Creating a Roadmap for Success in the 21st Century

1. Creating a Roadmap for Success in the 21st Century Strategic Planning Process for MSSU Fall 2009

2. 1998 HLC Self-Study • Previous strategic plan was titled Strategic Issues, Strategies, and Goals for the 21st Century identified six overarching issues that should be addressed by the college as it began to implement an international approach to education.  • The entire campus community should focus on student satisfaction and needs. • The primary focus should be on teaching and learning. • The institution needs to ensure that it has a high quality curriculum that meets the needs of its students and their employers. • The institution must become more marketing oriented. • MSSC needs to fully implement and take advantage of the distinctiveness of the international mission. • Recognizing scarce resources and increased demands for accountability, the college should continue to stress efficiency of operation while recognizing that it may need to be more selective in some of its initiatives. http://www.mssu.edu/planning/

3. 2008 HLC Peer-Review Team Comments • “The campus has no comprehensive strategic plan and no process in place to develop a plan.  • The planning culture on campus is restricted to specific offices or programs that have developed a plan in isolation of the rest of the campus.  • Data to support institutional planningis limited and is often generated by individual offices without a uniform definition of variables.  • Additionally, discussion with faculty and administrators indicate that data analysis is conducted in isolation and that a number of offices do not rely on data to guide decision making.  • Without a strategic plan and a culture of data driven decisions, the campus is unable to systematically respond to the evolving environment in higher education.” • “The budgeting process is completed in the absence of a strategic plan and in isolation.  • Unit budgets are determined without consideration of re-allocation opportunities or unique budgeting needs.  • Given the historically limited budget levels, enrollment declines, and the funding reduction in 2001, the absence of a plan to establish funding priorities seriously jeopardizes the ability of the university to shape its future.  • It was noted that the net assets of the University have declined each of the past 2 years.  This decline is particularly troubling in the absence of a strategic plan.”

4. 2008 HLC Peer-Review Team Comments • Although the team recommended that the institution be granted a 10-year continued-accreditation status with HLC, it also required that a focused visit be conducted in spring 2011 to review the status of institution-wide strategic planning and the institution’s system of shared governance.

5. Steering Committee Goals Underway • To create a greater sense of ownership and promote the accomplishment of the Missouri Southern State University mission, values, goals, and plans. • To identify and respond to the most fundamental issues facing the university. • To identify external trends and forces that are likely to effect the organization and its mission. • To implement a broad-based and highly-participatory process. • To require a candid examination of critical issues by key participants in order to develop common understanding and to build a commitment to the implementation of the plan. • To be action oriented and stress the importance of developing plans for implementing strategies. • To improve and reinforce the University’s system of shared governance by reviewing and updating related policies and procedures. http://www.mssu.edu/planning/goals.htm

6. Steering Committee Goals to be Addressed • To ensure that the institution’s resource base supports its educational programs and its plans for maintaining and strengthening their quality. • To address the subjective question of purpose and the often competing values that influence mission and strategies. • To be politically realistic by taking into account the concerns and preferences of both internal and external stakeholders. • To focus on developing and implementing strategies now in order to positionthe university favorably for the future. http://www.mssu.edu/planning/goals.htm

7. Strategic Planning Benchmarks • http://www.nsuok.edu/strategicplan/index.html • Outlines Northeastern Oklahoma State planning priority to enhance, clarify, and simplify the original mission, vision and values statements. • http://www.govst.edu/uploadedFiles/strategy2015/strategy_2015.pdf • Governor’s State University Strategic Plan (Junior, Senior, and Graduate program university) • http://www.missouriwestern.edu/StrategicPlan/stratplan.pdf • Missouri Western State University Strategic Plan • http://www.ucmo.edu/sprc/ • http://www.ucmo.edu/about/mission/documents/strategicplan.pdf • Central Missouri State University Strategic Plan

8. This Strategic Plan Will Not: Will: Give direction to Help change the climate on campus Help direct available resources Identify areas of focus for development activity Give structure to the hard work of developing specific tactical plans to reach objectives and move toward fulfilling goals. • Stop global warming • Fix the national debt • Improve the local weather • Fix the state budget • Change the climate on campus • Fix MSSU’s financial situation

9. The Time Frame: 3 Years Money falls like manna from heaven NO! Expected State Cuts @ 6% Loss of Fed Stimulus $ What is in the future? Strategic Planning Tactical Planning - 2011 Year One 2011 - 2012 Year Two 2012 - 2013 Year Three

10. Retreat Process • Evaluate the first map. • Display for strategic planning retreat group. • Evaluate and discuss • Breakout into discussion groups to discuss issues • Reconvene to discuss new map. • Evaluate and discuss • Breakout into discussion groups to discuss issues • Start with step 3 again.

