strategic plan 2016 - shawnee state university and vision: ... this document accompanies the shawnee...

Strategic Plan 2016

Background Information

& A s s o c i a t e s , I n c .

STRATEGIC PLAN 2016: BACKGROUND INFORMATION

Table of Contents

i

Table of Contents Introduction ................................................................................................. 2

Guiding Principles ......................................................................................... 3

Project Calendar ........................................................................................... 4

Planning Deliberations: September 2015 .......................................................... 5Mission and Vision: Foundations for the Future .......................................................... 6

Shawnee State: A Total Performance System ............................................................ 7

The Shawnee State System Elements ....................................................................... 8

Mission Drafts ....................................................................................................... 9

Imagine five to ten years from now . . . .................................................................. 10

Vision Drafts ....................................................................................................... 11

Drafting the Enduring Values ................................................................................. 12

Community Forums ..................................................................................... 13Accessible University ............................................................................................ 14

Academic Programs .............................................................................................. 15

Serving Our Students and Community .................................................................... 16

Planning Deliberations: March 2015 ............................................................... 17Strategies per Community Forums ......................................................................... 18

Gap Analysis ....................................................................................................... 20

Contact Information .................................................................................... 26

STRATEGIC PLAN: BACKGROUND INFORMATION

Introduction

2

Introduction This document accompanies the Shawnee State University Strategic Plan 2016. It contains a detailed record of the planning deliberations of the Strategic Planning Leadership Team in 2015 and 2016. These deliberations – and input from a wide range of university and community stakeholders – shaped our current Strategic Plan. This document provides rich information on our strategic planning journey. It will become apparent to the reader that our strategic planning journey was a deliberate, focused, and efficient process that allowed us to move forward with increasing motivation while taking the time to hear from our stakeholders. Dr. Rick S. Kurtz President Shawnee State University


Introduction

3

Guiding Principles Our Guiding Principles reflect the culture at Shawnee State University and express why we exist, what we value, and our aspirations for the future.

Our Mission We prepare today’s students to succeed in tomorrow’s world.

Our Vision We will be a best-value university offering a wide range

of high-quality signature programs.

Our Enduring Values

Enduring values provide a foundation for everything we do.

They guide how we behave in our interactions with our students, families, alumni, friends of the University, and each other.

They tell our clients what is important to us and what they can expect from us.

Student-Focused Service

We place students at the center of everything we do and every decision we make.

Community Engagement

We value the diverse perspectives of the people within our community — on and off campus — and our role in enriching the lives of those who work, live, and discover here.

Authentic Dialogue

We respect open, honest, and sincere two-way communication.

Thoughtful Risk-Taking

We value innovation and encourage those around us to dream big and explore new possibilities.

Culture of Continuous Improvement

We look for opportunities to improve.


Introduction

4

Project Calendar

Date Planning Step Participants

September 9, 2015

Pre-Planning Meeting

• Prepare September 28-29 planning sessions

• Review project calendar and deliverables

Steering Team

September 28 -29

On-Campus Planning Sessions

• Create working drafts of the mission, vision, and enduring values

• Discuss work for Phase 1 and Phase 2

Strategic Planning Leadership Team

November 2015– February 2016

Prepare, Coach, and Debrief Community Forums

Steering Team

January - February 2016

Conduct Community Forums

• Accessible University • Academic Programs • Serving Our Students and Community

Larger University Community

March 25 Steering Team Conference Calls

• Prepare March planning sessions • Create strategic plan layout

Steering Team

March 30-31

On-Campus Planning Sessions

• Develop goal-specific strategies • Draft initial measures of success • Plan forum to introduce the Plan

Strategic Planning Leadership Team

April - June

Finalize the Plan

• Prepare presentation to the Board of Trustees

• Prepare Phase 2: Implementation

Steering Team

April 27 Campus Community Forum to introduce the Plan

July Board of Trustees adopt the Plan


Planning Deliberations September 2015

5

Planning Deliberations: September 2015

This section describes the planning activities conducted with the

Strategic Planning Leadership Team on September 28-29, 2015.

The purpose of these sessions was to develop

the Guiding Principles.



