Superior Visions 2020 May 9, 2013
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Transcript of Superior Visions 2020 May 9, 2013
Superior Visions 2020May 9, 2013
Highlights of the previous strategic plan Why strategic planning now? A brief
reflection on state of higher education today Goal of the plan: What needs to be
accomplished? The strategic planning process◦Meet the Committees: Steering committee and
circle of researchers/readers◦Timeline
Call to action
Today’s Agenda
Strategic Priorities 2008-2012 Seven Strategic
Themes1. Academic
Excellence2. Culture of Respect3. Campus Life4. Continuous
Improvement5. Resource
Management6. Enrollment
Management7. University Image
“Laundry List”; not prioritized, not strategic Not informed by external forces or data If everything is a priority, then nothing is a
priority Used anecdotal input to create a list of 37 goals Goals were not S.M.A.R.T. No end date of the plan or expectations when goals would be accomplished WEAVEOnline was poorly implemented as a planning tool
Criticisms of the Previous Plan
Opened and relocated employees to Swenson Hall and Barstow Hall in Summer 2011
Sponsored the Board of Regents and Chancellor’s Inauguration in 2012
Managed and recovered from a $23 million natural disaster
Completed a comprehensive Self-Study and received reaffirmation of accreditation for 10 years!
What has been accomplished in the past 2 years (2011-2013)?
10. Implemented programs to recognize and support students’ achievements (AE).9. Made progress on assessment of student learning outcomes (AE/CI).8. Expanded undergraduate research opportunities (AE).7. Created a unified, comprehensive marketing strategy (UI).6. Created structures to support the institution’s work through a Grants Office, Institutional Research Office and Assessment Coordinator and Liaisons(AE,RM).
Ten Highlights from our 2008-12 Strategic Plan
5. Completed the equity scorecard, and climate study; implemented a supervisory management development series for employees in supervisor positions (CR).4. Completed a $200 million + physical transformation of campus (UI/RM).3. Developed a variety of programs targeted at increasing student recruitment and retention (CL).2. Conducted a self-study that resulted in reaffirmation of accreditation.1. Made significant progress on the implementation of six high impact practices as a part of our student’s Liberal Arts experience (AE).
Ten Highlights (continued)
Why strategic planning and why now?
A brief tour of trends, expectations, priorities, and realities regarding American higher education and the UW Superior campus today.
President Obama’s State of the Union 2013◦Uncontrolled tuition increases◦Lagging graduation rates◦Perceived mismatch of degrees with workforce
needs◦ “College Scorecard” to guide students & parents
HLC Accreditation ◦Student Learning Outcome Assessment◦Linking of student learning to planning and
budgeting
Forces Lining Up vis-à-vis Higher Ed
Wisconsin Legislative and Regent Perceptions◦Cost of attendance◦Perceived waste; administrative bloat◦Resistant to change and innovation
Business, Industry, Professions◦Difficult to work with◦Slow to respond; often fail to follow through
Prospective Students; Parents◦Cost of attendance◦Prospect of employment after graduation
Forces (continued)
“…a strategic planning process that builds from areas of strength, promise, and opportunity to create a plan that will guide the future of the University”
Goal of the Plan
Sets overall direction for the University Identifies institutional distinctiveness and
comparative advantages. Identifies strategic “best fit” with the
University’s environment Develops a small number of goals;
refreshes or replaces those goals as needed.
Strategic “Positioning”
Constituencies we serve Need for our programs and services Constituencies we could serve Our chosen geography Our competitors Our funders Our human resources Our special, distinctive assets
Strategic Positioning Basedon a Scan of…
Redefine institutional Mission and Identity Identify and market “signature” programs Better position UW Superior in the marketplace Ensure program relevance Ensure high impact practices across all programs Increase enrollment across all categories of
students Improve student retention Enhance engagement with larger community Diversify revenue sources
The strategic plan must…
UW-Superior’s Strategic Planning Process
Superior Visions 2020
Strategic Planning Steering Committee (SPSC): Small team to work with our planning consultant to keep the teams on task and on time. (Jerry Hembd, Liz Blue, Brett Jones and Faith Hensrud)
CIPT forms the core and is supplemented with others to provide leadership for 8 research groups.
