Building Capacity In Applied Health Sciences UIC College of Applied Health Sciences Strategic Plan

Transcription

1 Building Capacity In Applied Health Sciences UIC College of Applied Health Sciences Strategic Plan Approved by the College May 8, 2006

2 2 Table of Contents Executive Summary Section I: Purpose History Mission Vision Guiding Values Section II: Strategy Statement of Strategic Intent. 5 Strategic Goals and Thrusts..5 Stretch Ideas...8 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis Section III: Resource Plan Resources Needed and Procurement Strategy Section IV: Monitoring and Evaluation Performance Measures and Implementation Timetable

3 3 EXECUTIVE SUMMARY Called Building Capacity in Allied Health, AHS framed its strategic plan around two major healthcare issues facing Illinois the shortage of healthcare professionals and the growing disparities in health outcomes for poor, minority, disabled, and other underserved people. In allied health, the national shortage of healthcare workers is expected to reach 1.6 million by the year Additionally, the rising faculty vacancy rate of 10-15% across health center colleges compounds the already constrained production of healthcare professionals from allied health colleges. Because of the enormity of these challenges, AHS will focus most of its effort in the early years on strategic goal 1: producing allied health professionals and new facultyscholars. Societal health disparities complicate workforce shortages. Among many reasons for these disparities, two stand out from an academic college perspective, the relative absence of minorities in the healthcare workforce and the inadequate understanding of cultural and ethnic differences in the workforce. AHS has a longstanding commitment to increasing the diversity of its student body and to infusing cultural competency 2 in its programs. While AHS s percentage of ethnic minority students is approximately twice the national average, we still seek to enhance our efforts through strategic goal 2: improving the diversity and the cultural competency of our student body and the diversity of our faculty. Nationally recognized, our applied and basic research addresses many of the health problems facing Illinois and our nation. By translating new knowledge from basic research into new practices, interventions, and social policies, AHS has a unique advantage in presenting individuals, families and communities with various ways of approaching their healthcare and wellness needs. To reach the next level of engaged research 3, we designed strategic goal 3: generating and translating new knowledge to the community. Without the success of our students, faculty, and staff, AHS could not reach these goals. Our students, faculty, and staff must work and learn in a physical environment that is safe, healthy, and conducive to productivity. Building on our past and current initiatives, we devised strategic goal 4: assuring the success of our students, faculty, and staff and providing a physical environment conducive to learning and working. Lastly, all four goals require new resources either released from improved efficiencies or generated by enhanced or new entrepreneurial activities. Our ongoing resource management planning will identify areas where improved efficiencies are possible. However, internal reallocation from improved efficiencies is not sufficient diversifying our revenue streams is essential. Together, internal reallocation and diversification of our revenue streams comprise strategic goal 5: generating needed revenue through internal reallocation and diversification of our revenue streams. 1 Executive Summary, FuturePoint Summit, Cultural competency refers to the level of understanding of cultural and ethnic differences 3 Engaged research, like community based research, emphasizes a two-way partnership between an institution and its community to encourage joint academic-community definitions of problems, solutions, and definitions of success. Engaged research is one component of what the Kellogg Commission on the Future of State and Land-Grant Universities believes exemplify the engaged institution.

4 4 HISTORY The College of Applied Health Sciences (AHS) ranks among the top research colleges of allied health 1 in the nation. Started in 1961 as a school within the College of Medicine, AHS developed into a separate college officially recognized by the IBHE in Over the subsequent years the College evolved into its current academic organization. Currently, nearly 1,000 students are enrolled in its academic programs 1 held in six academic departments and one institute. We are known internationally for our academic degree programs and scholarship in health, disability studies, and rehabilitation sciences. Our broad based research portfolio ranges from laboratory based research to scholarship in the humanities. MISSION The College of Applied Health Sciences is a socially conscious, research-intensive academic community whose mission is to build capacity in the allied health sciences. We accomplish our mission by: Training professionals and scholars who excel in a complex, multicultural world; Discovering and translating new knowledge that transforms individuals, families, and communities; Fostering UIC s Great Cities Commitment by working with our urban community partners in mutually beneficial ways; and Providing clinical services and care to the underserved. VISION FOR 2012 Among its peers nationally AHS will be the foremost producer of highly qualified professionals, scholars, and healthcare leaders who excel in complex interdisciplinary, multicultural environments and in the production of new knowledge important to society s health. GUIDING VALUES In addition to UIC s core values of knowledge, openness, access, excellence, collaboration and caring, AHS s unique core values include: passion, curiosity, innovation, flexibility, commitment and inclusion. Passion about our research and helping those we serve. Curiosity about ideas that may lead to new discoveries. Innovation in turning discoveries into practical applications. Flexibility in how we achieve our aspirations. Commitment to serving our communities. Inclusion through accessible programs and environments. 1 AHS offers degrees in biomedical visualization, health informatics, health information management, human nutrition, movement science, occupational therapy, physical therapy, and disability and human development. We are among the first nationally to offer the professional doctorate in both occupational therapy or physical therapy. Additionally, the College offers three PhD programs in disability studies, human nutrition, and movement sciences.

