Further analyses of these data were conducted by WSU students and compiled in a report to the campus community [see Hopes and Dreams Report (PDF)]. The Finance and Facilities Committee charge is: Advise on policies for resource allocation within the university. This level sets the direction and tone for WSU planning. An overview of the Universityâs planning framework. Triennial planning is undertaken as part of the Universityâs planning and budget process to assist with strategic analysis and decision making. At that time, the board and the administration committed to âconduct a The Long-Range Planning Committee charge is: Review and proposal major long-term projects and programs related to facilities and programs at WSU and make recommendations through WSU's shared governance process on the future direction of the university. The Strategic Direction planning process has spanned three academic years to date. The University is likely to experience budgetary constraints during the effective years in which any strategic plan is implemented. The Vision and Goal statements under each Theme further define and articulate the focus of the Theme, with the understanding that there are many interconnections between and among Themes and intended outcomes. 1.19.10 Planning Framework 1 University Strategic Plan (2010-2020) Planning Framework . It states the universityâs mission, vision and values. Fall 2020: Strategic Enrollment Plan revised and approved. Therefore, this strategic plan sets the course to bring scholars together in even more creative and innovative ways. Annual progress reports on the Queen's University Strategic Framework will be shared with the Board of Trustees, the Senate and the Queen’s community. Resources (place, programs, price, pride), Specific initiatives for WSU determined by WSU campus processes and workgroups, Strategy 1: Establish clear pathways for students that lead to increased retention and completion, Strategy 2: Expand innovative use of technology, Strategy 3: Close the opportunity gap and increase equity across our colleges and universities, Strategy 1: Work together under new models to be the preferred provider of comprehensive workplace solutions through programs and services that build employee skills and solve problems for business across the state, Strategy 2: Broaden students’ opportunities to earn credit for prior learning by developing a certification process to award transferable competency-based credit, Strategy 1: Deliver to students the most affordable option to an extraordinary education, Strategy 2: Redesign our financial and administrative models to reward collaboration, drive efficiencies and strengthen our ability to provide access to an extraordinary education for all Minnesotans. New plan implemented from 2020-2025. The University of Cape Townâs Strategic Planning Framework 2016â2020 Preamble The 2016â2020 Strategic Planning Framework has been developed against the backdrop of widespread social action on campuses throughout the country. Goal: Increase diversity in the university community and embrace a culture of inclusive excellence. Operationalisation of the University Strategy is underpinned by the following plans: Academic Plan; International Plan; MÄori Advancement Plan; Pacific Plan; Research Plan [A model is] a template: You use it at the beginning of the planning process. 2020 Vision . Based on the parameters established by the MnSU Chancellor, university strategic planning must align under three broad categories: These five strategic directions themes embody the collective thinking of the entire university community. For example, technology planning cannot be completed without knowledge of academic planning, athletics, or enrollment planning. Strategy has numerous definitions, and those people who work on strategy in other settings like health care or the corporate sector often disagree on its meaning. Alignment of plans to the Strategic Directions Framework Themes includes developing the interconnections between and among the plans to serve the entire university. Goal: Strengthen internal and external relationships by promoting an environment that enriches WSU, Winona and Rochester community constituents. In the Fall of 2013, the President met with the Cabinet to discuss the various reports on the In 2017, WSU-Rochester will celebrate its 100th anniversary serving the community of Rochester, Minnesota and its continuing partnership with what is now Rochester Community and Technical College (RCTC). Somsen 211 Recent Updates. New plan implemented from 2021-2024. Queen's University Strategic Framework: March 2014 (PDF 500 KB). These data were gathered, digitized, and studied [see Preliminary Concept Categories (PDF)]. The group sought to establish a consistent format to present the themes and developed: 6. The theme development process considered: 2. Michigan Techâs strategic planning framework has three major components: the Portrait, the Strategic Plan, and the annual budget. Hopes and Dreams data. Feedback from the campus communities at every step in our processes is an essential component that informs and shapes our new directions. The themes and key ideas were essentially "written" by the entire campus community and form the core of WSU’s Strategic Planning. Fall 2019: Begin process of revising and updating the Strategic Enrollment Plan. Its overarching goal of the strategic framework is to strengthen Queen’s vision as Canada’s quintessential balanced academy, ensuring we remain a university recognized equally for its research excellence and its transformative student learning experience. The Monash Strategic Plan is currently under development and the planning framework will need to be reviewed upon its release. 