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From A Campus Community Core Dialogue to a Strategic Plan Moving Beyond the Findings Presented by B A C K G R O U N D C O N C E P T U A L F R A M E W O R K Core Dialogue Sessions Engaging Research-based Inclusive Positive

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from a campus community core dialogue to a strategic plan

From A Campus Community Core Dialogue to a Strategic Plan

Moving Beyond the Findings

Presented by

c o n c e p t u a l f r a m e w o r k
C O N C E P T U A L F R A M E W O R K

Core Dialogue Sessions

Engaging

Research-based

Inclusive

Positive

f o r c e s o f i n n o v a t i o n6
F O R C E S O F I N N O V A T I O N
  • Spirit of Humanity
  • Kindness, compassion, respect, and support for others
  • The central belief in the importance of loving, supportive relationships
  • Belief and commitment to the transformative value of education
  • Making a difference in a student’s life
  • Focusing all services on the ultimate end consumer: the student
f o r c e s o f i n n o v a t i o n7
F O R C E S O F I N N O V A T I O N
  • Self- Efficacy
  • A belief in the ability to produce the necessary or desired results
  • Motivated, visionary, committed to getting better and going to the top
  • Can do. Will do. No one will stop us – attitude
  • Perseverance
  • Committed to growth
f o r c e s o f i n n o v a t i o n8
F O R C E S O F I N N O V A T I O N
  • Collective Individualism
  • The balance between the collective good and what is good for the individual
  • Feeling connected with the university community
  • Importance of being involved and giving back to the external community we serve
  • Being part of a team, seeing teamwork and collaborating, working toward common goals
f o r c e s o f i n n o v a t i o n9
F O R C E S O F I N N O V A T I O N
  • Heritage/ Tradition
  • Traditional culture that passes from one generation to the next; a body of long-established customs and beliefs viewed as a set of precedents
  • Welcoming, warm, friendly, supportive, and inclusive culture
  • Staying with or coming back to Southern Miss because of family tradition or being a former student
  • External recognition of University happenings and accomplishment
  • Feeling “home” in the South
f o r c e s o f i n n o v a t i o n10
F O R C E S O F I N N O V A T I O N
  • Diversity
  • Valuing and enjoying the diversity of students, faculty, and staff
  • The importance of respecting differences (race, culture, ethnicity, interests, thoughts, socio-economic backgrounds, beliefs)
a r e a s o f s t r a t e g i c f o c u s12
A R E A S O F S T R A T E G I C F O C U S
  • Image Development
  • Desire to be recognized, being at “the top”, or having a high status in the regional, national, and international community
  • Increase visibility of Southern Miss, tell our story, create positive image in the market place
a r e a s o f s t r a t e g i c f o c u s13
A R E A S O F S T R A T E G I C F O C U S
  • Connection to the Community
  • Improve connections with the bigger world community, industry, business
  • Greater involvement in Southern Miss all stakeholders need to increase involvement and self-identification with Southern Miss
a r e a s o f s t r a t e g i c f o c u s14
A R E A S O F S T R A T E G I C F O C U S
  • Top-Flight Education
  • Improved Technology
  • need for technology to achieve state-of-the-art status in community, as well as improve student services, accessibility, and unity among campuses
  • Improved Internal Systems & Processes
  • includes communication, management styles, culture-related attitudes and behaviors; remove barriers to student success
a r e a s o f s t r a t e g i c f o c u s15
A R E A S O F S T R A T E G I C F O C U S
  • Top-Flight Education – cont.
  • Faculty & Staff Development and Support
  • realizing importance of supporting staff and faculty and offering services for development, advancement, training, etc.; also includes compensation issues and resources for staff and faculty
  • Adequate Facilities & Infrastructure
  • improving or expanding facilities for Southern Miss
a r e a s o f s t r a t e g i c f o c u s16
A R E A S O F S T R A T E G I C F O C U S
  • Top-Flight Education – cont.
  • Reinforcing the Values of Diversity
  • being sensitive to and aware of diversity; offering services for a variety of students, creating equal opportunity for all students, faculty, and staff (regardless of race, gender, age, or academic status); “walking the talk” of our expressed values.
  • Increased Focus on Research
  • expand undergraduate and graduate research
a r e a s o f s t r a t e g i c f o c u s17
A R E A S O F S T R A T E G I C F O C U S
  • Top-Flight Education – cont.
  • Strengthen Unity Among Campuses
  • need to create a system that unifies all the teaching/research campuses and makes the programs that are offered at those campuses comparable; also includes unifying the cultures of the two campuses – improving relations between them
a r e a s o f s t r a t e g i c f o c u s18
A R E A S O F S T R A T E G I C F O C U S
  • Culture of Healthy Minds & Bodies
  • Go Green
  • desire to be innovative in green practices; engage in environmentally friendly behavior; facilities & processes
  • Health
  • need to improve physical health of campus community and be a model for wellness
strategic planning strategic enrollment planning master campus facility plan
Strategic Planning + Strategic Enrollment Planning + Master Campus Facility Plan + …..

