SUNY Cobleskill Convocation

1. 2009 Summer Planning Overview August 26, 2009 Sal Rinella, Strategic Consultant STRATUS, a division of Heery International SUNY Cobleskill Convocation

2. 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

3. 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

4. June 14-16, 2009 Facilitated by: Sal Rinella, Strategic Consultant STRATUS, a division of Heery International SUNY Cobleskill 2009 Summer Planning Retreat

5. 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

6. Purpose of Planning Chart the course for the future by connecting areas of strength & promise with needs & opportunities

7. Characteristics of Successful Planning • Positive; Builds from Strengths • Driven by Mission & Vision • Builds on Past • Collaborative • Fact Based • Focused • Implementable • Creative

8. Blue Ocean Thinking

9. Beat Competition Exploit Existing Demand Adapts to Trends Make Competition Irrelevant Create New Demand Shapes Trends Red vs. Blue Ocean Thinking

10. Blue Ocean Thinking “Survey says: Southwest is favorite airline” - Smarter Travel 2008 Reader’s Choice Awards

11. Planning Steps • 1.Establish Direction: “Setting the Sails” • Mission; Vision; Values • Fundamental Drivers 2. Strategic Research: “Discovering the Dots” • Study: Past plans; new forces & trends; competition • Discuss: Internal values; Areas of strengths & promise 3. Opportunity Assessment: “Connecting the Dots” • Align external forces & trends with internal values & strengths • Strategic priorities • Result: selected strategies (initiatives; partnerships; “big ideas”) Retreat will focus on items in gold

12. 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”

13. 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

14. 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

15. Small Group Questions Leading to Mission • Where is SUNY Cobleskill now, in terms of level of instruction, degrees & certificates & in what direction is it heading? • 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? • What role should access play in our mission & how much remedial education should we provide? • In addition to dedication to teaching, what role should research play at SUNY Cobleskill & what should its focus be – teaching; discovery; integration; application? • 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? • 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? • What history, values, traditions, “stories” & other qualities does SUNY Cobleskill have that ought to be preserved, advanced & talked about more? • Who are our greatest competitors: for students; financial support; reputation, etc.? • What is truly unique about SUNY Cobleskill relative to these institutions? • Add another question, if you would like.

16. Group 1 James Bates* Bob Barringer Holly Cargill-Cramer Thomas Hickey Kevin McCarthy Group2 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 Small Groups

17. Complete Results on Planning Web Site www.cobleskill.edu/strategic

18. 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

19. 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

20. Small Groups Discussion on Mission Elements

21. 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

22. 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

23. Strategic Priorities  Goals

24. Purpose of Strategic Priorities Identify the top things that need to be done to realize Mission

25. 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

26. Strategic Priorities from the “Second Century Enterprise” • Develop Diverse Learning Models • Exemplary Undertakings • Achieve NationalRecognition • Become a PreferredProvider & Partner • Nourish Collegiate Life • Establish an EliteStakeholder Profile • Live an Extraordinary Existence • Develop Efficacious Operations • Be a Private Institution at a Public Price

27. ComparisonDeveloping Capacity: Second Century Enterprise

28. Small Group Discussions What are the College’s highest priorities right now to realize the Mission elements?

29. Complete Results on Planning Web Site www.cobleskill.edu/strategic

30. 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

31. Group Meetings: July 27, 2009 Coby Futures Group Workshop: July 28, 2009 Facilitated by: Sal Rinella, Strategic Consultant STRATUS, a division of Heery International SUNY Cobleskill

32. Group Meetings: July 27, 2009

33. Group Meetings on July 27 • Representatives (35): • College Council • Foundation • Alumni • Faculty Senate; Planning Committee • Unions • Students • Review Mission Elements • Review Strategic Priorities

34. 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

35. 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

36. 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

37. July 28 Coby Futures Group Meeting

38. 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.

39. 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.

40. Strategic PrioritiesBased 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

41. 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

42. 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

43. 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