Strategic Planning for Higher Ed Organizations: A Status Update
This article provides an overview of the importance of strategic planning for higher ed organizations, and presents an update on the status of strategic planning initiatives as discussed at the 2014 Annual Faculty Conference.
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1. Strategic Plan: Status Update 2014 Annual Faculty Conference Terry Parker, Provost
2. 2 Strategic Planning 001: a few important notes This is not a plan like how do we pull off graduation in fall 2014? It is: a set of statements that describe an organization, the long term vision for the organization, and broad strategies that will be implemented to achieve the vision And, why do we do this: Status Quo Organizations: dont need this but must have stability of external forces and no desire/need to change Organizations that face change (like Higher Ed) Strategic Planning is a way of proactively responding to external forces and improving the footprint of the organization We just discussed Emerging Concerns
3. 3 Critical Dates for the Mines Strategic Plan Significant Campus input throughout 2013 Board approval of strategic plan Dec. 2013 Development of Initial set of Initiatives Spring 2014 Start of first efforts, Spring 2014 Production of Glossy Brochure
4. 4 Strategic Planning 101: Define who you are Mission : Science and engineering education and research that confronts the 21st century challenge of Earth, Energy, and Environmental sustainability Vision : Mines will be the premier institution, based on the impact of its graduates and research programs, in science and engineering relating to the Earth, Energy and Environment. Values : A student centered institution focused on education that promotes integrity, passion for their chosen field, tenacity and perseverance, and responsibility for developing a better world.
5. 5 Strategic Planning 201: Set Boundaries and define long term aspirations Guiding principles: Small, specialized Quality and excellence (We are proud of everything we do.) Best-in-class programs Promote innovation in programs and cost efficiency in operations Shared purpose toward serving our mission and our stakeholders Student-centered, highly innovative faculty, best-in- class technology practices. Aspirations: T op 30 engineering and science university 4-year graduation rate of 60% and 6-year rate of 82% commitment to quality, rigor and excellence Surpass $100M in research expenditures. Financially self-sustaining 95% of graduates (undergraduate and graduate) would choose Mines again
6. 6 The Mines Strategic Plan Defined Four Broad Goals as a Way of Achieving Our Vision Goal 1: Enhance the distinctive identity and reputation of Mines Play to our strength of small, STEM focused and broaden reputation into all degrees Goal 2: Build upon a student-centered campus culture of excellence, inclusion, diversity and community Continue the success of the positive academic experience, the success of the residential campus, broaden our overall campus diversity Goal 3: Build and diversify revenue streams and auxiliary enterprises. Broaden activities to sensibly generate revenue Goal 4: Develop and support campus infrastructure and processes to match Mines' aspiration to become a top-tier engineering and science institution. You cant be top tier with sub par infrastructure
7. 7 Underneath each goal were a series of strategies For Example
8. 8 Goal 2: Build upon a student-centered campus culture of excellence, inclusion, diversity and community. Strategies Expand residential campus to integrate efforts from academic affairs and student life, for undergraduate and graduate students, to promote student community and to foster collaboration, learning, leadership and citizenship. Advance academic culture and structure that fosters creativity, intellectual-curiosity, and student success. Enhance opportunities for students to develop effective communication skills as a complement to strong content expertise. Build a campus that values employees and students of the institution through a positive, supportive, and inclusive environment. Increase the diversity and quality of Mines faculty, student and staff. Improve mentoring and other support of faculty with the goal to enhance the overall quality of the student experience. 8
9. 9 For each goal we developed an initial set of initiatives Published to campus May, 2014 Slides follow
10. 10 Goal 1: Enhance the distinctive identity and reputation of Mines Institutional Initiatives that support Goal 1 1. Establish Center for Innovative Teaching and Learning that will assist faculty in the implementation of best-in-class pedagogical practices and technologies. 2. Re-develop website to comprehensively support strategic plan. 3. Identify and support new strategic research initiatives. 4. Broaden campus based conference activity to include the full spectrum of research activity at Mines. 10
11. 11 Goal 2: Build upon a student-centered campus culture of excellence, inclusion, diversity and community. Institutional Initiatives that support Goal 2 1. Establish admissions profile objectives and strategies that increase admission standards and yield while managing affordability. Admission directives must include special emphasis on improvements in gender and ethnic diversity. 2. Align degree requirements with national norms and ensure that the overall degree structure reflects latest trends in the field and is delivered in an up- to-date manner with respect to pedagogy. Promote co-curricular activity as a part of the total degree experience. Provide avenues for research experience and entrepreneurship within the structure of the degrees and campus life. 3. Actively engage the faculty in defining and supporting the expectations for contributions to the campus. 4. Implement new strategies to further develop the residential campus and its positive impact on students. 11
12. 12 Goal 3: Build and diversify revenue streams and auxiliary enterprises. Institutional Initiatives that support Goal 3 1. Reconfigure short course, certificate and executive education offerings to achieve targeted ROIs, and expand instructional resource base for increased activity. 2. Expand non-thesis and professional masters degrees where strategic, low cost growth is profitable. 3. Increase foundation-based revenues that directly support either students or the academic mission. 12
13. 13 Goal 4: Develop and support campus infrastructure and processes to match Mines' aspiration to become a top-tier engineering and science institution. Institutional Initiatives that support Goal 4 1. Develop comprehensive strategy that guides capital asset use, maintenance, improvement, and new investment decisions and deployment. 2. Complete existing, and implement new, projects to improve business processes and focus on utilization of technology to produce highly efficient campus operation. 13
14. 14 Campus participation in the execution of the strategic plan Institutional initiatives: Large efforts that impact a significant part of the campus and that are led by members of the campus executive staff. Typically these efforts require resources. Typically many parts of the campus are engaged in these activities. Initiatives will define measures of success as a function of time. 14
15. 15 Campus participation in the execution of the strategic plan Local initiatives: Efforts that are defined by organizational units, supported by upper management and executed by a relatively small portion of the campus. Typically initiatives are logical responses to the strategic plan that are defined by the organizational unit. Activity requires the buy-in of management and support of management. Key issue is to have local initiatives complement overall activity in the strategic plan.
16. 16 So what is the Strategic Planning Message We have a Board approved strategic plan The traditional, public relations elements are under production We have developed a significant range of activities that are underway and have budget behind them We continue to ask (formally and informally) for campus participation We will continue to develop new initiatives that support the overall plan And we will continue to rely on the participation and great effort by faculty and staff