Mager, Noel-Levitz

proposed planning process
Proposed Planning Process
  • Select/Prioritize/Cull/Add Key Performance Indicators -
    • Committee as whole with input from constituencies (communication maintained throughout process)
  • Set Goals by Subcommittees within Areas of Strategic Focus
    • Image Development
    • Connection with Community
    • Top-Flight Educational Experience
    • Culture of Healthy Minds, Healthy Bodies
  • Plan Strategies & Tactics – Departments & Colleges
  • Review draft plan – Committee as whole
  • Approve plan
communication strategies
Communication Strategies

http://www.acm.org/crossroads/xrds3-3/taskint.html

key performance
Key Performance Indicators Key Performance
  • Definition
    • A measure of an essential outcome of a particular organizational performance of a particular performance activity, OR
    • An important indicator of a precise health condition of the institution

Rowley, D.J., Lujan, H.D., & Dolence, M.G. (1997). Strategic change in colleges & universities: Planning to survive and prosper. San Francisco: Jossey-Bass.

key performance indicators
Key Performance Indicators
  • A measure of an essential outcome of a particular organizational performance of a particular performance activity
    • Measurement of a specified outcome of an essential activity over which the institution has some control
      • Activities that have direct bearing on the perceived well-being and success of the university.
        • Effectiveness of academic programs
        • Academic reputation
        • Administrative operations
        • Patterns of communication
        • Abilities to fulfill expectations of significant internal & external constituencies
key performance indicators25
Key Performance Indicators
  • An important indicator of a precise health condition of the institution
    • Conditions over which the institution may have little to a great amount of control
      • State allocations
      • Public opinion
slide26
KPIs - Image development
  • Grad. School admission rates
  • National scholarship finalists
  • Freshmen applicants scoring >25 on the ACT
  • US News Ranking
  • Out-of-state & international admits
  • Students from Gulf South region listing Southern Miss as preferred
  • Faculty on editorial boards of top journals
  • Start-up companies founded by USM students/employees
  • Top tier Carnegie research status
  • National coverage of sports events
  • Students elected to state and/or national boards
  • Professional certification scores
kpis connection with community
KPIs - Connection with Community KPIs - Connection with Community
  • Attendance at arts, athletic and cultural events
  • Number of endowments
  • Amount of endowments
  • Courses delivered at Gulf Coast sites
  • Student community service hours
  • Number of student internships
  • Hours of K-12 outreach
  • % of alumni giving
  • Faculty on local boards
  • Service learning offerings
  • Participation in international programs
  • # of institutional partners
  • Graduates employed in local agencies/organizations
  • Off-campus jobs created
  • Intellectual property fees
slide28
KPIs - Top-Flight Education

KPIs - Connection with Community

  • # or % of courses taught in "SMART" classrooms
  • # or % courses taught through enhanced technology
  • # or % of courses taught through online delivery
  • NSSE ratings
  • Faculty/staff retention
  • Successful advisement
  • Employee salaries
  • % staff completing professional development workshops
  • $$$ per FTE
  • Professional accreditations
  • Maintenance schedule
  • Faculty/student ratio
  • Staff/student ratio
  • Faculty with terminal degrees

More

slide29
KPIs - Top-Flight Education (continued)

KPIs - Connection with Community

  • Minority applicants for faculty positions
  • Racial diversity in key leadership
  • Students engaged in undergraduate research
  • Graduation rate
  • Number of large inter-disciplinary research initiatives
  • State of the art research and practice labs for students
  • % dept. chairs completing leadership development programs
  • Average ACT scores for first-time, full-time freshmen
  • Faculty top-tier publications
  • Grants funded
  • Published theses/dissertations
  • Graduate/Undergraduate ratio
slide30
KPIs - Culture of Healthy Minds, Healthy Bodies

KPIs - Connection with Community

  • # of programs teaching the mechanics of green practice
  • % of students/employees adhering to comp. health inventory
  • Smoke-free campus
  • % students/employees participating in fitness activities
  • Green spaces
  • % students involved in intramural athletics
  • participation in projects with health/mental health focus
  • student/employee obesity
  • LEED certified facilities
  • Campus Sustainability activities
  • Tons of recycled waste
  • # or % of paperless forms
  • # of % of health alternatives in campus vending or eateries
  • % of employees with medical insurance
slide31
Proposed Planning Process
  • Select/Cull/Add/Prioritize Key Performance Indicators February 22
    • Committee as whole with input from constituencies (communication maintained throughout process)
  • Set Goals by Subcommittees within Areas of Strategic Focus April 11
  • Plan Strategies & Tactics Fall 2008 (Convocation announcement)
    • Departments & Colleges
  • Review draft plan – Committee as whole
  • Approve plan
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