4. New plan implemented from 2020-2025. Approvalof Academic Planning Framework Integrated Strategic Planning Steering Committee (Chaired by VPA with membership being representative of the University Community). VP of Enrollment Management & Student Life, VP of Enrollment & Student Life and VP of Academic Affairs. Board of Trustees 2. The Conference of Colleges has been consulted during the drafting of the plan and colleges will be vital partners in its implementation. A strategy map is a visual tool designed to clearly communicate a strategic plan and â¦ Vision: WSU is a welcoming and inclusive university preparing culturally competent students, faculty, and staff to live, work, and become valuable contributors in a global society. 2A.1,2A.3, 2A.4,2A.5, 2A.6, 2B.1, 2B.2, 2B.3, 2B.4, 3A.1, 3A.2, 3A.33A.4,3A.5,3B.1, 3C.1, 3C.2, 5A.1, 5A.2, 5A.3, 5B.1, 5B.2, 5B.3, 5D.1, 5D.2, 5D.3, 5D.4. The strategic framework is translated into a University-wide balanced scorecard using the Kaplan and Norton traditional balanced scorecard framework. Level 2 Planning includes all planning across the university: academic, athletics, facilities, enrollment, student life, technology, library, foundation, etc. On behalf of the Task Force, we thank you for serving as dynamic partners in the development of Radford Universityâs 2018-2023 strategic plan. Thus, the group sought to develop themes that could achieve broad buy-in by many campus focus areas. Prepared a Strategic Framework setting high-level University priorities and goals and articulated principles to guide local strategic planning by each of the Universityâs schools and major administrative units. It is with The University of Victoriaâs new Strategic Framework 2018-2023 articulates our shared understanding of our vision, values and priorities. 1.19.10 . It positions and inspires us to apply our commitment to excellence in research and creative activity, teaching, service and engagement to serve â¦ The Improvement, Accreditation, and Assessment (ImPAACT) Committee charge is: Propose, review, initiate and coordinate short-term initiatives for university improvement that are based on analysis of institutional-level data in preparation for the next accreditation, and develop assessment tool for evaluation of initiatives from the Long-Range Planning Committee. Council of Deans 4. Student Success (people, programs, price), Stewards of Place and Resources (place, programs, price, pride), Inclusive Excellence (people, price, programs), Relationships (people, place, pride, programs), Enhance teaching and learning by increasing opportunities for engaging and authentic experiences (This may include labs, online learning, community outreach, study abroad, interdisciplinary work, professional and career development opportunities, intergenerational learning opportunities, connection with the larger community, community partnerships, etc. In so doing, our university community will continue to lead and to find solutions for society's greatest challenges in areas as wide-ranging as â¦ A strategic plan serves as an organizationâs roadmap that guides it in effectively achieving its vision. Place and Goal: Enhance the student experience while evolving to meet the needs of future students by providing comprehensive support programs and services so that students can successfully meet their goals. It serves as a living document, providing the entire university system with guidance for understanding priorities and focusing resources. Be the partner of choice to meet Minnesota’s workforce and community needs. Strategy Map. He characterized the data as falling under five general headings (The 5 P’s) that have since emerged as our guiding values: People, Programs, Price, Place, and Pride. 1. Instructional technologies and technology innovations are infused within the themes. Identify and empower diversity champions. Vision: WSU is recognized as an engaged university where community and university members work in respectful collaboration to address campus and community identified needs, to deepen students’ civic and academic learning, to enhance community well-being, and to enrich the scholarship of WSU. Chancellorâs Senior Leadership Team 3. ￼￼ Deliver to students, employers, communities and taxpayers the highest value, most affordable option. Winona State University has asked its Foundation Board of Trustees to assist in defining paths forward in helping the University and the community become a regional destination for areas of 1) learning and education, 2) the arts, culture, and entertainment; 3) recreation, athletics, and wellness, and 4) entrepreneurship and innovation. It was approved by the University Council in December 2014. By Erica Olsen . ), Foster a supportive environment for faculty and staff to promote excellence in teaching and learning, Design and deliver academic programs that overcome barriers of time, place, and tradition, Foster an environment that promotes and supports student research and