Analysis of NWSU’s Strategic Planning Process
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Analysis of NWSU’s Strategic Planning Process. Presenters Kenneth S. Chapman, Ph. D. Behnam Abrams, Ph. D. Presenter: Dr. Chapman. AGENDA. Background – Dr. Abrams Stakeholders External Environment Internal Environment Strategic Planning – Dr. Chapman What is Strategic Planning?

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Analysis of NWSU’s Strategic Planning Process

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Analysis of nwsu s strategic planning process

Analysis of NWSU’s Strategic Planning Process

Presenters

Kenneth S. Chapman, Ph. D.

Behnam Abrams, Ph. D.


Analysis of nwsu s strategic planning process

Presenter: Dr. Chapman

AGENDA

  • Background – Dr. Abrams

    • Stakeholders

    • External Environment

    • Internal Environment

  • Strategic Planning – Dr. Chapman

    • What is Strategic Planning?

    • Connecting goals and environment

      • Goals that fit the situation…

      • … and goals that don’t fit.


Primary stakeholders in nwsu s environment

Presenter: Dr. Abrams

NWSU

Faculty

Students

(customer)

Support

Staff

Admin

(employees)

Other Universities

(competitors)

Primary stakeholders in NWSU’s environment

High Schools

(suppliers)

Employers

Community

Colleges

(suppliers)

$$$

Legislators

Accrediting

Bodies

(regulators)


Secondary stakeholders in nwsu s environment

Presenter: Dr. Abrams

Media

FAMILY

Children

Parents

Partner

Spouse

Local Community

Secondary stakeholders in NWSU’s environment


Changes in nwsu s external environment

Presenter: Dr. Abrams

Changes in NWSU’s external environment

NWSU

Employers

Changed Demographics

Faculty

Students

(customer)

Support

Staff

Admin

$$$

Recession

(Employees)

?

Other Universities

(Competitors)


Analysis of nwsu s strategic planning process

Presenter: Dr. Abrams

Changes in NWSU’s internal environment

  • More nontraditional and first generation college students

  • Increased class size

    • Student-faculty ratio increased from 20:1 to 27:1

  • Faculty salaries have fallen behind

  • More part time faculty used

    • Increase form 20% to 35% by late 1990’s

  • Limited funding for faculty research, professional development and travel to professional meetings

  • New demands on faculty to teach:

    • Inter-disciplinary courses

    • At different locations

    • Use new pedagogies


Strategic planning

Presenter: Dr. Abrams

Strategic Planning

Look at the Whole Picture

Develop a Sense of Direction or Destiny

Be Open to New Experience

Examine Gap Between Current Reality and Future

Use of Creative and Critical Thinking


Connecting goals environment

Presenter: Dr. Chapman

Connecting Goals & Environment

Environment

Employers want X-functional training

Increased competition

More immigrants

Less Funding

Goals

Employer of 1rst Choice

Involve Alumni

More Online Programs

International Recognition

Open Store fronts

Interdisciplinary majors

Internal Developments

Larger Classes

Poor faculty salaries

Increased use of part time faculties

Limited faculty funding

Broader teaching demands


Example goal 1

Presenter: Dr. Chapman

Example: Goal 1

Environment

Employers want X-functional training

Increased competition

More immigrants

Less Funding

Employer of 1rst Choice

Internal Developments

Larger Classes

Poor faculty salaries

Increased use of part time faculties

Limited faculty funding

Broader teaching demands


Example goal 5

Presenter: Dr. Chapman

Example: Goal 5

Environment

Employers want X-functional training

Increased competition

More immigrants

Less Funding

Open Store Fronts

Internal Developments

Larger Classes

Poor faculty salaries

Increased use of part time faculties

Limited faculty funding

Broader teaching demands


Analysis of nwsu s strategic planning process

Presenter: Dr. Chapman

Goals that fit well…

  • The following goals “fit” or “match” the needs of NWSU’s environment and fit its competence:

    • Employee of first choice capitalizes on the good relationships with regional businesses

    • Involving alumni and employers in programs will make the program more responsive to their needs

    • On-line programs will meet competitive needs


Analysis of nwsu s strategic planning process

Presenter: Dr. Chapman

…and goals that fit poorly

  • The following goals do not “fit” or “match” the needs of NWSU’s environment:

    • Become internationally recognized school conflicts with mission of state university to provide access to state residents

    • Open store front operations conflicts with

      • Shortage of funds

      • Faculty preference to teach in one location

    • Offer interdisciplinary majors conflicts with existing faculty uncomfortable with teaching across disciplines or pedagogies

  • Overall Conclusion: The goals will stretch already thin pool of full-time faculty resources and limited funds beyond the limit

    Questions?


Analysis of nwsu s strategic planning process

Presenter: Question & Answer

Improving NWSU’s Process

Spell out a clear and compelling vision

Spell out gap between current reality and future state

Base decisions on hard data about stakeholder expectations

Test goals for consistency with mission and available resources

Match goals to the internal capability and strengths of the faculty and the needs of the student body


Analysis of nwsu s strategic planning process

Question & Answer

Planning Process Evaluated -- Five Tests of Strategic Thinking

  • Test 1: Ability To See the Whole Picture

    • Did not see the interconnection between resources(tight budgets ), capabilities (faculty training) and goals , (interdisciplinary and global programs)

  • Test 2: A Sense of Direction or Destiny

    • No compelling vision for School and its future

  • Test 3: Openness to New Experience

    • No plans to get the faculty to become open to new innovations

  • Test 4: Gap Between Current Reality and Future

    • No gap analysis between current reality and desired future

  • Test 5: Use of Creative and Critical Thinking

    • Political rather than fact-based decision making used


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