6

Mission and Vision: Foundations for the Future

Mission

Purpose

• Explains why an organization or group exists

• Describes purpose

• Practical

• Describes benefits to customers

Example

The mission of the Kalamazoo Airport is to provide facilities and services to support safe, efficient, and convenient air transportation enhancing economic growth and high quality of life in Southwest Michigan.

Vision

Purpose

• Shows what organization wants to become

• Describes potential of the organization or its clients and customers

• Inspirational

• You have control over or greatly can influence vision achievement

• “Super Goal”

Example

To be the airport of choice for all Southwest Michigan air travelers.

To have more non-stop airline service to more major cities than any other airport our size.

To be the most environmentally friendly airport in the nation.

Mission Goal

Strategies

Tactics

Goal

Strategies

Tactics

VISION

Once the vision is established, an organization can create aligned long-term goals that will move the organization toward its super goal – the vision. Strategies and tactics break goals into smaller manageable implementation steps.



7

Shawnee State: A Total Performance System The purpose of this exercise was to develop an understanding of Shawnee State University as an organizational performance system before embarking on drafting various mission statements.

Mission and Vision The mission describes the reason for the existence for the system. The vision provides strategic direction.

Resources Information, technology, people, money, or material that is a resource for – or initiates –internal work processes.

Internal Processes Processes that use the resources to generate outputs valued by customers.

Process Feedback Internal information about the internal performance (efficiency and quality) of individuals, work groups, or processes.

Products and Services Outputs produced by the internal processes. Can be tangible products or intangible services.

Customers Direct customers and others benefitting from a service or product - Stakeholders, Community, . . . ?

Outcome Feedback External information about service outcomes and quality from customers and other external sources.

Every organization uses resources such as staff, money, and equipment to conduct internal activities (i.e., valued-added processes) that result in specific products and services. The underlying assumption is that customers benefit in the short- and long-term from these products and services. At the macro level, benefits to customers and other stakeholders should result in positive outcomes for the entire community.

Guidance (Mission and Vision)

Internal Processes and

Activities

Resources

Process Feedback

Products

& Services

Outcome Feedback

Beneficiaries



8

The Shawnee State University System Elements

Internal Processes

! Services & Products

! Benefi-ciaries

! Short-term Benefits

! Long-term Benefits

Curriculum development Maintaining facilities Recruiting and retaining students, faculty, administrators Research Fundraising Campus safety Compliance with state and federal regulations Purchasing Payroll Administrative services Program review and assessment Budgeting

Advising

Instruction Education Academic resources Counseling Tutoring Supplemental instructions Diploma Skill development Graduates Community engagement and service Learning environments Arts & cultural programming Feed and house students Consulting to employers State and federal reports Published scholarship Point of access (e.g., speakers) Commercialization Student life Development opportunities

Students

Educational advancement

Enhanced self-esteem Opportunities for engagement and leadership Access to broader perspectives Student jobs (earning income while going to school) Affordable education

Broader perspective

Careers/Employment Grad school Change in family structure Life-long learners Independence Degree=life-long accomplishment Higher earning potential Cultural capital Entrepreneurship

Employers

Talented, educated, and adaptable workforce Savings (via interns) Talent pipeline Partnerships Reputation

More productive Economic growth Stable workforce Recruit within their community Lower turnover rate

Local businesses

Customers Customers

Families

Pride: First-generation college Financial support from students Hope / Ability to dream Broadened perspectives College close by: Affordability

Financial support Siblings and/or parents and grandparents also get a degree

Community Benefits

Access to arts and cultural events Resource to K-12 schools Students, staff, and faculty are consumers and shoppers Bringing in state and federal funds Golden Bears Scientific advancement Staff and faculty are involved in the community

Community service Educating community leaders Educated workforce SSU adds diversity Major employer Campus and facilities are community assets Economic impact



9

Mission Drafts Based on the system elements exercise, we created the following draft mission statements. Bolded words were considered to convey key phrases. The mission of Shawnee State University is to . . .

