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Strategic Planning Process

Strategic Planning Process. Aug-Sep 2005 – Pre-retreat teams with assignments Sep 2005 – System-wide retreat with President, Vice Presidents, Chancellors & senior staff Oct-Nov 2005 – First draft based planning retreat Nov-Dec 2005 – Initial benchmarks drafted (long list)

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Strategic Planning Process

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  1. Strategic Planning Process Aug-Sep 2005– Pre-retreat teams with assignments Sep 2005 – System-wide retreat with President, Vice Presidents, Chancellors & senior staff Oct-Nov 2005– First draft based planning retreat Nov-Dec 2005– Initial benchmarks drafted (long list) Jan-Mar 2006 – Iterative refinement through feedback Mar 2006 – Full draft presented to Board of Trustees for review Apr-May 2006 – Final edits completed and scorecard developed June 2006 – Plan approved by Board of Trustees Aug 2006 – Campus visits to present plan Aug 2006 – Scorecard retreat to set specific 5-year targets

  2. Mission • Outreach • Globalization • Organizational • Effective and Efficient Use of Resources

  3. Outreach Goals • Increase awareness of outreach activities among all elected officials • Engaged assistance and solutions for our communities, state and beyond • Assessment in collaboration with Michigan State -- survey instrument • Increase impact from outreach activities to $1 billion annually • Document and promote financial impacts of programs • Emphasize and reward outstanding outreach activities • Scholarship of outreach instruction, research and service

  4. Outreach Benchmarks • Patients or clients served through our units • “Serving every citizen every day” • Percentage of faculty engaged in externally funded outreach projects • Utilize MSU survey instrument to collect and document • Annual expenditures for outreach • Assesses mission-oriented effort in terms of resources allocated

  5. Globalization Goals • Develop system-wide priorities for globalization activities • Collaboration and coordination among campuses and institutes • Strong programs engaged in education, research and outreach • Expand international staff/faculty/student exchange programs • Share opportunities among campuses and institutes • Demonstrate the benefits of globalization activities to key stakeholders • Beneficiaries of the global marketplace for ideas, products, solutions

  6. Globalization Benchmarks • Percentage of students with UT-sponsored international study experience • The expectation rather than the exception • Number of active formal international collaboration agreements • Formal and currently active • Percentage of faculty engaged in sponsored international projects • Educational, research or outreach

  7. Organizational Resources Benchmarks • Faculty salaries relative to peers • Staff salaries relative to market • Percentage of budget expended for administration relative to peers • Diversity of faculty and staff • Ratings on employee satisfaction surveys • Increase in awareness of emphasis components • Capital-campaign dollars raised

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