Strategic PlanningThursday, March 2, 20061:00 - 2:30 p.m.Friday, March 3, 20068:15 – 9:45 a.m. Dr. Erinn D. Lake, Edinboro University of Pennsylvania
Introduction • This session will focus on the development of a campus-wide system of implementing a strategic plan, including monitoring and communicating progress. • Discussion will focus on tangible planning advice as well as applicable insights. Topics will include accountability, resource allocation, budgeting, criteria for evaluation, and the inclusion of accreditation efforts into the planning process.
About Edinboro University • We are located in northwestern Pennsylvania. • Our President is Dr. Frank G. Pogue. • We have 5 vice presidents… • Provost/VP for Academic Affairs • Vice President for Finance and Administration • Vice President for Development and Marketing • Vice President for Enrollment Services and Planning • Vice for Student Affairs and Student Success
About Edinboro University • Our enrollment is approximately 8,000 headcount. • 1,038 graduate students • 76% commuter/off-campus • 23% residential • Our MSA self-study type was comprehensive.
Our University Environment • Highly collaborative president. • Frequent and ongoing communication. • Family environment. • Strong planning process linking planning, budgeting and continuous improvement.
Vision What we will become Guiding Principles What we believe Leadership Principles How we behave Goals What we do Results What we will achieve
Edinboro University’s Mission Statement The mission of Edinboro University is to create and share knowledge by providing access to education and learning experiences for the academic, cultural and personal growth of the students and the larger community we serve.
Mission Statements • Can you articulate your school’s mission statement? • Can others? • How long it is? • It is easily located on your web page? • How does your institution market its mission?
UCO Mission The University of Central Oklahoma exists to provide excellent undergraduate, graduate, and continuing education to enable students to achieve their intellectual, professional, personal, and creative potential. UCO must also contribute to the intellectual, cultural, economic, and social advancement of the communities and individuals it serves.
Edinboro University’s Vision Statement • Edinboro University is the leading institution of higher education in the region, and a cornerstone of excellence in academics, technology and the arts. • Clearly identified with our special mission, we strive to meet the ever-changing needs of the world around us by providing access to our institution for the benefit of all. • Diversity is apparent by the breadth and richness of our programs, faculty, administration, staff, and students. We provide research, community services, and educational programs in accordance with the social, cultural, economic and technical needs of the region and Commonwealth. • The University meets the specific needs of underrepresented groups, students with disabilities, and those faced with social or economic hardship or inadequate educational preparation.
EUP’s Vision Statement (Continued) • Our faculty, staff, and administration are highly qualified and committed to our mission and clearly demonstrate a commitment to personal and professional development. • The environment we create at Edinboro is inspirational, yet challenging. It is interactive, creative, fair and civil, and it demonstrates the highest community values. In fulfilling our responsibilities, we nurture a strong sense of respect and dignity. • Recognizing that knowledge creates opportunity, Edinboro University instills in our students a corresponding sense of responsibility with their freedom of choice. • Our programs help students develop an interest in higher social values and encourage intellectual pursuits, personal development, and a commitment to lifelong learning and service. All who experience Edinboro University are inspired to even greater achievement.
UCO Vision http://www.ucok.edu/planning_and_analysis/ucovision.htm
Case Western Reserve University, Cleveland, OH • Vision Home Page. http://www.case.edu/vision/ • Vision Elements. • Envisioning a New Case. • “Case Western Reserve University has set out to make itself the world's most powerful learning environment. And it's well on its way.”
Vision into Action Strategic Planning
Strategic Planning Process ? Why are we in business? Mission Vision ? How do we do business? Values Culture ? Environment Assessment Where are we now? Gap Analysis ? Strategies Where do we want to be?
Strategic Planning Process ? How can we get there? Tactics Goals ? How will we know we’ve arrived? Milestones Customer Feedback Coordination Reports Budgets
Jack Welch - GE • “Face reality, then act decisively.” • “Embrace change, don’t fear it.” • “Act like a leader, not a manager.” • “Have global brains.” Jack Welch, former CEO of General Electric speaks to an audience at Nova Southeastern University in Davie, Florida. He is pictured here with billionaire, H. Wayne Huizenga.
Edinboro University’s Guiding Principles • In service to our mission, as a community we recognize the uniqueness of each individual and embrace the opportunity and responsibility to: • Pursue excellence in lifelong learning and scholarship. • Promote collaboration, openness, honesty, and respect. • Foster integrity. • Champion fairness, social justice,diversity and civility. • Encourage creativity and innovation. • Serve others within and outside the Edinboro Family.