Draft 1 Provide a well-rounded educational foundation for our students to be

engaged citizens and life-time scholars

Draft 2 Develop students into life-long learners and leaders who are able to

adapt to the changing needs of the region

Draft 3

Enhance the local and global communities through the preparation of

broadly educated servant-leaders through its rich academic culture and

service programs

Draft 4 Educate future leaders, thinkers, dreamers, and engaged citizens

Current

Mission

Shawnee State University-the regional state university for Southern Ohio-

prepares students for the changing needs of business, industry, education,

and society through its diversified degree programs. Recognizing the

importance of knowledge, values, and cultural enrichment, Shawnee State

University is committed to providing higher education that fosters

competence in oral and written communication, scientific and quantitative

reasoning, and critical analysis/logical thinking. To enrich the lives of the

community, the University provides opportunities for continuing personal

and professional development, intellectual discovery, applied research,

and appreciation for the creative and performing arts.

Additional phrases:

• Global citizen

• Affordable education



10

Imagine five to ten years from now . . .

How will Shawnee State University serve its clients differently than today? (How will your clients be better off because of the services you will provide five years from now?)

When asked about Shawnee State University five years from now, what will your most important stakeholders say about you? What would you like them to say? What should they say?

How must you operate differently five years from now to achieve #1 and #2?

More focus on students who have a reasonable potential for success

Expansion of campus activities

Be more flexible in delivery of education and student services

Increased hybrid or distance learning

More personalized/one-stop

More customer-focused

Build relationships with students early on

Efficiencies for students

Less reliance on adjunct faculty

More well-rounded education

Less debt for housing students

Systematic modernization of facilities

Offer large array of graduate programs

Adapt more academically to the changing needs

Pro-active academic innovation

“SSU offers a high-quality education at affordable prices.”

“I had a great experience!”

“They changed my life.”

“A dynamic university meeting the needs of its students.”

“They helped me be successful.”

“Grads are great hires.”

“Challenging, but totally worth it.”

“We value SSU. It is a net contributor.” (The larger community)

“They are good stewards of time and money.”

“I want to stay connected and involved.” (Retirees)

Find better ways to obtain graduate feedback – build more alumni connections

Enhance entrance requirements; beef up college preparedness (e.g., alternative curriculum)

Improve the communication and connectivity infrastructure (e.g., more paperless)

Rethink recruiting: More intentional

Hire more full-time faculty

Maintain student-faculty ratio

Increase fundraising

Operate within financial means

Data-based/zero-based budgeting

Engage in thoughtful risk-taking

Streamline processes

Improve early advising

Drive customer focus



11

Vision Drafts Based on the answers to the visioning questions, we drafted the following vision statements. Bolded words were considered to convey key phrases. Five to ten years from now, . . .

Draft 1 Clients will point to their Shawnee education as a key ingredient of their

success

Draft 2 Shawnee State University will be the first choice for quality and affordable

education for more students from around the Midwest

Draft 3

Shawnee State University will provide a quality and affordable

(competitively priced / value) education while focusing on student

success, seamless service, and a truly positive educational experience

Draft 4 Shawnee State University will manifest the spirit of continuous

improvement in all of its activities, processes, and functions

Additional phrases:

• Alumni stay engaged for future growth and student success

• Student satisfaction



12

Drafting the Enduring Values To draft the initial set of enduring values, planning participants collectively answered the following two questions. After creating the initial set of value, participants voted on their top three values to narrow the list of possible enduring values.

How should we as members of the Shawnee State University community conduct ourselves as we work to achieve our mission and vision?

What do our clients expect from us in terms of our behavior?

Collaborative internally and externally (9)

• Engaged with the community

• Advocate for SSU and the community

Honest and transparent communication (7)

• With students regarding their success potential

• Candor and clarity

Dignity and respect (6)

• Treated with respect

• Free speech center

Accountable (3)

Growth plus quality (1)

Every student can be successful

Adapt to change

Fairness and equity

Student-centered (15)

• Individualized care

• Student-focused

• Personalized care

• Service-oriented (e.g., disabled)

Affordability/value (7)

Up-to-date (3)

Good stewardship of resources

Efficiency

Teaching institution

Practical application of education/pragmatic


Community Forums

13

Community Forums

In January and February 2016, members of the Strategic Planning

Leadership Team and members of the faculty conducted three

community forums attended each by

more than 100 participants representing

students, the community, and the university.

During each forum, the guiding principles were introduced, followed by a

brief background presentation on the forum’s specific topic. Working in

breakout groups, participants were asked to react to

three specific questions.

This section summarizes the themes around what participants presented as

top items that should be considered as Shawnee State University

prepares for the future and moves toward its vision.


