SUNY Cobleskill Convocation

Sal Rinella, Strategic ConsultantSTRATUS, a division of Heery International

2009 Summer Planning OverviewAugust 26, 2009

Retreat Preparation

Meetings May 27-29, 2009 – Faculty– Deans – Staff – Vice Presidents– President

Focused on Where to Start Planning Process

Met with about 25 individuals Talked to many others at president’s

installation

Advice

Start with Mission Working Draft Who we are Who we serve What we do How we are different

Build off prior planning Use past-current plans as resources Avoid jargon

SUNY Cobleskill2009 Summer Planning

Retreat

Facilitated by:Sal Rinella, Strategic Consultant

STRATUS, a division of Heery International

June 14-16, 2009

June 14-16 Retreat Guidelines

Rank does not matter President & VPs resources; not part of a

small groups Represent College; not your area Don’t get caught up on costs & facilities

Will be addressed later Encourage everyone to talk

Those quiet often have a lot to offer No final decisions made, so no hills to

die on Retreat is a “no dumb idea zone” Allow yourself/others to dream

Chart the course for the future by connecting areas of strength &

promise with needs & opportunities

Purpose of Planning

Characteristics of Successful Planning

Positive; Builds from

Strengths Driven by Mission & Vision Builds on Past Collaborative Fact Based Focused Implementable Creative

Blue Ocean ThinkingBlue Ocean Thinking

Red vs. Blue Ocean Thinking

Beat Competition

Exploit Existing Demand Adapts to Trends

Make Competition Irrelevant

Create New Demand

Shapes Trends

Blue Ocean Thinking

“Survey says: Southwest is favorite airline” - Smarter Travel 2008 Reader’s Choice Awards

1. Establish Direction: “Setting the Sails” MissionMission; Vision; Values Fundamental Drivers

2. Strategic Research: “Discovering the Dots”

Study: Past plansPast plans; new forces & trends; competition Discuss: Internal values; Areas of strengths & promiseAreas of strengths & promise

3. Opportunity Assessment: “Connecting the Dots”

Align external forces & trends with internal values & strengths Strategic prioritiesStrategic priorities Result: selected strategies (initiatives; partnerships; “big ideas”)

Planning Steps

Retreat will focus on Retreat will focus on items in golditems in gold

Planning Steps

4. Documentation: “Charting the Course” Actionable plan: goals; objectives; strategies; space; cost

5. Implementation: “Carrying Vision to Reality”

Models Funding Constraints Benchmarks First steps & early wins

6. Ongoing Assessment: “Measuring Progress”

Flow

Mission Vision Strategic Priorities

Goals _________________________ Objectives

Desired Outcomes Criteria Key Performance Indicators

Strategies Ideas and Recommendation___________________________________Specific Actions and Initiatives

Assess Outcomes Adjust as Needed

Campus

Committees

Administration

Description of Mission

The Mission encapsulates: Who we are Who we serve What we do How we are different

Institutions are always evolving, so mission statements are a

balance of what is & what it is becoming

Small Group Questions Leading to Mission

1. Where is SUNY Cobleskill now, in terms of level of instruction, degrees & certificates & in what direction is it heading?

2. Balancing desire with external needs, what distribution would we like our student body to have: where they are from; diversity – gender, racial/ethnic, international; abilities; residential, commuter; UG; graduate; & other noteworthy traits?

3. What role should access play in our mission & how much remedial education should we provide?

4. In addition to dedication to teaching, what role should research play at SUNY Cobleskill & what should its focus be – teaching; discovery; integration; application?

5. If you were asked to talk with a group of high school students about their college plans, what academic programs & other qualities would you cite to convince them that they should strongly consider SUNY Cobleskill?

6. If you were asked to talk with a group of local, regional & State leaders, what qualities would you cite to convince them that they should support the growth & development of SUNY Cobleskill?

7. What history, values, traditions, “stories” & other qualities does SUNY Cobleskill have that ought to be preserved, advanced & talked about more?

8. Who are our greatest competitors: for students; financial support; reputation, etc.?

9. What is truly unique about SUNY Cobleskill relative to these institutions? 10. Add another question, if you would like.

