Reinventing by Dreaming Big: Strategic Planning at UC Berkeley

2. Reinventing by Dreaming Big: Strategic Planning at UC Berkeley Presented by Stephen C. Sutton, Ed.D. Assistant Vice Chancellor University of California at Berkeley @ssuttonacpa

3. Learning Objectives Program session participants will have the opportunity to learn about the strategic planning process followed by a large student affairs division. Program session participants will have the opportunity to learn what student and staff identify as key themes in this process. Program session participants will be able to discuss how to launch a similar process on their respective campus.

4. Agenda Purpose of the session – why we are here? Context Theoretical framework Strategic Planning Initiative (SPI) Where We Landed Next Steps Wrap Up

5. The Context (i.e., Case for Change) • Dramatically decreased state investment in higher education • 2009 Goal: reduce expenses by $75M annually through “Operational Excellence” • Staff cuts • Centralization of services • Improved student support (e.g., advising, one-stop shop) • Need to be more nimble and efficient!! • Student Affairs wanting to control its own destiny • “Dream Big:” Where do we want to be in 10 to 30 years?

6. The Transition Model (1991, William Bridges)

7. Another version…..

8. And one more…

9. SPI PROJECT APPROACH The Stages • Phase I • Destiny • Define Approach • Data Collection • Data Analysis • Phase II • Design Strategies (Fall 2013) • Develop Plan (Spring 2014) • Phase III • Deploy Changes (Summer 2014)

10. DREAM BIG GOALS STUDENT GOAL: The #1 reason students select, value and remain connected to Berkeley is for the incomparable out-of-the-classroom experience. STAFF GOAL: Student Affairs (at Berkeley) attracts, develops, and advances the best talent in the world by 2025.

11. SPI PROJECT APPROACH The Pieces of the Process • Objective • Set direction, Prepare to Launch, Understanding Our Key Stakeholders • Framing Questions • Where do we want to be in 10-30 years? • What is our process, approach and plan to accomplish both student and staff strategic planning? • What are the challenges and opportunities to enhance the student and staff experience? • Key Activities • Define long term vision and goals for student and staff • Define high level planning process and phases • Define planning steps and activities • Define how/when to involve key stakeholders from project team and sponsors

12. SPI PROJECT APPROACH Phase II Phase III Fall, ‘12 Fall, ‘13 Spring, ‘14 Summer, ‘14 Set direction Prepare to launch Understand our stakeholder needs Perform gap analysis Design portfolio of strategies Architect an implementation plan Mobilize others and begin execution OBJECTIVE: FRAMING QUESTION: Where do we want to be in 10-30 years? What is our process, approach and plan to accomplish both student and staff strategic planning? What are the challenges and opportunities to enhance the student and staff experience? Where should we focus our efforts based on our findings? Where are we starting from and how big are the gaps? What strategies and initiatives should we deploy to address our critical priorities and gaps? How will we execute our strategic plan and measure our progress? How will we involve the division in executing the planned changes? KEY ACTIVITIES: • Define long term vision and goals for student and staff • Define high level planning process and phases • Define planning steps and activities • Define how/when to involve key stakeholders from project team and sponsors • Define timeline for both student and staff plans • Collect student data: focus groups • Collect staff data: focus groups • Collect internal data Collect external data including benchmark and partner input • Synthesize findings into themes • Define future state –i.e. “narrative” • Conduct current state assessment • Perform gap analysis • Identify low hanging fruit • Set strategic priorities • Design strategies to address priorities • Estimate costs • Define initiatives • Assemble strategic plan • Create implementation plan • Define resourcing requirements • Define measurement process • Staff initiatives • Define milestones and approach • Track progress and measures • Report progress and course correct • Celebrate wins! PROJECT MANAGEMENT AND COMMUNICATIONS

13. Interim Steps • State of the Division- announced 20 findings (eight staff priorities and 12 student priorities) based on our pre-work (internal and external research, and the focus groups and surveys) • Validated findings with student and staff focus groups; feedback to prioritize them. Based on the items students and staff ranked as highest importance, the core team narrowed the list to six staff and six student priorities. • Student Affairs Cabinet – further reduced to three staff and three student priorities • Cabinet members used the research done to date and their individual and collective expertise to vote on these priorities. • Cabinet formed sub-teams to research six priorities to • feasibility, scalability, and resource needs of each idea.

14. STUDENT KEY FINDINGS

15. STAFF KEY FINDINGS

16. Student Validation • Of 12 findings, number of students who responded to Item in Top 3 of importance/meaning • Academics (249 students) • Career Success (232 students) • Affordability (174 Students) • Belonging/Community (155 students) • Diversity/Inclusion (95 students) • Inviting Living/Learning Spaces (91 students) • These were rated lowest • Access to Personalized Information (36 students) • Staff Service (29 students) • Ease of Transactions (29 Students) • Based on a ranked point system (1=3 pts, 2=2pts, 3=1pt), these scored the highest: • Academics (569 points) • Career Success (477 points) • Affordability (348 points) • Belonging/Community (310 points) • Diversity/Inclusion (182 points) • Inviting Living/Learning Spaces (169 points) Student validation shed light on the relative “importance” of our findings and points out areas that may have the most impact on student perception….

17. ASSESSMENT OF FINDINGS Staff validation shed light on the relative “importance” of our findings and points out areas that may have the most impact on staff perception…. Staff Validation Of 8 Findings, number of Staff Who Responded to Item in Top 3 of Importance/Meaning: • Professional Development (55 people) • Systems and Technology (54 people) • Attract and retain strong talent (51 people) • NOTE: The following also scored high in the Top 3 • Improved processes and practices (50 people) • Cohesive and supportive culture (49 people) • Consistent and meaningful rewards • These were rated lowest: • Collaborative and integrated structure (19 people) • Engaged practices (5 people) • Based on a ranked point system (1=3 pts, 2=2 pts, 3=1 pt), these scored the highest: • Systems and technology (75 points) • Improved processes and practices (73 points) • Professional development (71 points)

18. Final Outcome – Six Themes • Student Themes • Belonging/Sense of Community • Career Services • Academics/Learning Experience • Staff Themes • Cohesive/Supportive Culture • Systems & Technology • Professional Development

19. Next Steps By June- settle on 1-3 priorities to pursue in the first 18-24 months as we build towards the Dream Big goals. Implementation of Dream Big priorities begins in Fall 2014. Quick Win - Coffee with Colleagues and the free lunch passes - early results from our Dream Big Strategic Planning Initiative

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