Community Forums

14

Accessible University What are the critical aspects of an accessible college education for a new generation of students at Shawnee State University? Shawnee State’s current open access practices provide opportunities for many, but to the detriment of students and the institution

• Shawnee State University’s open access provides needed opportunities for students in the region and the state, particularly first-generation and non-traditional students.

• Shawnee State needs to redefine what it means to be an open access institution to continue to provide a chance for every student to receive an education without compromising student and institution success.

Students and the Institution share accountability for student success

• Students and the University share in the responsibility of student success and each need to be held accountable for their specific roles.

• Students need to be invested in their education in some tangible way from the beginning and demonstrate ongoing progression toward a degree.

• The institution needs to provide resources, combined with strong academic advising and career counseling.

Financial literacy of students needs to be addressed

• Stronger steps need to be taken to help students understand the difference between different types of funding, the implications of grants and loans, and the life-long impact of defaulting on loans.

An accessible college education goes beyond cost

• Affordability is a key component of making a college education accessible, today and into the future, however, students also want the process of getting an education to be simple and easy, they want flexibility in course scheduling and course delivery.


Community Forums

15

Academic Programs What Shawnee State can do to strengthen its competitive advantage into the future? Several Shawnee State University programs have positive notoriety, either through national rankings, job placement, or graduate school acceptance

• Gaming programs ranked #8 in the nation

• Graduates from MOT

• Many health science programs and plastics engineering technology in high demand

• High placement in medical school from pre-med programs

Opportunities exist for Shawnee State University to capitalize on MOT, Health Sciences, and Engineering and Tech programs, including gaming and plastics

• These signature programs set Shawnee State University apart

• Should be marketed more heavily – and to targeted populations

Students and families want to know that their degrees will lead to a job

• Programs with high job placement after graduation offer a competitive advantage.

• Students also want to hear about the success of former students.

In addition to signature programs, steps can be taken in all programs to increase quality and help students become career-ready

• Students look for internships and programs that give them an opportunity to gain experience in their `chosen fields through experiential learning, including study abroad

• Focus on flexible scheduling, the use of technology in delivering courses in new ways, and ensuring accreditation of programs enhance competitive advantage.


Community Forums

16

Serving Our Students and Community How can Shawnee State better serve its students and community? Students should be at the center of every decision made at Shawnee State

• Processes should be reviewed to make sure they meet the needs of students, not the institution

• Students should have a voice in decisions that impact them.

• Each student population has unique needs that need to be addressed.

Outreach efforts to both students and community could be strengthened

• Shawnee State needs to be more proactive in getting students the assistance they need

and in continuously assessing and acting upon community needs. Need to re-examine outreach functions and establish clear points of contact for the community.

Shawnee State University serves a vital role in the community • Shawnee State graduates feed local businesses. SSU is poised to drive economic

development in the region.

Opportunities exist to improve communications with both students and community and to engage both on multiple levels

• Many don’t know about the resources currently available or the type of engagement (community and student life) that is underway.

• New lines of communication need to be found and/or strengthened.

• SSU needs to look for opportunities to partner with the community on initiatives and projects.


Planning Deliberations March 2016

17

Planning Deliberations: March 2015

This section describes the planning activities conducted with the

Strategic Planning Leadership Team on March 30-31, 2016.

The purpose of these sessions was to draft specific strategies that

support achievement of the university’s strategic goal and overall vision.



18

Strategies per Community Forums During the beginning of the March 2016 planning session, members of the Strategic Planning Leadership Team reviewed the results from the Community Forums and select possible items that should be considered for inclusion in the strategic plan. The Strategic Planning Steering Team reviewed these suggestions and incorporated them within the strategies developed during the March planning sessions.