Small Groups

Group 1 James Bates* Bob Barringer Holly Cargill-Cramer Thomas Hickey Kevin McCarthy

Group 2 Jennifer Gray Lois Goblet Matt Hibbard* Olive Scott Carol Vosatka

Group 3 Barry Gell Paul Gemmiti* Michael McCaskey Karen Santulli Tara Winter

* Facilitator

Group 4 Ed Asselin Barbara Brabetz Melody Eldred* Jerry Stacy

Group 5 Chester Burton David Campbell* Marie Gerhardt Chris Tacea Anita Wright

Complete Results on Planning Web Site

www.cobleskill.edu/strategic

Most Prominent Mission Elements Identified by Small Groups

Who we are: Comprehensive public College offering associates, bachelors

& professional development programs. Located 40 miles west of Albany, New York Private education at a public price

Who we serve: Diverse student body representing region, State, nation & 25

countries

What we do: For our students: Offer 2- & 4-year programs in such disciplines as agricultural

biotechnology, natural resources, histotechnology, emergency medical technology, wildlife management, aquaculture, & turf management.

Offer programs in various other areas, including education, childcare, tourism, & all of the major liberal arts disciplines

Many articulation agreements allowing seamless transfer for advanced degrees

3+3 program with Albany Law School Provide diverse approaches to teaching, including

integrating classroom instruction with strong internships & other field experiences.

Faculty conduct research that enhances the student experience & the teaching-learning process

Most Prominent Mission Elements Identified by Small Groups

at Monday, June 15 Session(Discussed by Small Groups at June 16 Session)

What we do: For our community: Economic hub of Schoharie County, New York & the region Numerous college-community partnerships Create an educated workforce & graduates who remain in the area

& contribute: economically; socially; quality of life Provide cultural, entertainment & athletic events Such good stewards of public funds that we can make a penny

scream

How we are different: Designated public agricultural & polytechnic institution for the

State Only SUNY campus that admits students to both SUNY Cobleskill &

the College of Medicine at SUNY Upstate Medical University to pursue advanced study in a number of health-related professions

Only public college or university located in the Capital region Only SUNY campus with a working farm, hatchery & equestrian

center on campus Only SUNY campus with an accredited four-year program in culinary

arts

Small Groups Discussion on Mission Elements

Reactions from Small Groups

Who we are: Comprehensive public College offering bachelors, associates and

professional educational programs Located in Tech Valley, on over 750 scenic acres 35 minutes west of

Albany, New York’s state capital Private education at a public price, guided by the principle of “real

life; real learning”

Who we serve: Diverse student body representing both traditional and non-

traditional students from the local region, State, nation and 25 countries from across the world

What we do for our students: Offer nationally recognized programs in our schools of Agriculture

and Natural Sciences, Business, and Liberal Arts and Sciences, including agricultural biotechnology, animal science, histotechnology, wildlife management, fisheries and aquaculture, turf management, paramedic medicine, early childhood education, child development, travel and tourism, and all of the major liberal arts disciplines

Numerous articulation agreements allowing seamless transfer into our programs and out for advanced degrees, including a 3+3 program with Albany Law School

Provide diverse and experimental approaches to teaching, including integrating classroom instruction with strong internships and practical field experiences

Faculty engage in scholarship, often in collaboration with students, that enhances the teaching-learning process

Reactions from Small Groups

What we do for our community: Major economic driver and employer for the State, region, and

Schoharie County Numerous college-community partnerships Create an educated workforce and graduates who remain in the area

and contribute: economically; socially; quality of life Provide cultural, entertainment, athletic and regional events Good stewards of public funds

How we are different: SUNY’s College of agricultural and polytechnical institution Long-standing two-year-degree transfer program whereby students

can progress to the College of Medicine at SUNY Upstate Medical University to pursue advanced study in a number of health-related professions

Only public baccalaureate college or university located in the Capital region

Only campus in the SUNY system with a working farm, fish hatchery and equestrian center located on campus

Strategic Priorities

Goals

Purpose of Strategic Priorities

Identify the top things that need to be done to

realize Mission

Strategic Priorities from “Developing Capacities”

Create Culture of Excellence Create Culture that Values & Promotes Diversity Develop/Implement Enrollment Management Plan Improve our Financial Base Support Abilities in Advancement, Development

& Outreach Invest in our People Imbed Assessment into Campus Environment Establish SUNY Cobleskill as a Sustainable

Institution

Strategic Priorities from the “Second Century Enterprise”

Develop Diverse Learning Models Exemplary Undertakings Achieve National Recognition Become a Preferred Provider & Partner Nourish Collegiate Life Establish an Elite Stakeholder Profile Live an Extraordinary Existence Develop Efficacious Operations Be a Private Institution at a Public Price

ComparisonDeveloping Capacity: Second Century

Enterprise

Small Group Discussions

What are the College’s highest priorities right now to realize the Mission elements?