creative scholarship, Develop an extended campus that delivers appropriate academic programs that address regional economic needs through strategic partnerships and resource development, Engage and explore academic and co-curricular programs to support regional and community needs, Develop a university-wide assessment plan that includes student learning outcomes, methodology, measurement, measures, and improvement processes to “close the loop”, Assess the quality of delivery modes: synchronous, asynchronous, apprentice models, online, other, Share best practices in teaching and learning, Strengthen and maintain accreditation and standing for our academic and co-curricular programs (e.g., AACSB, NCAA, CSWE, ABET, CAEP, NASM, etc. The Monash Planning Framework outlines our intentions for the future of the University â and includes strategic, academic and international plans. Choosing Promise - Adopted 2019. New plan implemented from 2020-2025. Some planning was already underway, while other plans had just begun in 2014. Long-Range Planning led the work on the Strategic Framework, ImPAACT will work on indicators and measures of success, and the Finance Committee assures that we have the resources to fulfill the gals of the plans. Faculty Asseâ¦ We asked the campus communities to reflect on these areas and consider some questions under each heading [(see Call for Initiatives (PDF)] and asked for initiatives that would further clarify and begin to operationalize our Hopes and Dreams data. Goal: Create and sustain a coordinated and rigorous set of learning experiences inside and outside the classroom in order to prepare students for their post-graduate life. It does this by identifying four strategic drivers as the priorities that will guide our decision making over the next five years, to 2019. The university strategic themes had to be broadly written to include the whole university community and to help all of us identify and support the under-lying goals. The President required that planning at WSU be an organic process rather than a top-down or highly structured task. As the Winona State University community faces the future, we recognize the traditions and successes of the past. Strategic planning has a basic overall framework. Academic Programs (e.g., Colleges, OCED (now ACE), Summer School, Library, co-Curricular, International Programs), Professional development (e.g., TLT, Human Resources, on and off campus learning options, Faculty Development and other bargaining unit professional development committees), Institutional Advancement (e.g., Alumni, Foundation, Warrior Club), Athletics (e.g., Intramurals, NCAA D2 Teams, IWC, Warrior Club, co-curricular), Facilities (e.g., campus buildings, campus grounds, Facilities department, UCR, university properties), Technology (e.g., Campus technology infrastructure, IT department), Academic Support Services (e.g., Warrior Success Center, Warrior Hub, Wellness, Health and, Counseling, Inclusion and Diversity, Housing and Residence Life, Dining, International Services, co- curricular). UCT will inspire creativity through outstanding achievements in discovery and innovation. University Strategic Planning: A Process for Change in a Principal Preparation Program This manuscript has been peer-reviewed, accepted, and endorsed by the National Council of Professors of Educational Administration (NCPEA) as a significant contribution to the scholarship and practice of school At the framework’s core are four interconnected strategic drivers: the student learning experience; research prominence; financial sustainability; and internationalization. The new plan, called âChoosing Promise,â articulates the universityâs strategic direction and will serve as its roadmap through 2024. A fourth component, including the Our Values statement and the University Student Learning Goals, provides general principles and characteristics that underly strategic and tactical planning. Year Three Implementation Report: January 2018 (PDF 800 KB), Year Two Implementation Report: February 2017 (PDF 284 KB), Year One Implementation Report: November 2015 (PDF 325 KB). The themes are written with the intent that existing and short-term future strategic planning will align with the strategic directions of the entire university. 5P Planning Priorities outlined by President Olson in August 2013. ScopeThe University Strategic Plan sets out a framework of priorities for the University, its divisions and departments. Fall 2021: Technology Plan reviewed and approved. Our students, faculty, staff, and administrators know our mission as: “A Community of Learners Improving Our World.”