Getting the Word Out: Communicating the Strategic Plan

Margaret DalrympleJacque Frost

Patricia McClintockKevin Snider

AIR 2006May 14th – 18th

Overview

• Background

• Purdue University

• Indiana State University

• Key Elements

• Conclusions

Background

• Literature emphasizes its necessity

• Survey results confirmed its importance

• Affirmed by personal experience

Purdue University• Development

– Board of Trustees initiated the process • Conducted SWOT analysis

• Hired a president with a proven record

– New President was open about it from the start

– Hired a Director of Strategic Planning and Assessment

Purdue University• Development

– Committee Task force• 28 members representing all stakeholders• Co-chaired by President of Senate and Provost

(Chief Academic Officer)

– Quick process – 8 months

– Open meetings

– Asked for feedback at critical times

– Committee provided final draft to President

Purdue University• Development

– Presented to President & his cabinet

– President held open forums

– Plethora of publications/news releases

– Periodic presentation to trustees

– Continual online opportunity for feedback

– Major stakeholders kept apprised

– Minor modifications were made

Purdue University• Implementation

– Strategic Plan Report: 2001-2006

– Small task group • Refinement of metrics and benchmarks definitions

– Charge to Colleges & Units to plan

– Strategic Plan Metric Support Project

Purdue University• Data Collection

– Small Task group• Provided definitions, timeframes, sources, and

comments

– Key contacts in each area

– Occasional refinement of definition or modification of source

Purdue University• Strategies for communicating results

• Each November– Annual report

– Report Card

– Benchmark and Metrics Progress Report

– Presentation» Board of Trustees

– Mid-course adjustment in 2004

Purdue University• Strategies for communicating results

• Throughout the year– President Forum

– Indiana communities (once a month)

– Presentation to each college (once a year)

– Web sites» http://www.purdue.edu/oop/president/» http://www.purdue.edu/oop/strategic_plan/» http://www.adpc.purdue.edu/OIR/strategic.html

Purdue University• Strategies for communicating results

• Final Evaluation– Investment Return Analysis

– Report of Accountability

Indiana State University• Preparation

– President initiated the process

– Strategic Planning Committee

• Chaired by EAP for Strategic Planning and Institutional Effectiveness

• 35 members representing entire campus

DiversifyFunding

ImprovePublic’s

Perceptionof ISU

EnhanceEconomic

Development

IncreasePoliticalStanding

EnhanceQuality

Further Develop A

StudentCenteredCulture

EstablishMarketPosition

IncreaseEnrollment

MeetAccountabilityExpectations PREEMINENCE

RETREAT RESULTS

Indiana State University• Preparation

– Campus Retreat

• New focus to be experiential learning, community engagement and eminent programs

• Determined by over 150 stakeholders

• Result was first draft by three SPC subgroups

– Draft posted online and feedback requested

Indiana State University• Preparation

– Winter Retreat

• Feedback to SPC from over 200 stakeholders

• Result was final draft by SPC

– Final plan approved by Board of Trustees

Indiana State University• Data Tracking

– Performance Indicators chosen by SPC

– Stakeholders given opportunity to comment on indicators, goals and targets prior to finalization

– Data gathered, posted and analyzed by OSPIRE

Goals and Strategies

Implementation Update

Strategic Initiative Explanation

Indiana State University has three strategic goals:

Goal 1: Increase enrollment of higher achieving students.

Goal 2: Enhance image as a high quality educational environment that stresses student success through active learning and engagement.

Goal 3: Diversify revenue and increase efficient utilization of existing resources to accomplish the University's mission.

Indiana State University is pursuing four strategic initiatives to achieve these strategic goals:

Strategic Initiative 1: Develop a culture that values, celebrates, and delivers experiential learning opportunities for students.

Strategic Initiative 2: Achieve a reputation for engaging local, state, national, and international communities in ways that improve the communities, enhance student learning, and utilize university resources.

Strategic Initiative 3: Develop and invest in selected nationally recognized distinctive programs.

Strategic Initiative 4: Attract and retain productive faculty and staff.

Indiana State University's Vision Statement captures the essence of the strategic goals and initiatives:

"Indiana State University is the pre-eminent public institution that integrates teaching and research for high-achieving, goal-oriented students who seek opportunities for personal, professional and intellectual growth on a diverse, civically engaged campus. From their first day, our students are actively challenged by high-quality, experiential academic programs and are supported by personal attention from our dedicated faculty and staff who inspire students to create and apply knowledge through dynamic partnerships with the community and the world. Our graduates are valued for their demonstrated knowledge and expertise, active citizenship and leadership qualities"

In summary, the vision components are:

Institutional Recognition Indiana State will receive national recognition for its efforts to be a pre-eminent university.

Teaching Indiana State will improve the quality of the undergraduate and graduate experience.

Research Indiana State will increase the amount of research dollars awarded.

Integrated Teaching and Research Indiana State will be known for the way in which it utilizes research as a teaching experience for both undergraduate and graduate students.

High-achieving, Goal-oriented Students The University will increase the number of high-achieving, goal-oriented students who choose to attend Indiana State University.

Diversity and Civic Engagement Indiana State will continue to offer a diverse campus and foster an institutional commitment to civic engagement in ways that benefit the community and the learning process for students, staff, and faculty.

Challenging, High-quality, Experiential Academic Programs

The University will continue to enhance quality in its disciplines and develop a national reputation for experiential learning.

Supportive, Personally Attentive Environment Indiana State faculty and staff will develop an environment where students report receiving personal attention and support at levels above those reported by students at similar types of institutions.

Dynamic Partnerships Indiana State will be characterized by the dynamic partnerships it has established.

Graduates Valued for Demonstrated Knowledge and Expertise, Active Citizenship, and Leadership Qualities

Indiana State will track and review how well its graduates demonstrate these traits and address how the University can better contribute to the skills and civic behavior its students exhibit after graduation.

Indiana State University• Communication Methods

– Annual Reports

• Departmental

• University

– Performance Indicators Dashboard

– Integrated Marketing campaign

– Targeted-group retreats

– Postcard campaign

– Website

Key Elements• Open communication plan

– interactive & participatory

• Strong leadership that communicates

– Why

– Expectations

– Choices made

– Recognize all roles

Key Elements• Tight timeframe

• Build a consensus

• Various venues for various audiences

Any Questions?

References• Cordeiro, W. P., & Vaidya, A. (Summer 2002). Lessons learned from

strategic planning. Planning for Higher Education, 30 (4), 24-31.

• Nunez, W.J. (May 2004). Strategic planning in higher education: Assessing faculty and administrative support in a reform environment. Paper presented at the 2004 Association for Institutional Research, Boston, MA.

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

• Schmidtlein, F.A. & Milton, T. H. (Fall 1990). Adapting Strategic Planning to Campus Realities. New Directions for Institutional Research: Adapting Strategic Planning to Campus Realities, 67, 1- 2.

• Taylor, A.L, & Karr, S. (1999). Strategic planning approaches used to respond to issues confronting research universities. Innovative Higher Education, 23 (3), 221- 234.

• Torres, C.A.R. (2001) An assessment process for strategic planning in a higher education institution Unpublished doctoral dissertation, Dowling College.