Strategic Planning Thursday, March 2, 2006 1:00 - 2:30 p.m. Friday, March 3, 2006 8:15 – 9:45 a.m.: Strategic Planning Thursday, March 2, 2006 1:00 - 2:30 p.m. Friday, March 3, 2006 8:15 – 9:45 a.m.
Dr. Erinn D. Lake, Edinboro University of Pennsylvania
Introduction : Introduction This session will focus on the development of a campus-wide system of implementing a strategic plan, including monitoring and communicating progress.
Discussion will focus on tangible planning advice as well as applicable insights. Topics will include accountability, resource allocation, budgeting, criteria for evaluation, and the inclusion of accreditation efforts into the planning process.
About Edinboro University: About Edinboro University We are located in northwestern Pennsylvania.
Our President is Dr. Frank G. Pogue.
We have 5 vice presidents…
Provost/VP for Academic Affairs
Vice President for Finance and Administration
Vice President for Development and Marketing
Vice President for Enrollment Services and Planning
Vice for Student Affairs and Student Success
About Edinboro University: About Edinboro University Our enrollment is approximately 8,000 headcount.
1,038 graduate students
76% commuter/off-campus
23% residential
Our MSA self-study type was comprehensive.
Edinboro is a Member of the PA State System of Higher Education: Edinboro is a Member of the PA State System of Higher Education
Our University Environment: Our University Environment Highly collaborative president.
Frequent and ongoing communication.
Family environment.
Strong planning process linking planning, budgeting and continuous improvement.
Triangulated Institutional Effectiveness Model: Triangulated Institutional Effectiveness Model
Slide8: What we will become What we believe How we behave What we do What we will achieve Vision Guiding Principles Leadership Principles Goals Results
Definitions: Definitions
Edinboro University’s Mission Statement: Edinboro University’s Mission Statement The mission of Edinboro University is to create and share knowledge by providing access to education and learning experiences for the academic, cultural and personal growth of the students and the larger community we serve.
Mission Statements: Mission Statements Can you articulate your school’s mission statement?
Can others?
How long it is?
It is easily located on your web page?
How does your institution market its mission?
UCO Mission: UCO Mission The University of Central Oklahoma exists to provide excellent undergraduate, graduate, and continuing education to enable students to achieve their intellectual, professional, personal, and creative potential. UCO must also contribute to the intellectual, cultural, economic, and social advancement of the communities and individuals it serves.
Edinboro University’s Vision Statement: Edinboro University’s Vision Statement Edinboro University is the leading institution of higher education in the region, and a cornerstone of excellence in academics, technology and the arts.
Clearly identified with our special mission, we strive to meet the ever-changing needs of the world around us by providing access to our institution for the benefit of all.
Diversity is apparent by the breadth and richness of our programs, faculty, administration, staff, and students. We provide research, community services, and educational programs in accordance with the social, cultural, economic and technical needs of the region and Commonwealth.
The University meets the specific needs of underrepresented groups, students with disabilities, and those faced with social or economic hardship or inadequate educational preparation.
EUP’s Vision Statement (Continued): EUP’s Vision Statement (Continued) Our faculty, staff, and administration are highly qualified and committed to our mission and clearly demonstrate a commitment to personal and professional development.
The environment we create at Edinboro is inspirational, yet challenging. It is interactive, creative, fair and civil, and it demonstrates the highest community values. In fulfilling our responsibilities, we nurture a strong sense of respect and dignity.
Recognizing that knowledge creates opportunity, Edinboro University instills in our students a corresponding sense of responsibility with their freedom of choice.
Our programs help students develop an interest in higher social values and encourage intellectual pursuits, personal development, and a commitment to lifelong learning and service. All who experience Edinboro University are inspired to even greater achievement.
UCO Vision: UCO Vision http://www.ucok.edu/planning_and_analysis/ucovision.htm
Slide17: Case Western Reserve University, Cleveland, OH
Vision Home Page.
http://www.case.edu/vision/
Vision Elements.
Envisioning a New Case.
“Case Western Reserve University has set out to make itself the world's most powerful learning environment. And it's well on its way.”
Slide18: Strategic Planning
Strategic Planning Process: Strategic Planning Process Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis
Strategic Planning Process: Goals Tactics Coordination Budgets How can we get there? ? How will we know we’ve arrived? ? Customer Feedback Reports Milestones Strategic Planning Process
Jack Welch - GE: Jack Welch - GE “Face reality, then act decisively.”
“Embrace change, don’t fear it.”