. Strategic Plan Launch . These Master Plans include specifics on how the planning aligns with WSU Strategic Themes Framework and specifically address aspect of the Framework and how each items will be accomplished to achieve the higher level goals of the Themes. The development and implementation of the plan is based on a set of environmental scans conducted with constituents from throughout the University. On September 12, 2019, President Thomas LeBlanc discussed the framework for the strategic planning process with the university community and announced the formation of four committees to guide the strategic planning process. Fall 2019: Diversity Plan reviewed and approved. PO Box 5838 February 2019: President Christopher L. Eisgruber has posted a president's letter: The State of the Universityâ¦ Developed by Principal Daniel Woolf, Provost Alan Harrison and the Board of Trustees, the Framework outlines a multi-year strategy and a set of metrics and milestones through which the university’s progress can be evaluated. Winona State University has two primary locations, one is that is a more traditional, residential, destination campus, located in Winona and another located in Rochester, Minnesota serving a regional rural, urban, and post-traditional adult-learner population. Its overarching goal of the strategic framework is to strengthen Queenâs vision as Canadaâs quintessential balanced academy, ensuring we remain a university recognized equally for its research excellence and its transformative student learning experience. 2. ... the plan is a culmination of a robust strategic planning process and draws on an extensive analysis of AUâs current strengths, opportunities, ... As a research university on the rise, scholarship is central to AUâs future. Fall 2018: Diversity Plan revisions begin. Over the past ten years, our research enterprise has flourished and sponsored research awards to Northwestern have doubled; faculty have garnered prestigious honors and students have been I am pleased to share the strategic directions for the Ohio State University Libraries: our collective purpose, aligned with the teaching, research, and engagement priorities set out in the universityâs strategic plan â Time and Change â and designed to drive a new agile operating framework and participatory management structure. Vision: WSU community members are wise stewards of our resources who make decisions that allow future Warriors to carry on this tradition. Deliver to students, employers, communities and taxpayers the highest value, most affordable option. This strategic framework serves as a capstone to a number of years of strategic planning at Queenâs and its purpose is to help the university achieve its vision. The framework is a major milestone in a strategic planning process that has been organized around a set of key questions about challenges and opportunities facing the University. Assess and improve search processes and remove barriers to the recruitment of quality employees, Improve access to professional development opportunities among all employees, Promote lifetime personal well-being of all employees through active and engaged participation in the WSU “Seven Dimensions of Wellness” (intellectual, physical, occupational, social, environmental, emotional, and spiritual), Strengthen alumni/ae and donor connections to and pride in WSU, Explore career counseling for life, increase outreach programs for p-12 students and families, and increase camp offerings and participation, Expand and enhance academic and co-curricular programs to support regional industry and community needs (Foster strategic and mutually beneficial partnerships that leverage strengths and build capacity through consultation and collaboration with our Winona, Rochester and Southeast Minnesota communities), Establish ways to track, monitor, and recognize student community engagement. 2. Initially, we introduced The 5 P’s (People, Programs, Price, Place, and Pride) as broad categories and planning priorities. Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3). The three committees are evolving into strong shared governance bodies that will take on more detailed responsibilities as the committees adjust their roles within the larger planning and strategic direction-setting process. 2. NMSU LEADS 2025. Winona State University Strategic Plan Framework. This final report on Taking Our Place: University of Manitoba Strategic Plan 2015 â 2020 summarizes the progress made on achieving the goals and priorities set out in the original plan.It provides a broad overview of the major highlights and insights into the many ways in which UM as a whole has worked together to advance our collective priorities. Its structure is based on the foundations laid by the Academic Plan and the Strategic Research Plan, which were both approved by the Senate in the 2011-12 academic year, as well as other planning initiatives that were ongoing at the time, such as a plan for internationalization and the renewal of the Campus Master Plan. The themes framework reflects the collective wisdom, ideas, hopes, and dreams for the future of Winona State. Established a Continuous Strategic Planning Committee (CUSP) to guide new planning initiatives. Level 1 Strategic Directions Framework The 5 Ps (Place, Programs, Pride, Price and People) are foundational values of the hopes and dreams of the institution and cross all aspects of the University. The Strategic Framework is a capstone to strategic planning at Queen’s. Ph.D., a visionary leader who created the necessary framework and guiding principles for this important process and related work to occur in a supportive community and accepting environment. map for strategic planning at SUBR. Vision: WSU is recognized as a student-centered university, where faculty, staff, and administrators are dedicated to promoting a culture of student success, which includes eliminating barriers, and maximizing students’ academic, emotional, and social growth and development as they reach their educational goals. By providing strategic direction, Beyond Boundaries