5 5 STRATEGIC INTENT In the coming years we will persist in building our web of influence by forging new alliances and collaborations with targeted local, national, and global organizations on projects and programs vital to the health of society. STRATEGIC GOALS AND THRUSTS Goal 1: Build capacity in producing allied health professionals and new faculty-scholars. Thrust 1. Optimize our current enrollments by creating efficiencies in our academic programs. Determine interdisciplinary synergies across the AHS curricula and develop core courses when appropriate. Examine the possibility of cross-college core courses with other health sciences colleges. Design, develop, and implement a classroom core program. Research new ways of expanding faculty reach by utilizing alliances with other departments, colleges and institutions in order to offer courses or programs that AHS could not offer on its own. Capitalize on our rich source of affiliated faculty by integrating them more fully into the work of the college. Thrust 2. Expand enrollments in non-traditional courses and delivery methods. Design, develop, and implement the AHS elearning Portal 5 that will allow expansion of enrollments through on-line and blended courses. Develop a non-degree program for professionals wishing to re-enter the workforce. Enhance our master s degrees and develop niche areas valued by the market place. Develop certificates in niche areas valued by the market place. Explore the development of career transition programs in partnership with the UIC Medical Center. Examine the creation of joint degree programs with peer colleges in allied health. Thrust 3. Meet the critical demand for new faculty-scholars. Develop a programmatic emphasis in disability studies and rehabilitation sciences from existing programs. Increase the number of faculty PhD advisors by creating partnerships on campus. Recruit new faculty in areas of need. Create and deliver a Future Faculty Program in partnership with UIC colleges and other external health sciences colleges. Develop pre-doctoral pipeline programs. 5 A collaboration of continuing education professionals and faculty working together to build a critical mass of expertise in distance education.

6 6 Investigate the creation of innovative postdoctoral training programs targeting those with a clinical doctorate. Goal 2: Build capacity in the diversity and cultural competency of our student body and the diversity of our faculty. Thrust 1. Increase the number of students reflecting diversity of race, ethnicity and disability. Create and implement a best-practices recruitment program that includes summer enrichment and immersion programs along with employment opportunities. Develop strong alliances with Illinois universities and historically minority universities as pipelines to AHS. Deepen the newly created connection to the Young Women s Leadership Charter School 6 and develop alliances with other area high schools with high minority enrollment. Establish alliances and collaborations with professional organizations and community partners that will broaden our visibility to minorities and people with disabilities. Create opportunities to support the professional advancement of minority students such as the newly created Minority Leadership in Allied Health program. Thrust 2. Enhance cultural competency across the spectrum of culture, ethnicity, and disability. Augment current seminars and workshops to include disability. Strengthen service learning opportunities. Enhance students competence in working with diverse populations through course work, practicum/field experience, research and service. Expose students to multi-disciplinary collaborations through research, practice and service opportunities. Network with other colleges and the Urban Health Program to expand our multidisciplinary approach to cultural competency. Goal 3: Build capacity in generating and translating new knowledge to the community. Thrust 1. Strengthen our basic and applied research enterprise. Identify and nurture signature themes of research through selective faculty hires, new research pods and the pursuit of federally funded postdoctoral training programs. Foster clinical and translational research through pilot project funding and forming research alliances with UIC health science colleges and the Medical Center. Facilitate faculty research productivity by designing and implementing a centralized grants and contracts facilitation office. Encourage community participatory research through focused workshops and community based programs. 6 A Chicago Public Schools high school that enrolls minority young women wishing to pursue careers or further education in math, science and technology.