“Act like a leader, not a manager.”
“Have global brains.” Jack Welch, former CEO of General Electric speaks to an audience at Nova Southeastern University in Davie, Florida. He is pictured here with billionaire, H. Wayne Huizenga.
Edinboro University’s Guiding Principles: Edinboro University’s Guiding Principles In service to our mission, as a community we recognize the uniqueness of each individual and embrace the opportunity and responsibility to:
Pursue excellence in lifelong learning and scholarship.
Promote collaboration, openness, honesty, and respect.
Foster integrity.
Champion fairness, social justice, diversity and civility.
Encourage creativity and innovation.
Serve others within and outside the Edinboro Family.
UCO’s Beliefs & Values: UCO’s Beliefs & Values UCO’s fundamental responsibility is excellent teaching, which involves instilling and fostering in students the joy of learning, the ability to think critically and a desire to achieve their creative potential.
Our other major responsibilities include scholarly activities, research and service to students, to other individuals and to the larger community.
A college degree should represent an education which enables its recipients to become good citizens and responsible, independent adults who embrace learning as a lifelong endeavor.
Great universities must require and encourage a free flow of information, ideas and opinions in a community which fosters social justice, values diversity and demands the highest standards of ethical conduct, mutual respect and civility.
UCO as an institution, and all its constituents, must be committed to continuous processes of self-examination and self-improvement which encourage innovation, receptiveness and adaptation to change.
UCO must seek and maintain open and mutually beneficial relationships with its surrounding communities, and must also view itself and its graduates as part of an increasingly interdependent global society.
Edinboro’s 9 Priorities: Edinboro’s 9 Priorities Enhance academic excellence.
Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies.
Enhance technology campus-wide.
Create a just community that is student centered.
Enhance the advancement arm of the institution.
Create a collaborative administrative arm team both on and off campus.
Create an inclusive planning process that ties budgeting to planning.
Increase diversity.
Enhance graduate studies.
Environmental Scans: Environmental Scans
Create Core Strategies: Create Core Strategies 2005 - 2008 Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis
Environmental Scans: Environmental Scans SWOT
Should be democratic and reflect a culture in which everyone contributes.
Results should be gathered and organized by themes.
External environmental assessment.
International environment assessment.
Five Year Enrollment History and Projections.
Cite authorities and time specific.
Example…: Example… External Environmental Assessment
Enrollment Services
1. International
International student enrollment at United States colleges and universities reached an all-time high in…
Subsequent to 9/11, the following Patriot Act/SEVIS requirements have emerged…(insert sources)
U.S. higher education is a powerful magnet for foreign students in search of freedom…(insert sources)
Summary: International students will continue to constitute a likely growing portion of the market…U.S. higher education markets can expect….
Examples of SWOT: Examples of SWOT http://www.lakeheadu.ca/~eventswww/strategy/swot.html
http://www.quickmba.com/strategy/swot/
Environmental Scanning Workshops: Environmental Scanning Workshops James L. Morrison, Professor Emeritus of Education, University of North Carolina at Chapel Hill
http://innovateonline.info/index.php?view=person&id=1
http://horizon.unc.edu/bios/Morrison/vita.asp
“New” EUP Priorities: “New” EUP Priorities Academics
Enhance quality
Promote graduate education
Encourage further collaboration
Students
Enhance success
Recruit and retain talent
Nurture the learning environment
Revenue Enhancement
Promote grantsmanship and enhance community alliances
Community
Meet the needs of the underrepresented and under prepared.
Contribute to the economic and social needs of the region.
Creating Community: Creating Community In 1996, Edinboro University sponsored virtually no activities or events that were designed to bring all community constituents together.
Creating Community: Creating Community “I needed to get this community talking, interacting, and creating a vested interest in one another.”
“I chose to do this, in part, through a series of University-wide events – many of which have a direct relationship to our budget and planning process. University-wide events are not add-ons—they are integral to the planning and continuous improvement process.”
