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Analysis of NWSU’s Strategic Planning Process

Analysis of NWSU’s Strategic Planning Process. Presenters (In order of appearance) Dr. Dr. AGENDA. Review Key Stakeholders -- Changes in NWSU External Environment -- Changes in NWSU Internal Environment -- Fit between Goals and Environment -- Planning Process Evaluated --

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Analysis of NWSU’s Strategic Planning Process

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  1. Analysis of NWSU’s Strategic Planning Process Presenters (In order of appearance) Dr. Dr. Created on: 8-24-2002 Updated on: 9-16-2002.

  2. AGENDA Review Key Stakeholders -- Changes in NWSU External Environment -- Changes in NWSU Internal Environment -- Fit between Goals and Environment -- Planning Process Evaluated -- Improving NWSU’s Process -- Created on: 8-24-2002 Updated on: 9-16-2002.

  3. Primary stakeholders in NWSU’s environment • Primary stakeholders (groups, organizations and individuals who are affected by, or have an effect on the business): • the students (customers) • the faculty (employees) • the support staff (employees) • accrediting bodies (regulators) • the legislators (provide funds) • the high schools and community colleges (suppliers) • other universities (competitors) Created on: 8-24-2002 Updated on: 9-16-2002.

  4. Secondary stakeholders in NWSU’s environment Parents/spouses of students (external supporters) Local community (affected by actions e.g. increased traffic and noise) Media (can support or hurt reputation) Employers (rely on university graduates) Created on: 8-24-2002 Updated on: 9-16-2002.

  5. Changes in NWSU’s external environment • Changed employer expectations • More emphasis on process and cross-functional team skills • Increased competition • New on-line and private universities • Changed demographics • More immigrants from non-English speaking countries • Economic recession • Less funding available Created on: 8-24-2002 Updated on: 9-16-2002.

  6. Changes in NWSU’s internal environment • More nontraditional and first generation college students • Increased class size • Student-faculty ratio increased from 20:1 to 27:1 • Faculty salaries have fallen behind • More part time faculty used • Increase form 20% to 35% by late 1990’s • Limited funding for faculty research, professional development and travel to professional meetings • New demands on faculty to teach: • Inter-disciplinary courses • At different locations • Use new pedagogies Created on: 8-24-2002 Updated on: 9-16-2002.

  7. Fit of Strategic Goals With Environment and Competence • The following goals “fit” or “match” the needs of NWSU’s environment and fit its competence: • Employee of first choice capitalizes on the good relationships with regional businesses • Involving alumni and employers in programs will make the program more responsive to their needs • On-line programs will meet competitive needs Created on: 8-24-2002 Updated on: 9-16-2002.

  8. Fit of Strategic Goals With Environment and Competence • The following goals do not “fit” or “match” the needs of NWSU’s environment: • Become internationally recognized school conflicts with mission of state university to provide access to state residents • Open store front operations conflicts with • Shortage of funds • Faculty preference to teach in one location • Offer interdisciplinary majors conflicts with existing faculty uncomfortable with teaching across disciplines or pedagogies • Overall Conclusion: The goals will stretch already thin pool of full-time faculty resources and limited funds beyond the limit Created on: 8-24-2002 Updated on: 9-16-2002.

  9. Planning Process Evaluated -- Five Tests of Strategic Thinking • Test 1: Ability To See the Whole Picture • Did not see the interconnection between resources(tight budgets ), capabilities (faculty training) and goals , (interdisciplinary and global programs) • Test 2: A Sense of Direction or Destiny • No compelling vision for School and its future • Test 3: Openness to New Experience • No plans to get the faculty to become open to new innovations • Test 4: Gap Between Current Reality and Future • No gap analysis between current reality and desired future • Test 5: Use of Creative and Critical Thinking • Political rather than fact-based decision making used Created on: 8-24-2002 Updated on: 9-16-2002.

  10. Improving NWSU’s Process Spell out a clear and compelling vision Spell out gap between current reality and future state Base decisions on hard data about stakeholder expectations Test goals for consistency with mission and available resources Match goals to the internal capability and strengths of the faculty and the needs of the student body Created on: 8-24-2002 Updated on: 9-16-2002.

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