7 7 Thrust 2. Enhance the distribution of our translational research to the community. Establish a viable and integral Community Partners Program that includes an annual research forum, an e-newsletter, an annual report and other communication materials. Advance college-community exchanges using non-traditional ways of transmitting information. Goal 4: Build capacity in assuring the success of our students, faculty, and staff and provide a physical environment conducive to learning and working. Thrust 1. Enhance our academic support and enrichment programs for student success. Augment academic advising and mentoring. Expand peer tutoring opportunities. Build additional computer centers and Oases. Apply principles of universal design in learning and working. Develop additional intervention strategies for student advancement based on assessment and tracking of student progress. Create relationships with industry partners for professional development opportunities. Enlarge opportunities for capstone experiences in research and scholarly activities. Develop community based self-directed learning opportunities. Design and deliver a leadership development program. Thrust 2. Foster faculty and staff success by working with the faculty and staff councils to provide career advancement and enhancement activities. Explore the possibility of creating a tenure-track or multiple year contracts for clinical track faculty. Reward outstanding performance by implementing an individualized award system in which faculty and staff have options regarding the type of reward received. Establish a voluntary staff and faculty mentoring program. Provide opportunities for faculty to enhance their expertise in teaching via traditional and non-traditional methods. Create opportunities for career development and enhancement for staff such as crosstraining and mini-courses. Explore mini-sabbaticals for small clusters of faculty wishing to work on innovative scholarly work together. Thrust 3. Continue focusing on creating a pleasant and safe working and living environment for all. Create a college-wide space committee for planning and policy development. Develop a college space renewal plan with multi-layered sources of revenue. Work with campus to initiate a college-wide inventory of Americans with Disability Act compliant space and make the necessary adjustments. Develop and implement policies for space management.

8 8 Goal 5: Build capacity in generating needed revenue through internal reallocation and diversification of our revenue streams. Thrust 1. Generate revenue through internal reallocation. Explore current practices for salary recovery from grants and contracts and make necessary adjustments. Consolidate administrative functions when efficiency and effectiveness are assured. Look for opportunities to consolidate functions with other colleges. Optimize equipment utilization through internal planning and supply discounts through volume purchases. Thrust 2. Generate new revenue by expanding our distance, continuing, and executive education offerings. Create a college-wide Center for Business Initiatives to develop and implement business plans or opportunities for on-line or blended educational offerings. Using the AHS elearning Portal, design and offer advanced degree programs with courses that are entirely on-line or blended. Offer on-line, fully accessible options for graduate courses as appropriate. Create corporate training or continuing education on-line programs in niche areas. Explore developing community focused on-ground delivery of curricular content. Seek out affiliated faculty for these programs. Thrust 3. Generate new revenue by creating practice plans. Institute a practice plan for clinical faculty in collaboration with the UIC Medical Center. Establish a practice plan for teaching faculty willing to expand undergraduate enrollments beyond current capacity. Thrust 4. Generate new revenue by building a first-rate development operation. Execute a successful capital campaign in partnership with UI Foundation. Develop and secure partnerships with corporations and foundations that have an interest in AHS s mission and vision. Strengthen partnership with UI Foundation, UI Alumni Association and UIC Office of Development. Continue outreach to Alumni to facilitate future giving opportunities. STRETCH IDEAS Explore the creation of an academic program that produces trans-disciplinary professionals who possess multifunctional knowledge and skills. The idea is to produce a professional who has expertise in at least two allied health professions; e.g., an occupational therapist-registered dietitian. We believe that the market for this type of allied health professional is excellent for many reasons including healthcare cost containment. The impediment may be the professional silo mentality of the accrediting agencies. Where this has