…..Dr. Frank G. Pogue, President, Edinboro University of PA
Community-Building: Community-Building Summary of Outreach Efforts
Since July 1996
Personal visits with leaders and members of internal and external constituent groups:
Internal: Council of Trustees Student Government Association
Academic Department Chairs/Departments
Clerical Workers Housekeeping Workers
Maintenance Workers University Senate
Union Leaders Alumni
Retired Faculty
External: Area Mayors Elected Officials
Superintendents Business Leaders
Agency Leaders Community Center Leaders
Colleague Higher Education Presidents
Prisons
Community-Building (Cont.): Community-Building (Cont.) Creation of University As a Neighbor Advisory Group -Have hosted community dialogue forums
Service on more than ten regional boards
Leadership of fund-raising initiatives for organizations such as United Way, MECA/UCP, American Red Cross, Erie Day School
Regular attendance/representation at area annual functions/dinners
University representation on Edinboro Area Chamber of Commerce, Greater Edinboro Area Roundtable, Civic Coordinating Committee, Erie Area Convention and Visitors Bureau, Northwest Pennsylvania Workforce Investment Board
Creating Community: Creating Community We incorporate the theme of civility into all of our campus activities.
We identified “The Century of Civility” as our theme for the 1999-2000 academic year and beyond.
We ask all of our campus citizens to consider their role in advancing the ideals of civility – fairness, tolerance, collegiality and civic responsibility – through their classroom and extracurricular activities.
Creating Community: Creating Community It was during the first Fall Convocation in 1996 that we announced the creation of the symbolic “Edinboro Family” and invited the nearly 2,000 people in attendance to turn to each other to pin each other with the Edinboro Family Pin.
The Family concept denotes respect, caring, collegiality, and civility.
It also denotes our resolve to create a “student-centered” community in which students are our first priority.
Definition of Strategic Management: Definition of Strategic Management Strategic management “is a continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment.”
Iterative means that “the process of strategic management starts with the first steps, ends with the last step and then begins again with the first step.” (i.e. cyclical).
Certo & Peter (1991). Strategic Management – Concepts and Applications. 2nd edition.
What’s the difference?: What’s the difference? Strategic planning can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc.
Strategic planning is only useful if it supports strategic thinking and leads to strategic management - the basis for an effective organization.
Strategic management applies strategic thinking to the job of leading an organization.
http://www.nonprofits.org/npofaq/03/22.html
Linking Planning and Budgeting: Linking Planning and Budgeting
Building an Inclusive Planning Process: Building an Inclusive Planning Process Consequently, on March 7, 1997, we closed the University completely for 1½ days to observe what we called “University Mission Day.”
We created nearly 30 workshops that involved the entire campus, including our seven unions, faculty, students, Trustees, alumni, and representatives of our host communities, in a discussion of the University’s mission and their roles in addressing that charge.
As a result, the mission was modified and updated to include the importance of community-civility.
Building an Inclusive Planning Process: Building an Inclusive Planning Process Following “Mission Day,” and in an effort to benefit from the numerous recommendations made by the break-out groups, a permanent, thoroughly represented 21st Century Planning Group was created.
This group assists in monitoring our inclusive planning, budgeting and continuous improvement process, as well as serves as the steering committee for the University’s Middle States ongoing accreditation efforts.
21st Century Planning Group: 21st Century Planning Group The President has placed a priority on strategic planning as a means by which the University may excel in academics and service. One of the hallmarks of an effective strategic planning process is the inclusion of the entire University community in planning endeavors. We are achieving this by traditional methods of communication in addition to special efforts and events designed to bring the community together to discuss the Mission, priorities, goals and objectives of the University. These efforts are being coordinated by the University Planning, Institutional Research and Continuous Improvement function, in consultation with the Provost and President. The strategic planning process has been greatly assisted by a special advisory body called the Twenty-First Century Planning Group.
The Group serves as a recommending body for the establishment and maintenance of priorities for Edinboro University of Pennsylvania as we enter the twenty-first century. The Group has been charged with the responsibility of ensuring that all University programs and services remain consistent with the University Mission, goals and objectives and strategic plan.
21st Century Planning Group: 21st Century Planning Group One-Year Term
Ms. Linda Askins Ms. Jennifer Butler (Student Representative) Mr. William P. Coleman Dr. David Ferster Ms. Marilyn Goellner Dr. Michael Hannan Ms. Patricia Heidelberg (Student Representative) Dr. Jerra Jenrette Ms. Monica Johnson (Student Representative) Dr. Rhonda Matthews Dr. Robert McConnell Mr. Karl Nordberg, Retired
Dr. Verel Salmon, Retired Superintendent Mr. David Tucker
Two-Year Term
Mr. Gordon Herbst Ms. Angela Onderko Mr. Kahan Sablo Ms. Loralyn Whitney Three-Year Term
Dr. Richard Arnold Dr. R. Scott Baldwin Dr. Mary Margaret Bevevino, Co-Chair Dr. Andrew Lawlor Dr. Patricia Pineo, Co-Chair Dr. Eric Randall Dr. Terry Smith Coordinator of 21st CPG
Dr. Michael Mogavero
University Planner
Dr. Erinn Lake
(Bold = Student/Underline = Faculty)
Our 9 Priorities: Our 9 Priorities 1. Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies.
