Faculty and Staff Excellence
Charge
Advance mission by developing action-oriented plans and projects that will allow UM-Dearborn to recruit, retain, develop, support and engage faculty and staff who are passionate and at the forefront of their fields and work in a collaborative manner
Lead
Ghassan Kridli, Interim Provost and Executive Vice Chancellor for Academic Affairs
Co-leads
Frédéric Brunel, Dean of College of Business
Armen Zakarian, Interim 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
Joan Remski, Interim Vice Provost for Research and Dean of Graduate Studies
Rima Berry-Hung, Senior Director of Human Resources, Senior Advisor to the Chancellor and Co-Director, Office of Holistic Excellence
Staff Strategy
- Invest in staff through professional advancement and development
Faculty Strategies
- 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
Key Performance Indicators
Increase overall rating of staff satisfaction
* Survey results are based on 2023 data. The next survey will be conducted in 2026.
| Start (2022) | Progress (2023) | Goal (2032) |
|---|---|---|
| 3.64/5 | 3.75/5* | 4.2/5 |
Increase rating of staff satisfaction survey question about opportunities for growth and development
* Survey results are based on 2023 data. The next survey will be conducted in 2026.
| Start (2022) | Progress (2023) | Goal (2032) |
|---|---|---|
| 3.87/5 | 3.95/5* | 4.2/5 |
Increase percentage of staff searches that result in successfully recruiting the top candidate
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 75% | 94% | Maintain or Increase |
Increase percentage of staff retained after receiving an external offer of employment
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 50% | Insufficient Data | Maintain or Increase |
Increase percentage of faculty searches that result in successfully recruiting the top candidate
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 75% | 88% | Maintain or Increase |
Increase percentage of faculty retained after receiving an external offer of employment
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 50% | 100% | Maintain or Increase |
Increase number of referenced faculty and staff citations over the past 5 years
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 13,500 | 24,913 | 36,000 |
Maintain high level of visibility of UM-Dearborn and our faculty, staff and students in national news stories
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 25 | 37 | Maintain or Increase |
Maintain high level of visibility of UM-Dearborn and our faculty, staff and students in major local news stories
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 30 | 77 | Maintain or Increase |
Increase number of invention disclosures
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 15 | 17 | 35 |
Increase percent of faculty with external research funding
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 24% | 30% | 38% |
Increase externally-funded sponsored research budget
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| $11M | $12.4M | $22.5M |
Increase annual total research expenditures
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| $7.8M | $13.8M | $18M |
Increase annual internal research expenditures
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| $2.8M | $3.8M | $6.5M |
Increase number of externally-funded projects that relate to Urban Futures
| Start (2022) | Progress (2025) | Goal (2032) |
|---|---|---|
| 8 | 8 | 25 |