9 9 worked is in situations when one program is accredited and the other is not, such as nutritionistexercise physiologist. Examine the creation of a university-affiliated business entity for the training and credentialing of healthcare workers who ordinarily receive only minor training outside of the job. The boom in healthcare provider agencies, including nursing homes and home healthcare, is mirrored by increased legislation and litigation for many reasons. This universityaffiliated business entity would provide training and credentialing of healthcare workers for this industry. One example is a home healthcare worker who is hired through an agency to take care of home-bound patients. The envisioned UIC business entity would provide pre-work training for these individuals in elementary nutrition, medication usage, and occupational and physical therapy. Providing strategies for individuals working with Alzheimer s patients is another possible area of training. Investigate the idea of a UIC allied health professions hub (knowledge utility) in which AHS forms a cooperative network within Illinois for the delivery of allied health curricula in critical areas of need. Of the three stretch ideas presented in this plan, this idea is the boldest and may be feasible at this time. The idea is to build an allied health college without walls a state-wide allied health web connecting the various academic units in Illinois and state agencies (where appropriate). STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS Strengths Spirit of collaboration among faculty and staff Socially conscious community Diverse student body Produces leaders in Allied Health Broad spectrum of scholarship and research Willing to embrace change Global reputation Cluster of e-learning experts Opportunities Illinois Bill of Health UI Medical Center willingness to collaborate National awareness that exercise and nutrition are essential to disease prevention Improving campus culture toward collaborative activities Willingness of allied health colleges to collaborate and cooperate Weaknesses Decayed physical plant infrastructure Maxed out faculty and staff workload Uneven faculty numbers across departments Limited external education and clinical practice Threats Unabated trend toward requiring increased credentialing by accrediting agencies Viewed as second class by society Inflexible UI business practices hampering nimble responses to the market Expanding regulations and requirements

10 10 RESOURCES NEEDED AND PROCUREMENT STRATEGY Strategic goal 5 was specifically designed to obtain the new resources needed to achieve goals 1-4 of the strategic plan. AHS will generate new revenue by expanding our distance, continuing, and executive education offerings; creating practice plans; building a first-rate development operation; and through internal reallocation. Additional new revenues may become available with the passage of the Illinois Bill of Health into law. Goal 1: Build capacity in producing allied health professionals and new faculty-scholars. Resources Needed Classroom Core: $1.7 million Non-traditional courses and delivery methods, elearning Portal: $300 thousand Faculty recruitment: $1.7 million Faculty advisors: $350 thousand Procurement Strategy Internal reallocation Goal 2: Build capacity in the diversity and cultural competency of our student body and the diversity of our faculty. Resources Needed Minority student and diversity recruitment and retention: $175 thousand Cultural competency initiatives: $95 thousand Procurement Strategy Goal 3: Build capacity in generating and translating new knowledge to the community. Resources Needed Strengthen basic and applied research: $1.7 million Translational research: $175 thousand Procurement Strategy Goal 4: Build capacity in assuring the success of our students, faculty, and staff and provide a physical environment conducive to learning and working. Resources Needed Academic support and enrichment for students: $1.37 million Faculty and staff development: $475 thousand Procurement Strategy Internal reallocation Goal 5: Build capacity in generating needed revenue through internal reallocation and diversification of our revenue streams. Resources Needed Non-traditional courses and delivery methods, elearning Portal: see goal one Development, Capital Campaign: TBD Procurement Strategy Total New Resource Needed: $8.04 million

11 11 PERFORMANCE MEASURES AND IMPLEMENTATION TIMETABLES GOAL 1. Build capacity in producing allied health professionals and new faculty-scholars. Thrust 1. Optimize our current enrollments by creating efficiencies in our academic programs. Determine interdisciplinary synergies across the AHS curricula and develop core courses when appropriate. 1.) Number of interdisciplinary courses developed in AHS. 2.) Number of students taking interdisciplinary courses. Examine the possibility of cross-college core courses with other health sciences colleges. Action plan detailing opportunities for crosscollege course development. Design, develop, and implement a classroom core program. Plan to implement classroom core program. Research new ways of expanding faculty reach by utilizing alliances with other departments, colleges and institutions. Capitalize on our rich source of affiliated faculty by integrating them more fully into the work of the college. Number of new programs/institute alliances developed. Number of faculty assigned to college level activities. Thrust 2. Expand enrollments in non-traditional courses and delivery methods. Design, develop, and implement the AHS elearning Portal[1] that will allow expansion of enrollments through on-line and blended courses. Develop a non-degree program for professionals wishing to re-enter the workforce. 1.) Develop implementation plan with milestones. 6 months 1.) Assess opportunity 2.) Develop implementation plan with milestones. 3.) Assess progress. Enhance our master s degrees and develop niche areas valued by the market place. 1.) Number of programs assessed. 2.) Number of niche areas developed.