2. Enhance academic quality.
3. Enhance technology campus-wide.
4. Create a just community that is student-centered.
5. Enhance the Advancement arm of the institution.
6. Create a collaborative administrative team both on and off campus.
7. Create an inclusive planning process that ties budgeting to planning.
8. Increase diversity.
9. Enhance Graduate Studies.
Slide47: EXHIBIT A
Summary Sheet
Criteria for Academic Program Evaluation
Dean/Provost Worksheet
Evaluative Criteria Rating Categories
Slide48: EXHIBIT B
Summary Sheet
Criteria for Non-Academic Program Evaluation
Dean/Provost Worksheet
Evaluative Criteria Rating Categories
Index of Contribution to Overhead: Index of Contribution to Overhead We completed an analysis of departmental revenue and expense using the criteria outlined by the 21st CPG.
The criteria included a calculation of revenue using the credit hour production by school for one fiscal year as a product of PA resident tuition rates and a comparison of the related expenses for two previous fiscal years.
It included a distribution of Instructional Service fees since revenue is accrued by course enrollment.
It did not include a pro-ration of overhead expenses relating to plant, utilities, and other indirect costs; nor is there an allocation of state appropriation revenue.
Credit Hour Production Analysis: Credit Hour Production Analysis
Credit Hour Production Analysis: Credit Hour Production Analysis
Credit Hour Production Analysis: Credit Hour Production Analysis
Framework for Planning: Framework for Planning
Triangulated Institutional Effectiveness Model: Triangulated Institutional Effectiveness Model
Timelines for Planning 2004-05: Timelines for Planning 2004-05
Example: Example Priority One: Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies.
Results: Results Each quarter action steps, costs and timelines are noted.
Periodic Planning Reports become the President’s Annual Report to the campus community.
The campus community must know the successes and failures in order to re-focus our efforts.
Slide59: Chapter I Strategic Initiatives
Chapter II: Chapter II Strategic Study Group Recommendations
2003-2004
Slide64: Chapter III Middle States Self-Study Recommendations
Examples of Effective Linking of Planning to Budgeting: Examples of Effective Linking of Planning to Budgeting Campus laboratory school
Day care facility
Men’s baseball
Tennis
Master’s in Social Work
Certification programs – Letter of Eligibility for Superintendents, etc.
Forensic chemistry
Four Associate degree programs at Porreco campus
Reaccreditation: Reaccreditation
Regional Reaccreditation Process: Regional Reaccreditation Process The regional reaccreditation process should be an extension of the planning process and methods to develop the reaccreditation plan from University plans will be put forth.
What is Middle States Accreditation? : What is Middle States Accreditation? "The Commission on Higher Education is the unit of the Middle States Association of Colleges and Schools that accredits degree-granting colleges and universities in the Middle States region.
It examines the institution as a whole, rather than specific programs within the institution."
Middle States Accreditation : Middle States Accreditation We participated in a highly-collaborative MSA self-study. We will share how our University incorporated the self-study recommendations, and those of the visiting team, into the university’s planning and budgeting process and the next iteration of a strategic plan.
What is accreditation? : What is accreditation? "Accreditation is a means of self-regulation and peer review adopted by the educational community."
What was the MSA subcommittee structure?: What was the MSA subcommittee structure? Advancement
Enrollment Management and Retention
Facilities
Faculty, Teaching and Curriculum
Finance and Administration
Governance
Institutional Effectiveness
Library
Mission, Goals and Objectives
Student Services
Technology
Who Comprised the MSA Steering Committee? : Who Comprised the MSA Steering Committee? Members of the 21st Century Planning Group
Having an already-existing planning group serve as the steering committee provided a distinct advantage.
What Were Their Duties?: What Were Their Duties? During the Spring 2001 semester, the Twenty-First Century Planning Group created draft charges.
Then they developed the draft self-study design which was reviewed and approved by MSA/CHE.
They also served on subcommittees during the self-study.
Goal: Goal To develop the next generation of priorities using the Middle States process.
How Many Recommendations Did the Study Produce? : How Many Recommendations Did the Study Produce? 59 from the Middle States Self-Study Report.
19 suggestions that were introduced by the visitation team.