Complete Results on Planning Web Site

www.cobleskill.edu/strategic

Summary of Current Strategic Priorities

Market the College Maximize student success

Retention and Graduation rates Maintain program relevance Develop borderless relationships

Internal External

Improve the financial base of the College Maximize shareholder satisfaction Promote all aspects of diversity and the

human experience Enhance and leverage sustainability

Includes beautifying the campus Grow the baccalaureate culture Manage Enrollment Enhance facilities and equipment Develop a staffing plan Enhance out-of-classroom experiences Enhance all aspects of scholarship

– Teaching– Discovery– Application– Integration

Enhance collaborative governance Achieve desired balance of full- and part-time faculty Enhance experiential learning Enhance community engagement

SUNY Cobleskill

Facilitated by:Sal Rinella, Strategic Consultant

STRATUS, a division of Heery International

Group Meetings: July 27, 2009Coby Futures Group Workshop: July 28,

2009

Group Meetings: July 27, 2009

Group Meetings on July 27

Representatives (35): College Council Foundation Alumni Faculty Senate; Planning

Committee Unions Students

Review Mission Elements Review Strategic Priorities

Reactions from Group Meetings

Who we are: Comprehensive public College offering bachelors, associates and

professional educational programs Located in Tech Valley, on over 750 scenic acres 35 minutes west of

Albany, New York’s state capital Private education at a public price, guided by the principle of “real

life; real learning”

Who we serve: Diverse student body representing both traditional and non-

traditional students from the local region, State, nation and 25 countries from across the world

What we do for our students: Offer nationally recognized programs in our schools of Agriculture

and Natural Sciences, Business, and Liberal Arts and Sciences, including agricultural biotechnology, animal science, histotechnology, wildlife management, fisheries and aquaculture, turf management, paramedic medicine, early childhood education, child development, travel and tourism, and all of the major liberal arts disciplines

Numerous articulation agreements allowing seamless transfer into our programs and out for advanced degrees, including a 3+3 program with Albany Law School

Provide diverse and experimental approaches to teaching, including integrating classroom instruction with strong internships and practical field experiences

Faculty engage in scholarship, often in collaboration with students, that enhances the teaching-learning process

Reactions from Meetings

What we do for our community: Major economic driver and employer for the State, region, and

Schoharie County Numerous college-community partnerships Create an educated workforce and graduates who remain in the area

and contribute: economically; socially; quality of life Provide cultural, entertainment, athletic and regional events Good stewards of public funds

How we are different: SUNY’s College of agricultural and polytechnical institution Long-standing two-year-degree transfer program whereby students

can progress to the College of Medicine at SUNY Upstate Medical University to pursue advanced study in a number of health-related professions

Only public baccalaureate college or university located in the Capital region

Only campus in the SUNY system with a working farm, fish hatchery and equestrian center located on campus

Summary of Current Strategic Priorities

Market the College Maximize student success

Retention and Graduation rates Maintain program relevance Develop borderless relationships

Internal External

Improve the financial base of the College Maximize shareholder satisfaction Promote all aspects of diversity and the

human experience Enhance and leverage sustainability

Includes beautifying the campus Grow the baccalaureate culture Manage Enrollment Enhance facilities and equipment Develop a staffing plan Enhance out-of-classroom experiences Enhance all aspects of scholarship

– Teaching– Discovery– Application– Integration

Enhance collaborative governance Achieve desired balance of full- and part-time faculty Enhance experiential learning Enhance community engagement

July 28 Coby Futures Group Meeting

Draft MissionBased on June Retreat & July 27 Group

Feedback SUNY Cobleskill is a comprehensive public College offering bachelors, associates and professional educational

programs located in New York’s Tech Valley, 35 minutes west of Albany. Sited on 750 scenic acres, the College offers a private education at a public price and feel, guided by the principle of “real life; real learning.”

  The College serves a diverse student body representing both traditional and non-traditional students from the region,

State, Northeast, nation and 25 countries seeking a high quality, challenging, hands-on education on a nurturing environment. It is SUNY’s agricultural and technical College and offers outstanding degrees in its Schools of Agriculture and Natural Sciences, Business and technology, and Liberal Arts and Sciences in such programs as agricultural biotechnology, animal science, histotechnology, wildlife management, fisheries and aquaculture, turf management, paramedic medicine, early childhood, financial services, computing, culinary arts and all of the major liberal arts disciplines.