UCO’s Beliefs & Values • UCO’s fundamental responsibility is excellent teaching, which involves instilling and fostering in students the joy of learning, the ability to think critically and a desire to achieve their creative potential. • Our other major responsibilities include scholarly activities, research and service to students, to other individuals and to the larger community. • A college degree should represent an education which enables its recipients to become good citizens and responsible, independent adults who embrace learning as a lifelong endeavor. • Great universities must require and encourage a free flow of information, ideas and opinions in a community which fosters social justice, values diversity and demands the highest standards of ethical conduct, mutual respect and civility. • UCO as an institution, and all its constituents, must be committed to continuous processes of self-examination and self-improvement which encourage innovation, receptiveness and adaptation to change. • UCO must seek and maintain open and mutually beneficial relationships with its surrounding communities, and must also view itself and its graduates as part of an increasingly interdependent global society.
Edinboro’s 9 Priorities • Enhance academic excellence. • Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies. • Enhance technology campus-wide. • Create a just community that is student centered. • Enhance the advancement arm of the institution. • Create a collaborative administrative arm team both on and off campus. • Create an inclusive planning process that ties budgeting to planning. • Increase diversity. • Enhance graduate studies.
Create Core Strategies ? Why are we in business? Mission Vision ? How do we do business? Values Culture ? Environment Assessment Where are we now? Gap Analysis ? Strategies Where do we want to be? 2005 - 2008
Environmental Scans • SWOT • Should be democratic and reflect a culture in which everyone contributes. • Results should be gathered and organized by themes. • External environmental assessment. • International environment assessment. • Five Year Enrollment History and Projections. • Cite authorities and time specific.
Example… • External Environmental Assessment • Enrollment Services 1. International • International student enrollment at United States colleges and universities reached an all-time high in… • Subsequent to 9/11, the following Patriot Act/SEVIS requirements have emerged…(insert sources) • U.S. higher education is a powerful magnet for foreign students in search of freedom…(insert sources) Summary: International students will continue to constitute a likely growing portion of the market…U.S. higher education markets can expect….
Examples of SWOT • http://www.lakeheadu.ca/~eventswww/strategy/swot.html • http://www.quickmba.com/strategy/swot/
Environmental Scanning Workshops • James L. Morrison, Professor Emeritus of Education, University of North Carolina at Chapel Hill • http://innovateonline.info/index.php?view=person&id=1 • http://horizon.unc.edu/bios/Morrison/vita.asp
“New” EUP Priorities • Academics • Enhance quality • Promote graduate education • Encourage further collaboration • Students • Enhance success • Recruit and retain talent • Nurture the learning environment • Revenue Enhancement • Promote grantsmanship and enhance community alliances • Community • Meet the needs of the underrepresented and under prepared. • Contribute to the economic and social needs of the region.
Creating Community • In 1996, Edinboro University sponsored virtually no activities or events that were designed to bring all community constituents together.
Creating Community • “I needed to get this community talking, interacting, and creating a vested interest in one another.” • “I chose to do this, in part, through a series of University-wide events – many of which have a direct relationship to our budget and planning process. University-wide events are not add-ons—they are integral to the planning and continuous improvement process.” …..Dr. Frank G. Pogue, President, Edinboro University of PA
Community-Building Summary of Outreach Efforts Since July 1996 Personal visits with leaders and members of internal and external constituent groups: Internal: Council of Trustees Student Government Association Academic Department Chairs/Departments Clerical Workers Housekeeping Workers Maintenance Workers University Senate Union Leaders Alumni Retired Faculty External: Area Mayors Elected Officials Superintendents Business Leaders Agency Leaders Community Center Leaders Colleague Higher Education Presidents Prisons
Community-Building (Cont.) • Creation of University As a Neighbor Advisory Group-Have hosted community dialogue forums • Service on more than ten regional boards • Leadership of fund-raising initiatives for organizations such as United Way, MECA/UCP, American Red Cross, Erie Day School • Regular attendance/representation at area annual functions/dinners • University representation on Edinboro Area Chamber of Commerce, Greater Edinboro Area Roundtable, Civic Coordinating Committee, Erie Area Convention and Visitors Bureau, Northwest Pennsylvania Workforce Investment Board
Creating Community • We incorporate the theme of civility into all of our campus activities. • We identified “The Century of Civility” as our theme for the 1999-2000 academic year and beyond. • We ask all of our campus citizens to consider their role in advancing the ideals of civility – fairness, tolerance, collegiality and civic responsibility – through their classroom and extracurricular activities.