78 Total
A Sample of Recommendations: A Sample of Recommendations
Recommendations: Recommendations
Recommendations: Recommendations
Slide80: Sesquicentennial Dialogues – Middle States Self-Study
Fall University-wide Convocation and Founder’s Day Celebration
Thursday, September 18, 2003
8 am to 11 am – University Center
Group #1: Faculty, Teaching and Curriculum
Facilitator: Dr. Kathleen Dailey
PEC member: Dr. Robert Weber
21st CPG: Dr. Patricia Pineo/Dr. Scott Baldwin/Dr. Eric Randall
Location: UC Seminar Room
Group#2: Governance
Facilitator: Dr. Karim Hossain
PEC member: Dr. Terry Smith/Ms. Emily Sinsabaugh
21st CPG: Dr. Richard Arnold
Location: UC 302
Group #3: Mission, Goals and Objectives & Institutional Effectiveness
Facilitator: Dr. Dave Ferster
PEC member: Dr. Michael Mogavero
21st CPG: Dr. Michael Mogavero/Dr. Jerra Jenrette/Ms. Erinn Lake
Location: UC301
Group #4: Admissions/Enrollment Management and Retention
Facilitator: Mr. James Parlin
PEC member: Dr. Herb Tolbert
21st CPG: Dr. Peg Bevevino
Slide81: Group #5: Student Services
Facilitator: Dr. Carol Gleichsner
PEC member: Dr. Naomi Johnson
21st CPG: Mr. Kahan Sablo
Location: UC303
Group #6: Library
Facilitator: Dr. Elliot Wreh-Wilson
PEC member: Dr. Donald Dilmore
21st CPG: Mr. Karl Nordberg
Location: UC305
Group #7: Technology
Facilitator: Dr. Ron Craig
PEC member: Dr. Andrew Lawlor
21st CPG: Ms. Angela Onderko/Dr. Patricia Hitchings
Location: UC306 AB
Group #8: Facilities
Facilitator: Dr. Ali Mohamed
PEC Member: Mr. James Sheehan
21st CPG: Dr. Bob McConnell/Mr. Greg McMillan
Location: UC304
Slide82: Group #9: Advancement
Facilitator: Dr. Tim Thompson
PEC member: Mr. Bruce Whitehair (represented by Mr. Joe Grisanti)
21st CPG: Dr. Verel Salmon/Dr. Karl Gombert
Location: UC – South Atrium
Group #10: Finance and Administration
Facilitator: Ms. Sharon Miller
PEC member: Ms. Janet Dean
21st CPG: Mr. Gordon Herbst/Ms. Marilyn Goellner
Location: UC - West Atrium
Slide83: MIDDLE STATES SELF STUDY RECOMMENDATIONS/SUGGESTIONS FOR SESQUICENTENNIAL DIALOGUES
DRAFT #5 – 10/17/03
MISSION, GOALS AND OBJECTIVES
How Did the 21st CPG Prioritize the “78” Into a Plan?: How Did the 21st CPG Prioritize the “78” Into a Plan? We dedicated five meetings of the 21st CPG during Spring 2004 to prioritization.
We conducted a Nominal Group Technique to score the recommendations.
We developed quintiles to sort. Those with the highest score appear in the highest quintile.
Highest Quintile (4.56-3.68) MSA Recommendations: Highest Quintile (4.56-3.68) MSA Recommendations
Progress on Implementing Recommendations: Progress on Implementing Recommendations EDINBORO UNIVERSITY OF PENNSYLVANIA
MIDDLE STATES SELF-STUDY RECOMMENDATIONS
Highest Quintile (4.56 – 3.68)
New University-wide Priorities Are Developed: New University-wide Priorities Are Developed After analyzing the quintile distributions, the university’s mission and vision statements, the current priorities, the performance indicator results from the State System and the proposed State System strategic plan…the 21st CPG then developed NEW university-wide priorities…
Developed in April 2004, discussion by the campus in July 2004, and adopted by the campus in academic year 2004-2005.
Implementation began in January 2005.
New Priorities: New Priorities Academics
Enhance quality
Promote graduate education
Encourage further collaboration
Students
Enhance success
Recruit and retain talent
Nurture the learning environment
Revenue Enhancement
Promote grantsmanship and enhance community alliances
Community
Meet the needs of the underrepresented and under prepared.
Contribute to the economic and social needs of the region.
New 5-Year Plan: New 5-Year Plan With the new priorities, the new State System plan, and a fresh academic year, we have now updated our five-year strategic plan.
Questions?: Questions?