Strategic Planning for 2011-12

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SACS Strategic Planning Committee. Gil Brown, Director, Budget and Financial PlanningTom Calhoun, VP, FacilitiesJack Censer, Dean, College of Humanities and Social Sciences (CHSS)Larry Czarda, VP, Regional CampusesAndrew Flagel, Dean, Admissions, and Associate VP, Enrollment DevelopmentGary Gal

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Strategic Planning for 2011-12

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1. Strategic Planning for 2011-12 Empanelled by the Provost In preparation for the 2011-12 reaccreditation by SACS But also to identify key goals to improve the capacity and productivity of the University

2. SACS Strategic Planning Committee Gil Brown, Director, Budget and Financial Planning Tom Calhoun, VP, Facilities Jack Censer, Dean, College of Humanities and Social Sciences (CHSS) Larry Czarda, VP, Regional Campuses Andrew Flagel, Dean, Admissions, and Associate VP, Enrollment Development Gary Galluzzo, Professor, College of Education and Human Development (chair) Karen Gentemann, Associate Provost, Institutional Effectiveness Renate Guilford, Assistant Provost, Enrollment Planning and Administration Jeremy Mayer, Associate Professor, School of Public Policy Glenda Morgan, CHSS, Dir. of Technology and Learning Initiatives Jennifer Murphy, Assistant VP, Research and Economic Development Rose Pascarell, Associate VP, University Life Linda Schwartzstein, Associate Provost, Academic Affairs (ex officio) Suzanne Slayden, Chair, Faculty Senate; Associate Professor, Chemistry Kris Smith, Associate Provost, Institutional Research and Reporting

3. 2002 SACS goals: Fulfilling Our Commitments an improved continuing education function an assessment program for all academic programs a facilities master plan improved administration of graduate student credentials improved recordkeeping regarding faculty a comprehensive safety plan the Center for Teaching Excellence a research program for undergraduates space available to students on a 24/7 basis a program of study leave for junior faculty an intercampus shuttle system a stronger link between the Office of Continuing Professional Education and Alumni Affairs a committee that works to encourage the development of university traditions

4. Six Proposed Goal Areas Student Success Future-oriented academic programs Global Citizenship Research, Scholarship, and Creative Activity Faculty, Staff, and Administration External Community, Alumni, and Reputation Also: 10 Recommendations for Building Capacity for Achieving these Goals

5. 1. Student Success Improve the incoming student profile at all levels, and continue to provide access to the University to Northern Virginia students Develop new student markets to increase the quality of the student profile and the quality of the classroom learning environments Continue to expand current initiatives in the improvement of teaching and learning, including Critical Thinking, Writing, Technology, and Global Studies across the curriculum   Increase the number of full-time doctoral students and graduate student financial support Increase undergraduate financial aid and scholarships

6. 1. Student Success Increase student retention and graduation rates Improve student academic advising Expand the Honors and University Scholars program Increase undergraduate research opportunities  Increase the quality of student outcomes by developing measures to quantify Mason’s connections to the “real world” Clarify student paths for study abroad, internships, service activities and increase levels of participation in these programs Provide more opportunities for undergraduate students to participate in research, scholarship, and creative activity

7. 1. Student Success Improve student engagement in on-campus life Expand weekend programming Increase the number of jobs on campus for undergraduate students Increase the residential student population Provide additional services (and scope/hours of service) to meet the increasing residential population Increase student study, lounge, and open program space around the campus

8. 2. Future-oriented Academic Programs Sustain our current spires to build on their strengths Develop the four newly identified spires recently ratified by the University Board of Visitors: 1) bioengineering and neuroscience; 2) public health and chronic disability; 3) music; and 4) global studies Continue to identify and develop new spires of excellence using four proposed metrics: 1) comparative advantage; 2) resource requirements; 2) faculty resources; 4) advanced study

9. 3. Global Citizenship Leverage our diversity and location to create richer global understandings throughout the University community Develop criteria for strategic international partnerships Achieve climate neutrality Integrate sustainability into our academic programs Develop more fully a vision and plan for the development of campuses and programs outside U.S.

10. 4. Research Increase research funding Increase the growth trajectory of technology transfer Nurture and support research, scholarship, and creative activity not normally supported by funding agencies Increase the number of full-time doctoral students and graduate student financial support

11. 5. Faculty, Staff, and Administration Increase the percentage of tenure and tenure-track faculty Diversify further the faculty, staff, and administration Continue to enhance the quality of work-life Achieve competitive compensation for faculty and staff

12. 5. Faculty, Staff, and Administration Support all faculty in their teaching mission including technology support in the classroom and faculty development opportunities to improve the quality of the learning environment   Develop and/or enhance administrative systems to increase operational efficiency Improve internal communications such that campus constituents are informed of major decisions that affect the quality of campus life to create a greater sense of community and commitment to the University

13. 6. External Community, Alumni, and Reputation Become a pre-eminent public university Improve the incoming student profile at all levels Increase research and creative activity Serve the region through a mixture of distributed campuses and technological outreach, research and community service Be the recognized regional leader for the performing arts Establish closer alumni relationships with the University; strengthen systems, processes and programs and create a “more connected” alumni

14. 10 Recommendations for Building Capacity for Achieving these Goals Develop knowledge management processes to support a more inclusive and interdependent planning and budgeting effort Enhance the integration of planning across facilities, business, technology, research, enrollment, residence (housing), library, and academic planning Increase funding through multiple sources Develop a long term plan to increase public funding Develop a long term plan to increase foundation support

15. 10 Recommendations for Building Capacity for Achieving these Goals Explore optimal tuition/fee and discount levels Leverage public and private partnerships to advance the University’s mission Facility-specific planning and budget: Expand lab space to meet research and course need projections Plan for housing at all campuses, with attention to transfer, graduate, and faculty/staff populations Integrate the distributed campuses into a more coherent whole; establish recognized and distinct draws for each campus Expand private and alumni giving

16. Noticeable tensions Balancing our institutional history of entrepreneurial behavior with a strategic plan Balancing a history of individual unit activity with a more collective (restrictive?) approach Evaluating the “low hanging fruit” for its cost-benefit to the University Or, opportunism versus measured restraint

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