12 12 Explore the development of career transition programs in partnership with the UIC Medical Center. 1.) Assess opportunities 2.) Develop plan 3.) Assess progress Examine the creation of joint degree programs with peer colleges in allied health. 1.) Assess opportunities 2.) Develop plan 3.) Assess progress Thrust 3. Meet the critical demand for new faculty-scholars. Develop a disability studies and a rehabilitation sciences programmatic emphasis from existing programs. 1.) Assign responsibility. 2.) Develop implementation plan with milestones. 3.) Assess progress. 6 months Increase the number of faculty advisors. Number of faculty assigned. Recruit new faculty in areas of need. 1.) Number of new faculty. 2.) Number of open positions. Create and deliver a Future Faculty Program in partnership UIC colleges and other external health sciences colleges. Develop pre-doctoral pipeline programs. 1.) Assess opportunity 2.) Develop implementation plan with milestones. 3.) Number of students in number of programs. 1.) Assess opportunity 2.) Develop implementation plan with milestones. 3.) Assess progress with number of programs. Investigate the creation of innovative postdoctoral training programs targeting those with a clinical doctorate. 1.) Assign responsibility. 2.) Develop report.

13 13 GOAL 2. Build capacity in the diversity and cultural competency of our student body. Thrust 1. Increase the number of students reflecting diversity of race, ethnicity, gender, and disability. Create and implement a best-practices recruitment program that includes summer enrichment and immersion programs along with employment opportunities. Develop strong alliances with Illinois universities and historically minority universities as pipelines to AHS. Deepen the newly created connection to the Young Women s Leadership Charter School and develop alliances with other area high schools with high minority enrollment. Establish alliances and collaborations with professional organizations and community partners that will broaden our visibility to minorities. Create opportunities to support the professional advancement of minority students such as the newly created Minority Leadership in Allied Health program. Increase number of minority students relating to benchmark. 1.) Qualify prospects. 2.) Number of transfer students to AHS. 1.) Number of alliances. 2.) Number of students from alliances. Number of minority students relative to benchmark. 1.) Assign responsibility. 2.) Assess targeted opportunities. 3.) Number of opportunities created. Thrust 2. Enhance cultural competency across the spectrum of culture, ethnicity, and disability. Augment current seminars and workshops including the Ruth French Lecture. Number of seminars and workshops conducted. Strengthen service learning opportunities. 1.) Assign responsibility 2.) Develop plan with milestones. 3.) Assess progress. Enhance students competence in working with diverse populations through course work, practicum/field experience, research and service. Expose students to multi-disciplinary collaborations through research, practice and service opportunities. 1.) Assign responsibility 2.) Assess current competence as benchmark 3.) Target courses and experiences. Increased number of students exposed to opportunities. 6 months

14 14 Network with other colleges and the Urban Health Program to expand our multidisciplinary approach to cultural competency. 1.) Identify prospects. 2.) Assess Approach. 3.) Number of new cultural offerings. GOAL 3. Build capacity in generating and translating new knowledge to the community. Thrust 1. Strengthen our basic and applied research enterprise. Identify and nurture signature themes of research through selective faculty hires, new research pods and pursuing federally funded postdoctoral training programs. Foster clinical and translational research through pilot project funding and forming research alliances with UIC health science colleges and the Medical Center. Facilitate faculty research productivity by designing and implementing a centralized grants and contracts facilitation office. 1.) Number of new hires. 2.) Increase in federal funding. 1.) Number of research projects in Medical Center. 2.) Increase in funding. 1.) Assign responsibility. 2.) Develop implementation plan with milestones. 3.) Assess progress 6 months Encourage community participatory research through focused workshops and community based programs. 1.) Assign responsibility. 2.) Number of programs. Thrust 2. Enhance the distribution of our translational research to the community. Establish a viable and integral Community Partners Program that includes an annual 1.) Develop implementation plan with milestones. research forum, an e-newsletter, an annual report 2.) Assess progress. and other communication materials. Advance college-community exchanges using non-traditional ways of transmitting information. 1.) Identify opportunity and targets. 2.) Number of exchanges logged.

