The constituents consulted span all five campuses and include: 1. 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. 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. 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 group sought to identify overarching themes as a means of organizing campus input on Hopes and Dreams, visioning the future, and initiatives. 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¦ Hanover provides a template with which SUBR can create a strategic plan suited to the needs and aspirations of the institution and its stakeholders. The group sought to establish a consistent format to present the themes and developed: 6. UCT will inspire creativity through outstanding achievements in discovery and innovation. Level 3 Planning provides workplans and strategies to implement and assess the goals and objectives in specific plans to meet the larger university Theme goals. Winona MN, 55987, The oldest member of the colleges and universities of Minnesota State, Winona State University | P.O. Our students, faculty, staff, and administrators know our mission as: “A Community of Learners Improving Our World.”. Founded in 1858, Winona State University in Winona (WSU-W) was the first normal school west of the Mississippi River. VP of Enrollment Management & Student Life, VP of Enrollment & Student Life and VP of Academic Affairs. Michigan Techâs strategic planning framework has three major components: the Portrait, the Strategic Plan, and the annual budget. Strategic direction informed by DFA Framework for Success The DFA entered the final phase of our Framework for Success implementation in 2019, and it has begun to inform the divisionâs strategic direction.. 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). 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. This level sets the direction and tone for WSU planning. 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. 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 Strategic Plan Framework and Template Prepared for Southern University and A&M College March 2014 Planning must be based on more than opinions, perceptions, or reactions to outside potential challenges and opportunities. Introduction. 5P Planning Priorities outlined by President Olson in August 2013. New plan implemented from 2020-2025. Fall 2019: Begin process of revising and updating the Strategic Enrollment Plan. It is with 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 The three new committees: Long Range Planning, Finance and Facilities, and Improvement, Accreditation and Assessment, function as all-university advisory and visioning groups. The Strategic Framework 2014-2019. The Strategic Directions Themes were developed by a small work group, made up of members of the Long Range Planning and the Improvement, Accreditation and Assessment committees, with several objectives in mind: 1. The strategic framework is translated into a University-wide balanced scorecard using the Kaplan and Norton traditional balanced scorecard framework. Fall 2019: Diversity Plan reviewed and approved. The University is likely to experience budgetary constraints during the effective years in which any strategic plan is implemented. Winona State University The President required that planning at WSU be an organic process rather than a top-down or highly structured task. Coronavirus: Find up-to-date information on COVID-19. Faculty Asseâ¦ Figure 1 provides the Themes and the specifics under each Theme. The University's activities are guided by the University Strategy 2017-2021 which was approved by Council in December 2016. Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3). Figure 2: Cross-Walk Minnesota State System-Level Expectations, WSU Strategic Themes: Aligned Yet Separate. Strategy Map. Vision: WSU community members are wise stewards of our resources who make decisions that allow future Warriors to carry on this tradition. Queen's University Strategic Framework: March 2014 (PDF 500 KB). 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. Planning and Budgeting Committee Members 5. 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. WSU strives to be a culturally competent and pluralistic institution. Strategic Planning Framework. 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. 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. Identify and empower diversity champions. 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. 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. By providing strategic direction, Beyond Boundaries will guide Marquette, along with the campus master plan, enrollment plan, academic planning and an upcoming comprehensive campaign. Hopes and Dreams data. 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. NMSU LEADS 2025 is the universityâs strategic plan. The group identified the 5Ps as foundational values for the themes. Feedback from the campus communities at every step in our processes is an essential component that informs and shapes our new directions. About. 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. February 2019: President Christopher L. Eisgruber has posted a president's letter: The State of the Universityâ¦ 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. 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. It was approved by the University Council in December 2014. 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. [Call for Initiatives (PDF)]. 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. These data were gathered, digitized, and studied [see Preliminary Concept Categories (PDF)]. Too many university strategic plans are mostly outcomes or ideals (or unfunded âwish listsâ), without an articulation of strategy. At that time, the board and the administration committed to âconduct a 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. Approvalof Academic Planning Framework Integrated Strategic Planning Steering Committee (Chaired by VPA with membership being representative of the University Community). Deliver to students, employers, communities and taxpayers the highest value, most affordable option. 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. 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. We offer undergraduate programs based on the traditions and values of the arts and sciences and an array of graduate and professional programs that are especially responsive to the needs of the Upper Midwest. Goal: Enhance a culture of learning and stewardship of resources at Winona State University, and prepare students to become responsible citizens and community members. Delivering an integrated planning framework for the University, ensuring alignment of the strategic plan and subsidiary plans. Each Goal has Objectives that capture the multiple details, projects, initiatives, and Hopes, and Dreams identified by the campus community. Thus, the group sought to develop themes that could achieve broad buy-in by many campus focus areas. The Monash Strategic Plan is currently under development and the planning framework will need to be reviewed upon its release. Choosing Promise - Adopted 2019. 2020 Vision . Self Assessment and Institutional Review 1. Review previous and existingstrategic plan, priorities, strategic actions and outcomes, and assess performance outcomes. Fall 2021: Technology Plan reviewed and approved. PROMOTE SUSTAINABLE FUTURES A Strategic Framework for the University of Victoria 2018-2023 | 7 The development and implementation of the plan is based on a set of environmental scans conducted with constituents from throughout the University. Strategic Plan Launch . Alignment of plans to the Strategic Directions Framework Themes includes developing the interconnections between and among the plans to serve the entire university. Established a Continuous Strategic Planning Committee (CUSP) to guide new planning initiatives. It serves as a living document, providing the entire university system with guidance for understanding priorities and focusing resources. 2. 2. 2. Ensure access to an extraordinary education for all Minnesotans. Some planning was already underway, while other plans had just begun in 2014. Strategic Planning Framework. The themes and ideas will guide us as we develop future strategic plans. Fall 2018: Diversity Plan revisions begin. 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). In the Fall of 2013, the President met with the Cabinet to discuss the various reports on the Fall 2019: Revised and expanded Academic Plan to be approved. Triennial planning is undertaken as part of the Universityâs planning and budget process to assist with strategic analysis and decision making. 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. ), 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. 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. The themes and key ideas were essentially "written" by the entire campus community and form the core of WSU’s Strategic Planning. The Conference of Colleges has been consulted during the drafting of the plan and colleges will be vital partners in its implementation. Provide professional development opportunities for underrepresented employees to compete for leadership position.
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