
Metrics
Illinois State University identified a set of metrics that measure progress in achieving the goals and objectives in the strategic plan. They are aligned within each Strategic Direction and include targets to achieve by 2030.
A dashboard displaying progress towards the targets of each metric will be available soon.
Strategic Direction I: Cultivate a Culture of Success and Belonging
IA. Champion Student Success
- Increase the FTIC retention rate to 85% by 2030
- Increase the 4-year graduation rate to 60% by 2030
- Increase the 6-year graduation rate to 70% by 2030
IB. Nurture Equity, Diversity, Access and Belonging
- Increase the retention rate of underrepresented students by 10% by 2030
- Increase the 6-year graduation rate of underrepresented students by 10% by 2030
- Increase our belonging rating for all students on the annual campus inclusion survey by 2% annually by 2030
IC. Promote a Community of Well-Being
- Increase student engagement in activities, programs, or services that support the eight dimensions of wellness by 10% by 2030
- Audit and produce a comprehensive review of well-being policies and processes by 2030
- Integrate evidence-based well-being principles into at least 10 curricular or co-curricular initiatives, campus environments, or institutional infrastructure by 2030
ID. Bolster Faculty & Staff Success
- Increase faculty and staff learning and development participation by 5% through 2030
- Enhance faculty and staff retention by reducing turnover by 5% by 2030
Strategic Direction II: Foster a Culture of Responsible Stewardship
IIA. Improve Efficiencies Across Campus
- Enact a balanced budget by FY26
- Develop and implement a resource allocation model by FY27
- Develop and deliver a comprehensive master technology roadmap for the University by December 2025
- Deposit 4% annually into unrestricted/uncommitted reserves by FY27
IIB. Advance Strategic Enrollment Management Methods
- Increase graduate enrollment by 20% by 2030
- Increase international students to 10% of the total population by 2030
- Raise $100 million to assist in various costs (tuition, fees, etc.) for students who meet specific financial criteria by 2030
IIC. Invest in Campus Infrastructure and Operational Resiliency
- Develop and adopt a comprehensive Master Plan by 2027
- Develop, adopt, and implement recommendations identified in the University Safety and Security Strategic Plan 2026
- Develop and fully integrate 100% of University continuity plans for every campus department, school, center, and interdisciplinary studies unit by FY27
IID. Expand Our Commitment to a Culture of Sustainability
- Achieve AASHE Stars rating of “Gold” by 2030
- Increase the energy generated by on-site renewable systems 10% by 2030
- Increase the number of Green Workplace Certified campus offices/units by 80% by 2030
- Increase student participation in the Share Shop by 15% by 2030
Strategic Direction III: Elevate Our Institutional Excellence
IIIA. Increase the Impact of Our Scholarly and Creative Productivity
- Strengthen our ranking to be within the top 50% of R2 institutions by 2030
- Increase the number of research and scholarship related news stories by 25% by 2030
- Increase the number of scholars publishing/exhibiting each year to a minimum of 45% by 2030
- Increase the quantity of faculty scholarly and creative activity recognition, per faculty member, by 10% by 2030
- Increase the amount of scholarly grant expenditures by 10% each year with a goal of $35 million by 2030
IIIB. Meet the Needs and Aspirations of Today’s Learners
- Increase the number of graduate, online degree, certificate, and micro-credentialed program offerings by 20% by 2030
- Increase the number of nontraditional (online, working adult, rural, veteran, part-time) enrollments by 300% by 2030
- Increase the number of non-credit and flexible credit experiences (micro-credentials/badges, certificates, short courses, professional development, credit for prior learning) offering by 50% by 2030
IIIC. Enhance Institutional Recognition
- Secure 20 media placements annually in Chicago and other major national markets by 2030
- Position our institution among the Top 100 Public Schools in U.S. News & World Report's rankings by 2030
- Increase the number of faculty and staff winning regional, national, and international awards and serving in prestigious organizations by 20% by 2030
- Increase flagship social media channel's audience and engagement by a combined 25% by 2030
Strategic Direction IV: Expand Mutually Beneficial Partnerships
IVA. Foster Coordinated Internal Engagement
- Increase interdisciplinary or co-authored scholarly activities (publications, performances, inventions, etc.) by 20% by 2030
IVB. Enhance a Culture of Philanthropy
- Plan, launch, and execute the University’s next fundraising campaign
- Increase the annual total of private support to an average of $40 million by 2030
IVC. Target External Engagement
- Increase opportunities for coordinated campus engagement in the state and federal legislative process by 20% by 2030
- Increase student civic engagement, as measured by the NSSE civic engagement module, by 2% by 2030
- Increase the number of new partnerships with community colleges and international institutions by 10% by 2030