Academic Programs • Better informative marketing of signature programs

• Obtain job placement data

• Discover other “gems” / signature programs

• Develop criteria and processes for recognizing signature programs

• Increase the quality in all programs

• Identify opportunities and needed investment for programs’ growth

• Deal with low enrollment programs

• Seek outside recognition of programs

• Promote the value of a degree (educate the public)

• Emphasize interdisciplinary nature of programs

• Recruit students in junior high

• Explain value of liberal arts degree (e.g., career re-inventions)

• Experiential learning

• Flexible scheduling and coordination across colleges (e.g., weekends, evenings, online hybrids)

Accessible University • Continue to refine what open access means (“bridge”)

• Define minimum enrollment qualifications

• Focus foremost on student success

• Define student characteristics, e.g., ACT and placement

• Reduce misplacements

• Explore other predictors of student success

• Align with the state’s funding formula

• Flexible course delivery

• Provide counseling (e.g., financial literacy)

Serving Student & Community



19

• Prioritize investments

• Realign resources

• Focus on meeting needs of students

• Improve front-end services (e.g., advising) to improve transition

• Improve access

• Explore synergy between student services and community services

• Survey students: What works, what doesn’t work

• Clearly define community outreach

• Capitalize on the university assets that are not duplicable in the community

• Promote activities for students to involved in the community



20

Gap Analysis During the gap analysis activity, participants identified gaps (things that are missing) and barriers (things that are in the way) that could impede progress toward the university’s three strategic goals and overall vision. Team members were asked to identify their top two gaps or barriers per goal and vision. The tables below list gaps within each category in the order discussed, not in order of priority. Items within each gap reflect participants’ perceptions. Duplicate or similar items may reflect contributions from different participants. The purpose of this chart is to show consensus and alignment with respect to the top gaps and barriers. Based on the identified gaps and barriers, participants brainstormed potential strategies for closing the gaps and overcoming the barriers. These strategies have been incorporated into the university’s overall strategic plan.

Shawnee Today

Shawnee Goals & Vision



21

Gaps and Barriers: Academic Programs

Resources Prioritization and Program Review

Resources to meet the needs of under-prepared students while accepting college-ready students

Lack of resources: people, time, and money

Faculty to grow programs or create new programs

$$ - limited resources

Current open access policy

Attracting and retaining qualified adjuncts with current pay

Lack of technology solutions to implement plans

Limited resources

Faculty size/workload

Necessary alignment of resources

Lack of resources

Need to have full-time faculty teach more entry-level courses

4:4 teaching load

Lack of revenue

Lack of resources (# of faculty and staff) and organization to carry out goals

Lack of identified processes for review

Lack of knowledge of performance of all academic programs (e.g., completion, grades, etc.)

Need the right data to analyze programs

Lack of data transparency (e.g., reports) to ID “opportunities”

Failure to prioritize programs

We don’t know how large each program can be

Programs: We don’t know how much we can hold (e.g., faculty, room, resources)

Define a ‘program:’ Major? Major/concentration?

Marketing and Market Analysis Culture

Lack of marketing that targets specific programs in the local community

Prospective students want to hear alumni success stories. Lack of active Alumni Association to find successful grads.

We don’t know where our graduates get jobs

Lack of information on student desires

Fear that new programs will replace “old” ones

“But we’ve always done it this way.”

Faculty are territorial about their courses

Resistance to change/fear

Lack of direction

Processes (or lack thereof) and culture that resists change and promotes the status quo

Academic schedule built by faculty for the convenience of the faculty

Lack of flexible scheduling



22

Gaps and Barriers: Accessible University

Underprepared Students (41%) SSU Responsibility for Student Success

Large underprepared student population

We admit some students who may be better served by a different educational path

Open access challenges for meeting needs of first-generation and lower academic performer students in classroom with high academic achievers – how to maintain academic rigor?

Access requires basic skills are met before full admittance to the university

Some students graduate high school without skills needed for success at the university

Underprepared students

Educationally underprepared region

Some people are interested – fewer people enroll – fewer people are retained – some people graduate: Can we make fewer “fewer” people

Come one – come all open access model

Lack of resources for underprepared students. Nearly half of incoming students are underprepared.

What is open access? We need to define minimal standards.

Placement – placement – placement

We are not certain what services for at-risk students are essential for success (course completion, degree completion)

The extent of student development is not affordable

Limited student guidance and coordination

Technology infrastructure is missing (e.g., degree audits, pathways to completion, yearlong scheduling, etc.)

Lack of clear pathways for at-risk students

Lack of consistent advising from start to finish

Failure to offer career track options beyond SSU

Define open access and identify a matrix for placement

Difficult to define: 2 types of students – underprepared and selective programs. Different needs.

Are we making our campus less diverse if we limit access?