Creating Community • It was during the first Fall Convocation in 1996 that we announced the creation of the symbolic “Edinboro Family” and invited the nearly 2,000 people in attendance to turn to each other to pin each other with the Edinboro Family Pin. • The Family concept denotes respect, caring, collegiality, and civility. • It also denotes our resolve to create a “student-centered” community in which students are our first priority.
Definition of Strategic Management • Strategic management “is a continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment.” • Iterative means that “the process of strategic management starts with the first steps, ends with the last step and then begins again with the first step.” (i.e. cyclical). Certo & Peter (1991). Strategic Management – Concepts and Applications. 2nd edition.
What’s the difference? • Strategic planning can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. • Strategic planning is only useful if it supports strategic thinking and leads to strategic management - the basis for an effective organization. • Strategic management applies strategic thinking to the job of leading an organization. http://www.nonprofits.org/npofaq/03/22.html
Building an Inclusive Planning Process • Consequently, on March 7, 1997, we closed the University completely for 1½ days to observe what we called “University Mission Day.” • We created nearly 30 workshops that involved the entire campus, including our seven unions, faculty, students, Trustees, alumni, and representatives of our host communities, in a discussion of the University’s mission and their roles in addressing that charge. • As a result, the mission was modified and updated to include the importance of community-civility.
Building an Inclusive Planning Process • Following “Mission Day,” and in an effort to benefit from the numerous recommendations made by the break-out groups, a permanent, thoroughly represented 21st Century Planning Group was created. • This group assists in monitoring our inclusive planning, budgeting and continuous improvement process, as well as serves as the steering committee for the University’s Middle States ongoing accreditation efforts.
21st Century Planning Group • The President has placed a priority on strategic planning as a means by which the University may excel in academics and service. One of the hallmarks of an effective strategic planning process is the inclusion of the entire University community in planning endeavors. We are achieving this by traditional methods of communication in addition to special efforts and events designed to bring the community together to discuss the Mission, priorities, goals and objectives of the University. These efforts are being coordinated by the University Planning, Institutional Research and Continuous Improvement function, in consultation with the Provost and President. The strategic planning process has been greatly assisted by a special advisory body called the Twenty-First Century Planning Group. • The Group serves as a recommending body for the establishment and maintenance of priorities for Edinboro University of Pennsylvania as we enter the twenty-first century. The Group has been charged with the responsibility of ensuring that all University programs and services remain consistent with the University Mission, goals and objectives and strategic plan.
One-Year Term Ms. Linda AskinsMs. Jennifer Butler (Student Representative)Mr. William P. ColemanDr. David FersterMs. Marilyn GoellnerDr. Michael HannanMs. Patricia Heidelberg (Student Representative)Dr. Jerra JenretteMs. Monica Johnson (Student Representative)Dr. Rhonda MatthewsDr. Robert McConnellMr. Karl Nordberg, Retired Dr. Verel Salmon, Retired SuperintendentMr. David Tucker Two-Year Term Mr. Gordon HerbstMs. Angela OnderkoMr. Kahan SabloMs. Loralyn Whitney 21st Century Planning Group Three-Year Term Dr. Richard ArnoldDr. R. Scott BaldwinDr. Mary Margaret Bevevino, Co-ChairDr. Andrew LawlorDr. Patricia Pineo, Co-ChairDr. Eric RandallDr. Terry Smith Coordinator of 21st CPG Dr. Michael Mogavero University Planner Dr. Erinn Lake (Bold = Student/Underline = Faculty)
Our 9 Priorities 1. Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies. 2. Enhance academic quality. 3. Enhance technology campus-wide. 4. Create a just community that is student-centered. 5. Enhance the Advancement arm of the institution. 6. Create a collaborative administrative team both on and off campus. 7. Create an inclusive planning process that ties budgeting to planning. 8. Increase diversity. 9. Enhance Graduate Studies.
EXHIBIT A Summary Sheet Criteria for Academic Program Evaluation Dean/Provost Worksheet Evaluative Criteria Rating Categories
EXHIBIT B Summary Sheet Criteria for Non-Academic Program Evaluation Dean/Provost Worksheet Evaluative Criteria Rating Categories
Index of Contribution to Overhead • We completed an analysis of departmental revenue and expense using the criteria outlined by the 21st CPG. • The criteria included a calculation of revenue using the credit hour production by school for one fiscal year as a product of PA resident tuition rates and a comparison of the related expenses for two previous fiscal years. • It included a distribution of Instructional Service fees since revenue is accrued by course enrollment. • It did not include a pro-ration of overhead expenses relating to plant, utilities, and other indirect costs; nor is there an allocation of state appropriation revenue.