key lagging indicators is crucial for evaluating strategy effectiveness, facilitating course corrections, optimizing resource allocation, and communicating with stakeholders. These indicators provide tangible regular targets and actuals realized of strategic initiatives, offering insights into whether the strategy is achieving intended goals and if adjustments are needed. The Core Strategic Metrics define measures of plan success in the ability to achieve the North Star Goal on a year-to-year and 2030-target time frame.
| Core Strategic Metric | Report Year | |||||||
|---|---|---|---|---|---|---|---|---|
| 2023* | 2024 | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 | |
| Undergraduate Fall Enrollment (N) a † | 5,510 | 5,647 | 6,012 | 6,439 | 6,883 | 7,312 | 7,722 | 8,000 |
| Graduate Fall Enrollment (N) a † | 1,646 | 1,745 | 1,919 | 2,157 | 2,477 | 2,885 | 3,387 | 4,000 |
| Combined Fall Enrollment (N) a † | 7,156 | 7,392 | 7,931 | 8,596 | 9,360 | 10,197 | 11,109 | 12,000 |
| 1st Year UG Retention (%) b † | 86.1 | 87.6 | 88.4 | 89.2 | 90.0 | 91.0 | 92.0 | 92.5 |
| Post-1st Year UG Attrition (%) c † | 19.1 | 18.0 | 17.5 | 17.0 | 16.5 | 16.0 | 15.5 | 15.0 |
| 6-Year UG Graduation (%) b † | 63.6 | 63.8 | 67.4 | 68.1 | 69.5 | 70.8 | 72.1 | 73.4 |
| Year to Year Grad. Success (%) d † | 86.3 | 91.2 | 91.6 | 92.1 | 92.6 | 93.1 | 93.5 | 94.0 |
| Research Expenditure ($M) e ‡ | 53.3 | 60.0 | 66.6 | 73.3 | 80.0 | 86.7 | 93.3 | 100.0 |
| a Total Headcount. b IPEDS Methodology. c Fall to Fall Combined Attrition of “continuing” FTC. d Fall to Fall Retention or Graduated Status of Graduate Students, excluding Certificate. Note, longitudinal target and baseline subject to revision as indicator weighting method is refined (e.g. curve of Masters success will be more impactful on cumulative enrollment figures). e NSF HERD Report Total R&D. † Fall Reporting Cycle. ‡ Fiscal Year Reporting. * 2023 Report Year Actuals / Baseline |
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