There are many opportunities for transfer into the College, and out for advanced degrees, aided by numerous articulation agreements.

The College is made up of a caring faculty and staff committed to assisting students achieve their personal and professional goals and developing to their full potential in an ever-changing cultural, socioeconomic, and technological world. It provides academic support, a variety of student activities, and diverse and experimental approaches to teaching, integrating classroom instruction with strong internships and practical field experiences. It has a working farm, fish hatchery and equestrian center, ski lodge and pre-school and day care centers on campus, providing rich experiential learning opportunities for students right on campus. Faculty engage in scholarship that enhances the teaching-learning process, often in collaboration with students.

SUNY Cobleskill is a major economic driver and employer for the region, and Schoharie County. It has a significant positive impact on its quality of life – economically, culturally and socially – by creating an educated workforce, with many graduates remaining in the State; forming partnerships with the local community and corporations; and providing numerous cultural, athletic and regional events.

•  

Draft MissionBased on July 28 Coby Futures Group

Feedback

SUNY Cobleskill is a public, residential College offering bachelors, associates and professional educational programs through its Schools of Agriculture and Natural Resources, Business, and Liberal Arts and Sciences. It is located on 750 scenic acres just west of the State Capital in New York’s Tech Valley. Guided by the principle of “real life; real learning,” it provides a private college experience at a public price for a diverse student body seeking a high quality, challenging, hands-on education in a nurturing environment.

The College places emphasis on integrating classroom instruction with strong internships and field

experiences. Many experiential learning opportunities are available right on campus through the College’s working farm, fish hatchery, equestrian center, outdoor recreation area, restaurant pre-school and day care center. The College has a nationally recognized faculty who engage in scholarship, often in collaboration with students, which serves to enhance the teaching-learning process.

SUNY Cobleskill is a significant economic driver, positively impacting the region’s quality of life by

creating an educated workforce, forming partnerships with corporations and the community, and providing numerous cultural, athletic and regional events.

The College provides a variety of student-centered activities as well as significant opportunities for leadership development. Students may participate in a full array of intramural and intercollegiate athletics, successfully competing at the NCAA Division III level. For nearly a century, the campus community has been committed to assisting students to achieve their personal and professional goals and to develop their full potential.

Strategic Priorities Based on July 28 Coby Futures Group

Meeting

Market the College National Recognition Maximize student success Student Success Maintain Program Relevance Relevant Programs Improve the financial base Solid & Diversified Financial

Base Promote diversity & the human experience Cultural

Competence Enhance and leverage sustainability Sustainable Campus Manage Enrollment Managed Enrollment Enhance all aspects of scholarship Strong Scholarship Enhance Experiential Learning Experiential Learning Enhance community engagement Engaged with

Community

SUNY Cobleskill Middle States Subcommittees

• Standards 1 and 6 Mission and Goals; Integrity

• Standards 2 and 3 Planning, Resource Allocation, Institutional Renewal; Institutional Resources

• Standards 4 and 5 Leadership and Governance; Administration

• Standards 8, 9 and 13 Student Admissions and Retention; Student Support Services; Related Educational Activities

• Standards 7 and 14 Institutional Assessment; Assessment of Student Learning

• Standards 10, 11, and 12 Faculty; Educational Offerings; General Education

Process:Potential Linkages with Middle States and Current College Governance Committees

Middle States subcommittee on Standards 8, 9 and 13: Student Admissions and Retention; Student Support Services; Related Educational Activities

Student Success Managed Enrollment

Middle States subcommittee on Standards 10, 11, and 12: Faculty; Educational Offerings; General Education

Relevant Programs Stronger Scholarship Experiential Learning

Middle States subcommittee on Standards 2 and 3: Planning, Resource Allocation, and Institutional Renewal; Institutional Resources

Stronger Financial Base Greater Notoriety

Existing College committees: Greater Diversity: Cultural Diversity Committee Sustainable Campus: Sustainability Advisory Committee

Another committee Engaged with Community

Standards 1 and 6: Mission and Goals; Integrity Mission & Goals

Flow

Mission Vision Strategic Priorities

Goals _________________________ Objectives

Desired Outcomes Criteria Key Performance Indicators

Strategies Ideas and Recommendation___________________________________Specific Actions and Initiatives

Assess Outcomes Adjust as Needed

Campus

Committees

Administration