Implement new approaches to academic analytics, processes, tools and feedback loops
University progress must be transparent, analytical and measured across all activities. Plans for going forward must be grounded in such evidence.
Six years ago, we began to develop appropriate analytics as a way to monitor progress. The Strategic Reframing Initiative (SRI) recommendations provided additional focus in this regard and Planning and Institutional Analysis (PIA) has undertaken the development of tools we need to address this approach The goal of improvement must be the key driver for any type of measurement. The KPIs, which measure progress in a range of teaching, research, and service areas, is the first step to achieving these goals.
Data is dispersed across many units. There is a need to consolidate multiple sources of information housed units throughout the campus including Planning and Institutional Analysis (PIA), Registrar, Enterprise Data Warehouse (EDW), among others. There is the concomitant need to develop a process that moves beyond counting to allow for analysing measurement and progress and a level required for University decision making data collection and analysis activities will expand through continuing and new partnerships that allow for external benchmarking. As part of the implementation plan, we are developing a framework for assessment progress according to a core set of metrics, supplemented with qualitative assessments including unit reviews, for determining institutional progress.
Strategies and Proposed Actions
Strategy 7.1: McGill will establish and augment a clear Accountability Framework to articulate its strategic priorities and develop a systematic approach to a relevant and manageable number of measures for assessing progress in consultation with academic and administrative units.
To this end, McGill’s strategic priorities across this strategic plan can be grouped as outlined above:
- advance McGill’s academic and research excellence as one of the world’s leading publicly funded universities;
- achieve as sustained student-centred focus by enhancing educational, research, and extracurricular life and learning experiences; and,
- effectively manage financial, capital, and human resources on a multi-year basis.
In all our efforts we must aim to raise further McGill’s external visibility, success and reputation.
Strategy 7.2: McGill will develop a shared sense that measurement of progress will provide useful information and the basis for informed decisions.
Strategy 7.3: McGill will routinely measure and document progress using Key Performance Indicators and other academic analytics.
Strategy 7.4: McGill will keep in mind international and national rankings to inform our progress in the pursuit of excellence.
McGill’s KPIs are presently organized by theme:
- Students (Undergraduate and Professional Students)
- Talent (Academic Staff, Administrative and Support Staff)
- Research & Innovation (Research Performance & Strategic Partnerships)
- Resources (Financial Management, Physical Infrastructure)
- International Profile (Internationalization of Students and Research)
- Service and Reputation (Outreach, Alumni relations, Development)1