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Strategic Planning Retreat for UWF Boards and Leadership Teams June 12, 2013

Strategic Planning Retreat for UWF Boards and Leadership Teams June 12, 2013. Charting the Future: Pursuing Our Vision. UWF Mission.

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Strategic Planning Retreat for UWF Boards and Leadership Teams June 12, 2013

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  1. Strategic Planning Retreat for UWF Boards and Leadership Teams June 12, 2013 Charting the Future: Pursuing Our Vision

  2. UWF Mission The University of West Florida (UWF) is a public university based in Northwest Florida with multiple instructional sites and a strong virtual presence. UWF’s mission is to provide students with access to high-quality, relevant, and affordable undergraduate and graduate learning experiences; to transmit, apply, and discover knowledge through teaching, scholarship, research, and public service; and to engage in community partnerships that respond to mutual concerns and opportunities and that advance the economy and quality of life in the region. UWF is committed to planning and investing strategically to enhance student access and educational attainment; to build on existing strengths and develop distinctive academic and research programs and services that respond to identified regional and state needs; and to support highly qualified faculty and staff who engage students in rigorous, high-impact, student-oriented learning experiences that enhance personal and professional development and empower alumni to contribute responsibly and creatively to a complex 21st Century global society.

  3. Today’s ObjectiveContinuing the Move from Concept to Action:OperationalizingUWF’s Strategic Vision and Plan

  4. Overview of Strategic Planning,Budgeting, Assessment,and Reporting Cycles

  5. State University System Planning and Accountability System System-Wide Strategic Plan Provides a long-range roadmap for the System UWF Strategic Plan Outlines five-year strategic directions and priorities for UWF Annual Accountability Report Tracks performance on key indicators (past five years) UWF Work Plan Provides a short-term (one- to three-year) plan of action

  6. Reviewing and Refining Plans 2012 Update to UWF Strategic Plan 2012-13 2013-14 2014-15 2015-16 2016-17 Vision for Beyond 2012-13 Update to University Work Plan

  7. Reviewing and Refining Plans 2012-13 Annual Accountability Report 2014-15 Budget Development 2012-132013-14 2014-15 2015-16 2016-17 2017-18 Vision for Beyond 2013-14 Update To University Work Plan [Approved by UBOT Yesterday] 2017 Update to UWF Strategic Plan

  8. Reviewing and Refining Plans 2013-14 Annual Accountability Report 2015-16 Budget Development 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Vision for Beyond 2014-15 Update to University Work Plan Update to UWF Strategic Plan

  9. UWF aspires to be widely recognized as a model of excellence and relevance, sought out as a distinctive intellectual and cultural center, valued as an engaged partner, and acclaimed for being “different by design.” Taking a Step Back:What will UWF Look Like When We Achieve Our Vision?

  10. Narrowing the Focus:Additional Guidance from UWF’s Boards and Leadership Teams for the Remainder of UWF’s Strategic Planning Cycle (2013-2017) • Quality Enhancement Plan. • Ideas re: Additional UWF Actions & Initiatives. • Roles of UWF Boards & Leadership Teams.

  11. Narrowing the Focus Developing UWF’s Quality Enhancement Plan (QEP) to Support Student Learning

  12. Quality Enhancement Plan The QEP is an opportunity to engage the University community in thinking about strategies to enhance student learning and/or the environment supporting student learning in a way that advances the mission of the institution.

  13. Quality Enhancement Plan • The QEP is not the only quality enhancement activity UWF will be working on. • The QEP is not a fad program adopted to satisfy SACSCOC. • The QEP is not intended to be a full-scale institutional reform movement.

  14. Quality Enhancement Plan • The QEP is an opportunity to pick one project to “showcase” to SACSCOC and all our constituents one targeted effort to enhance student learning. • The QEP is an effort to address a UWF-specific issue related to student learning. • The QEP is an expression of UWF’s mission and strategic plan. • The QEP is about demonstrating a measurable difference in student learning.

  15. Quality Enhancement Plan • Critical Path: • Phase I – Engage the campus in generating potential topics. • Phase II – Engage in broad-based review and analysis to sift out a target topic. • Phase III – Write QEP and be ready to submit to SACSCOC --- by December 2014.

  16. Quality Enhancement Plan • Progress: • Today marks the end of Phase 1. • Listening sessions. • Constituent group meetings. • Direct written requests to key groups. • Direct written requests to individuals and teams. • Now --- Feedback from you.

  17. Narrowing the Focus Ideas Regarding Additional UWF Actions and Initiatives in Next One to Three Years to Support the Mission, Vision, and Strategic Priorities

  18. Narrowing the Focus • Action Steps for UWF Boards • And Leadership Teams • As we think about this morning’s presentations and discussions, and as we consider the remainder of this Strategic Planning cycle (2013-2017) at UWF - - - - - • What are some things we plan to do in the coming year(s), given our specific roles on our respective Boards of Leadership Teams, to help UWF achieve its mission, vision, and strategic priorities? • Review and refine ideas generated during last year’s retreat. • Additional ideas.

  19. Strategic Planning Retreat for UWF Boards and Leadership Teams June 12, 2013 Charting the Future: Pursuing Our Vision

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