will guide Marquette, along with the campus master plan, enrollment plan, academic planning and an upcoming comprehensive campaign. The University of Notre Dameâs strategic plan, âA Legacy Expanded,â builds on the Universityâs five goals as outlined by Rev. NMSU LEADS 2025 is the universityâs strategic plan. Box 5838 | 175 West Mark Street | Winona, MN 55987 | 507.457.5000 | 1.800.342.5978, Winona State University is an equal opportunity employer and educator | Title IX & Sexual Violence Resources | Privacy | Contact Us, Diversity Mapping, Campus Climate Survey, Inclusive Excellence Committee, AVP for Inclusion/Diversity, 1A.1, 1A.2, 1A.3, 1A.4, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 1A.3, 1A.5, 1A.6, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 1A.4, 1A.5, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 2A.1, 2A.2, 2A.3,2A.4, 2A.5, 2A.6,2B.1, 2B.2, 2B.3, 2B.4, 2C.1, 2C.2, 2C.3, 2A.1, 2A.4,2A.5, 2A.6, 2B.1, 2B.3, 2B.4, 2C.1. 3. Some planning was already underway, while other plans had just begun in 2014. To further illustrate the relationship between the Chancellor’s categories, WSU Strategic Themes, and the specifics within each Theme, see Figure 2. University Strategic Plan. Each Goal has Objectives that capture the multiple details, projects, initiatives, and Hopes, and Dreams identified by the campus community. Introduction. (e.g., transcript notation, research project awards, certificate programs), Establish ways to facilitate, track, monitor, and recognize community engagement in employee activities, including assessment and measurement of the impact of institutional and community engagement, Strengthen the relationship between academic programs/departments and University Advancement, Strengthen community connections with underrepresented populations. Framework. The main campus is located in southeastern Minnesota in the Mississippi River bluff “driftless” country and shares its campus grounds with the island community of Winona, Minnesota. Ensure access to an extraordinary education for all Minnesotans. Goal: Enhance a culture of learning and stewardship of resources at Winona State University, and prepare students to become responsible citizens and community members. The group sought to identify overarching themes as a means of organizing campus input on Hopes and Dreams, visioning the future, and initiatives. Part of Strategic Planning Kit For Dummies Cheat Sheet . In Fall 2012, President Olson launched his “Hopes and Dreams” sessions to gather ideas, proposals, and perceptions of the future of Winona State under his leadership. Vision: WSU offers the most innovative and highest-quality programs that serve our students and our communities. Planning for WSU's future directions must be based upon data and implemented through data-informed decision-making. Based on the Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3). In 2016, Princeton Universityâs Board of Trustees adopted a strategic planning framework (.pdf) to guide the Universityâs ongoing efforts to enhance Princetonâs core commitments to excellence in teaching and research and to such bedrock principles as affordability, diversity, inclusivity, and service. All of the themes identified span University functional areas (e.g., ITS) and Divisions (e.g., Finance, Academic Affairs, Athletics, Student Life and Development). The focus of the social action has The University's activities are guided by the University Strategy 2017-2021 which was approved by Council in December 2016. Not to oversimplify the strategic planning process, but by placing all the parts of a plan into the following three areas, you can clearly see how the pieces of your plan fit together: Home > Explore UCT > Strategic Planning Framework . John I. Jenkins, C.S.C., in his inaugural year (2005) as president and provides focus, transparency, and accountability for Notre Dameâs activities for the next 10 years (2014-2024). Fall 2019: Revised and expanded Academic Plan to be approved. Based on the Planning must be based on more than opinions, perceptions, or reactions to outside potential challenges and opportunities. Self Assessment and Institutional Review 1. Review previous and existingstrategic plan, priorities, strategic actions and outcomes, and assess performance outcomes. Hanover provides a template with which SUBR can create a strategic plan suited to the needs and aspirations of the institution and its stakeholders. Theme I: Student Learning (programs and people), Theme II: Student Success (people, programs, price), Theme III: Stewards of Place and Resources (place, programs, price, pride), Theme IV: Inclusive Excellence (people, price, programs), Theme V: Relationships (people, place, pride, programs), Theme III: Stewards of University Plans. Northwestern's Strategic Plan, NorthWEstern WILL, has since 2011 provided a framework in which to define our shared goals.It builds on our many strengths and focuses our energies and resources on the most pressing issues that we are distinctively positioned to address. Responsible for reviewing Parking Appeals. Engaged the full University community in crafting the Framework, reviewing its structure, conteâ¦ The Universityâs strategic and subsidiary plans â¦ Be the partner of choice to meet Minnesota’s workforce and community needs. 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