Student Responsibility for Success Data-driven Decision-making

Students do not understand the financial implications of coming to SSU

Students defaulting on loans

Increase aid to mid-range EFC students

Shape FYE to reinforce students understanding of their responsibility for their education

Perceived lack of student buy-in to their educational process

Magical thinking about success

Being accessible to students with data that suggest we can serve them well

Negative public and political reaction to changes in access policies

Lost revenue if we don’t admit at-risk students



23

Gaps and Barriers: Serving Students and Community

Communication Contract Services

Lack of communication between services

Students (and community) are unaware of services – lack of communication (or miscommunication)

Lack or limited student needs (voice) in services

Erroneous belief that Student Affairs is only fun and games

We don’t have a 1-stop-shop for students to access

Sodexo contract monopoly

Housing expenses and requirements force many talented students to drop out

Declining quality for food services, Bears Den, Jazzman, etc.

Food services for students is lacking in quality and selection

University and Community Partnerships Resources

Traffic pattern

Disconnect between city and university, little “college town” feel

Being an academic island within the community

Lack of knowledge/plan of best practices; lack of knowledge/plan of best opportunities for SSU/community partnerships

Limited local opportunities for direct advanced employment related to SSU signature programs

Need better understanding of what level of services are appropriate versus what may be needed for a “needy” student population

Define community

Lack of a clear sense of what we can and cannot do in the community (e.g., interns vs. free workers; use of university resources)

We do not seem to evaluate to see if our services enhance quality of life

Need for intentional professional development on best practices, assessment

168 hours per week, 12-18 credit hours: 156-150 hours left for students (how do we serve them in these “other” hours)

Lack of resources to provide modern exceptional service to students and community

Limited resources for effective community outreach

Outdated or missing technology resources

Institutional Culture

Staff don’t always view students as clients

Overburdened or demotivated players

Faculty access only on campus 2 or 3 days/week

Not being client-centered

Lack of empathy for our students

“It’s all about me.” – employee-centric processes

Students do not always get the best “customer” service when seeking information

Lack of alternative hours of availability (non-banking hours)



24

Gaps and Barriers: Achieving the University Vision

Best Practices Resources

Need for best practices and data-based decisions

Inconsistency among quality of academic programs

Timely decisions (more in the past)

A “student first” approach that drives decisions (academic and non-academic)

Robust data analysis system capable of providing easily accessible info in a form that drives good decision-making

Clear definition of what it means to be a signature program

We lack effective/integrated processes (systems) that enable and support delivery of client and customer services

We do not have an adequate staff development program to set clear expectations for performance

What are our signature programs? Who decides and how?

Differentiated learning environment challenges

Heavy teaching load and lack of enough resources for research directly impact the quality of education and the prestige of the university

Resources: $, Human, Capital, Other

Time for implementation. Most of the members on this committee are understaffed and on most of the other teams.

Technology weaknesses

Lack of resource allocations to best practice delivery methods

Lack of resources

Technology/infrastructure

Insufficient state funding

How can we secure resources to best support our programs (tuition increase?)

Culture of Fear / Fear of Failure Image and Brand

Resistance to thoughtful risk taking

Lack of team approach in maximizing signature programs – resources needed to build capacity

Averse to change

Buy-in from campus community

Make the tough decisions

Resistance to innovation

Nay-sayer culture

Departmental structures that discourage innovation

Fear that the change needed to reach the vision will leave some behind

Failure to embrace the mission and vision

Difficult to attract faculty and staff to region

We need to do “jujitsu” our weaknesses into strengths (e.g., local economy)

Local cultural issues and problems

Perception of being cheap instead of best value

Subset of the local and regional cultures do not always value education



25

STRATEGIC PLAN 2016-2020: BACKGROUND INFORMATION

Contact Information

26

Contact Information

Rick S. Kurtz, PhD, President

Phone (740) 351-3208

Email [email protected]

Web Site www.shawnee.edu

Address 940 Second Street

Portsmouth, Ohio 45662

Peter Dams, Ph.D., President

Phone (269) 501-3000

Fax (866) 472-0554

Email [email protected]

Web Site www.DamsandAssociates.com

Address 876 Miller Road

Plainwell, Michigan 49080

& A s s o c i a t e s , I n c .

strategic plan 2016 - shawnee state university and vision: ... this document accompanies the shawnee...

Documents