15 15 GOAL 4: Build capacity in assuring the success of our students, faculty, and staff and provide a physical environment conducive to learning and working. Thrust 1. Enhancing academic support and enrichment programs for student success. Augment academic advising and mentoring. Number formally advised in each department. Expand peer tutoring opportunities. 1.) Plan from each department. 2.) Number of students tutored. Build additional computer centers and Oases. Number built. Develop additional intervention strategies for student advancement based on assessment and tracking of student progress. 1.) Number of students graduating in acceptable timeframe. 2.)Attrition rate. by department Create relationships with industry partners for professional development opportunities. Number of relationships. Enlarge opportunities for capstone experiences in research and scholarly activities. Develop community based self-directed learning opportunities. Number of sites. 1.) Assess opportunity and prospects. 2.) Develop plan with milestones. 3.) Assess progress. Design a leadership development program. 1.) Plan from Faculty Council. 2.) Number of faculty in program..

16 16 Thrust 2. Foster faculty and staff success by working with the faculty and staff councils to provide career advancement and enhancement activities. Explore the possibility of creating a tenure-track or multiple year contracts for clinical track faculty. Reward outstanding performance by implementing an individualized award system in which faculty and staff would have options regarding the type of reward received. Establish a voluntary staff and faculty mentoring program. 1.) Develop plan 2.) Number of multi-year contracts. 1.) Number of awards available. 2.) Number of awards granted. Number of faculty and staff involved. Provide opportunities for faculty to enhance their expertise in teaching via traditional and nontraditional methods. Create opportunities for career development and enhancement for staff such as cross-training and mini-courses. Explore mini-sabbaticals for small clusters of faculty wishing to work on innovative scholarly work together. Number of faculty involved with program. 1.) Number of courses available. 2.) Number of staff taking advantage of opportunities. Develop plan. Thrust 3. Continue focusing on creating a pleasant and safe working and living environment for all. Create a college-wide space committee for planning and policy development. Committee established and active. Develop a college space renewal plan with multilayered sources of revenue. Plan developed. Work with campus to initiate a college-wide inventory of ADA compliant space and make the necessary adjustments. Accurate inventory developed. Develop and implement policies for space management. Policies delivered and accepted.

17 17 GOAL 5: Build capacity in generating needed revenue through internal reallocation and diversification of our revenue streams. Thrust 1. Generate revenue through internal reallocation. Explore current practices for salary recovery from grants and contracts and make necessary adjustments. 1.) Assign responsibility. 2.) Adjustments reported relating to goal. Consolidate administrative functions when efficiency and effectiveness are assured. Look for opportunities to consolidate functions with other colleges. Optimize equipment utilization through internal planning and supply discounts through volume purchases. 1.) Establish AHS committee. 2.) Assess opportunities. 3.) Develop plan with milestones. 4.) Assess progress. 1.) Establish AHS committee. 2.) Assess opportunities. 3.) Develop plan with milestones. 4.) Assess progress. Log purchases and discounts received. Thrust 2. Generate new revenue by expanding our distance, continuing, and executive education offerings. Create a college-wide Center for Business Initiatives to develop and implement business plans or opportunities for on-line or blended educational offerings. Using the AHS elearning Portal, design and offer advanced degree programs with courses that are entirely on-line or blended. Institute established with plan. Number of courses on-line or blended. 6 months Offer an on-line, fully accessible option for our graduate courses. Number of options available. Create corporate training or continuing education on-line programs in niche areas. Number of programs created.

18 18 Explore developing community focused onground delivery of curricular content. 1.) Assess prospects and opportunities. 2.) Complete assessment. Seek out affiliated faculty for these programs. 1.) Identify faculty needs. 2.) Number of open positions. 3.) Number hired. Thrust 3. Generate new revenue by creating practice plans. Institute a practice plan for clinical faculty in collaboration with the UIC Medical Center. Plan established and working. Establish a practice plan for teaching faculty willing to expand undergraduate enrollments beyond current capacity. 1.) Increased enrollments. 2.) Number of faculty involved. Thrust 4. Generate new revenue by building a first-rate development operation. Execute a successful capital campaign in partnership with UI Foundation. Meet campaign goal dollar amounts. ly Develop and secure partnerships with corporations and foundations that have an interest in AHS s mission and vision. Strengthen partnership with UI Foundation, UI Alumni Association and UIC Office of Development. Continue outreach to Alumni to facilitate future giving opportunities. Number and quality of partnerships. Capital campaign goals met through collaboration. 1.) Increased number of communications to Alumni. 2.) Increased number of alumni involved in college activities ly ly ly