11. Mission Clarification

12. Mission Clarification

13. Map #1

14. Map 1a:

15. What is Missing? • Student Success • The University provides support services and programs that contribute to the academic success, personal growth, and career development of its students so that they may realize their potential as both individuals and prepared, responsible members of society.  • Community Service: • Regional Economic Development • METS – regional, state, federal concerns • KCUMB – Impacts Economic Development and METS

16. What is the Charge? • Review the linkage between the mission, vision, values, and goals. • Discuss the change in wording substitution for success in both AA and BA. • Determine the role of enrollment management and shared governance. • Review Map 1a to determine what is super-ordinate and sub-ordinate (goals vs objectives). • Review the other stated goals for each area to be sure your agree with Map 1a (are some stated objectives tactics, or tactics objectives). • What goal(s) should be identified for economic impact? • What objectives are related to this goal? • What is the final list of goals that are super-ordinate?

17. Clarified Mission Missouri Southern State University  Mission Statement Missouri Southern State University is a state-supported, comprehensive university offering programs leading to undergraduate and graduate degrees. Central to our mission is a strong commitment to international education, liberal arts, professional and pre-professional programs, and the complementary relationship that must exist among them to prepare individuals for success in careers and lifelong learning. Vision  Missouri Southern State University will be recognized as a leader in offering undergraduate and graduate degree programs that foster the total education of each student. In order to remain loyal to the trust given to the University by the people of the State of Missouri, Missouri Southern State University will: • fulfill its mission and objectives in an honorable and ethical manner; • periodically review its mission in light of contemporary changes in society and in the needs of the people of Missouri and our communities; • continually assess the effectiveness of its programs in order to ensure their quality and integrity.

18. Mission Values Values • International Education • The University prepares its students to be global citizens in fulfillment of its statewide mandate. • Liberal Arts Education • The University commits to a comprehensive program of general education requirements for all students. • Teaching and Learning • The University provides exemplary teaching and learning as supported by scholarship and creative expression. • Student Success • The University commits to the academic, personal and career success of its students. • Community Service • The University leads the intellectual, creative, cultural, and economic advancement of our communities.

19. Once We Decide On Our Strategic Plan: Individual objectives and tactics set by International Task Force Report KPI: International Aspect of the Mission Obj 1 Obj 2 Obj 3 Obj 4 Obj 5 Obj 6 Tactic 3 Tactic 3 Tactic 2 Tactic 2 KPI: Tactic 1 Tactic 1

20. MSSU Goal 1: Ensure quality academic programs to achieve student success.(Liberal Arts Education, Teaching and Learning, Student Success) • Objective 1.1: Provide undergraduate programs to meet the needs of our communities • Objective 1.2: Provide graduate programs to meet the needs of our communities • Objective 1.3: Sustain and increase institutional and program accreditation. • Objective 1.4: Expand and enhance learning opportunities through distance education. • Objective 1.5: Pursue and support High Impact learning experiences.

21. MSSU Goal 2: Ensure a total University Experience through quality services and programs. (Liberal Arts Education, Teaching and Learning, Student Success) • Objective 2.1: Commitment to excellence in academic advising. • Objective 2.2: Build programs to support students’ success and academic progression. • Objective 2.3: Provide a distinctive Honors Program that recognizes and promotes academic excellence. • Objective 2.4: Increase student engagement.

22. MSSU Goal 3: Ensure an international perspective for our communities to foster success in a culturally diverse world. (International Education) • Objective 3.1: Sustain and create programs which ensure a global perspective for students. • Objective 3.2: Sustain and create programs which ensure a global perspective for our campus community. • Objective 3.3: Provide international opportunities to promote a global perspective for our external communities.

23. MSSU Goal 4: Promote effective stewardship of resources to support the University’s mission.(Supports: all aspects) • Objective 4.1: Ensure that existing and new programs are either cost or mission justified. • Objective 4.2: Allocate resources to meet the future needs of technology, facility infrastructure and maintenance. • Objective 4.3: Ensure human resources fulfill the mission of the university.

24. MSSU Goal 5: Promote a culture that values all members of our campus communities. (Supports: all aspects) • Objective 5.1: Recruit, hire, support and retain qualified employees. • Objective 5.2: Engage in meaningful deliberations in a framework of shared governance.

25. Goal 6: Promote the intellectual, economic, cultural, and creative development of our communities.(Community Service) • Objective 6.1: Promote Science, Technology, Engineering, and Math (STEM) programs and professional development opportunities to satisfy regional workforce demand. • Objective 6.2: Promote the intellectual development of our communities. • Objective 6.3: Promote the economic development of our communities. • Objective 6.4: Promote the cultural and creative development of our communities.

26. MSSU Strategic Planning Matrix

27. WORK BREAKDOWN SCHEDULE Action Steps: 1.1.1

28. Need To Develop Gantt Chart

29. To Follow: • Timeline • Dashboard • http://www.dashboardinsight.com/articles/digital-dashboards/building-dashboards/dashboards-for-university-administration.aspx • http://www.gsu.edu/18338.html • http://www.admin.mtu.edu/urel/dashboard/about.php • http://www.ilstu.edu/reportcards/dashboard/index.phtml