Peter Nordgren, Mary McCauley, Mary Balcer, Jan Hanson, Tim Cleary, Ryan Kreuser, Brent Notbohm, Jenice Meyer, Sue Masterson, Lynne Williams, Debbie Seguin, Wendy Kropid, Vicki Hajewski, Maria Cuzzo, Jeff Kahler, Harry Anderson, Jim Lane, Monica Roth Day
(One additional faculty; two students; and the Assistant VC for Enrollment will be added to CIPT)
Meet the Committees
Strategic Planning Process Flow
Campus members, businesse
s, employers
, community& alumni
CIPT Circle of
Researchers/Readers
Strategic Planning Steering
Committee
Steve Reno,
Strategic Planning Consulta
nt Facilitato
r
CIPT Research Groups: Members form the circle of readers for all planning documents; and will engage others across the institution and from business, community and alumni as appropriate for their work.
Chancellor
Research Groups: Focus on specific questions
Group One: Who are the constituencies we currently serve and who are the ones we could potentially serve? Peter Nordgren, Mary McCauley
Group Two: What is the demonstrated need for the programs we currently offer? How effective are they? (Mary Balcer, Jan Hanson, Tim Cleary)
Group Three: Who are our competitors and what distinctive advantages do we have (or could we have) relative to them?
(Ryan Kreuser, Brent Notbohm) Group Four: What forces external to the University could
affect its future either positively or negatively? (Jenice Meyer, Sue Masterson, Lynne Williams)
Strategic Planning: 8 Research Topics
Group Five: What forces internal to the University could affect its future either positively or negatively? (Debbie Seguin, Wendy Kropid)
Group Six: What is the current culture of our University and what should it be? (Vicki Hajewski, Maria Cuzzo) – June 3rd summer conversation; please register through CETL
Group Seven: What are our current revenue sources and what should they be? (Jeff Kahler, Harry Anderson)
Group Eight: What mechanisms do we have in place by which we will be able to monitor the progress on the priorities of our new strategic plan? How effective are those mechanisms? (Jim Lane, Monica Roth Day)
Research Groups (Continued)
Review, reaffirm, or revise Mission Statement
Decide where we want to be in 3-5 years Define our strategic objectives Create an implementation plan Develop an evaluation mechanism Additionally: Calibrate with accreditation
Process of Strategic Positioning
Driven by UW-Superior’s Mission Guided by its Vision and Core Values Respectful of UW-Superior tradition and
heritage Open, inclusive, and collaborative Data informed Creative and entrepreneurial Implementable Measureable
Strategic Planning will be…
May 2013 – August 2013 CIPT Circle of researchers identify data sources,
and constituent groups to involve in conducting an environmental scan for each question
August – December 2013 CIPT Research Groups conduct environmental
scan
Early December 2013 CIPT Research Groups present findings of
research at all campus meeting Two week open comment period
Timeline for Strategic Planning
Jan. 2014◦Steering Committee begins initial draft of
strategic initiatives and goals◦CIPT Circle of Readers reviews and provides
input for revisions Feb. 2014◦All campus meeting to present the draft
initiatives and goals◦Comment period; governance review and input
Timeline for Strategic Planning
March 2014◦Steering Committee refines Strategic Initiatives
and goals and develops metrics and draft strategic plan
◦Receives feedback from CIPT Circle of Readers◦Revisions made as needed
April 2014◦Strategic Plan with metrics presented to campus◦Comment period; Governance review and input◦Revisions as needed
Timeline for Planning (Continued)
May 2014 ◦Draft plan reviewed by Chancellor’s Senior Staff◦Steering committee and Facilitator “polish” the
Plan◦Superior Visions 2020 Plan presented to UW
Superior Community◦ Implementation and monitoring of the plan
begins
Timeline for Strategic Planning
Higher Learning Commission Criteria:◦ Criterion One. Mission◦ Criterion Two. Integrity: Ethical and Responsible Conduct◦ Criterion Three. Teaching and Learning: Quality, Resources, and
Support◦ Criterion Four. Teaching and Learning: Evaluation and Improvement◦ Criterion Five. Resources, Planning, and Institutional Effectiveness
Higher Learning Commission March 2013 Site Visit, Evaluation and Recommendations
Question: How do these relate to the University’s Strategic Initiatives?
Planning must occur with an eye on Accreditation…
Bring key partners/stakeholders on board Develop standards and metrics for
accountability and performance institution-wide
Structural, operational, and cultural change must proceed in concert
There is no status quo
Steps Along the Way
What kind of university do you want UW-Superior to be?
What are the obstacles to that? What are you professionally prepared to do
to make that happen?
Final Thoughts and Call to Action
What else do you want to know about our planning process?
Website: www.uwsuper.edu/strategicplan
Opportunity for Questions