STEP II: FOCUSED KNOWLEDGE FOR INTEGRATED PLANNING PROCESSES DAY 1

STEP II: FOCUSED KNOWLEDGE FOR INTEGRATED PLANNING PROCESSESDAY 1

Dale Braun has been the campus planner at the University of Wisconsin-River Falls for 22 years. He has managed projects affecting virtually every building and department on campus, and provides leadership in space planning and management, capital budget development, and major building project development and management.

Connie Foster is dean emerita from the University of Wisconsin-River Falls where she served in a number of administrative positions during her 25-year career. She has served as interim chancellor, interim provost and vice chancellor for academic affairs, dean of the college of education, chair of the department of health and human performance, athletic director, faculty member, and coach.

Paul Pusecker is the Chief of Staff, College of Arts & Sciences at the University of Delaware, responsible for the management of personnel and budgetary planning and execution for 42 departments, programs, and centers. He acts as the College HR director for over 1,100 employees, manages and executes a $200MM annual budget, is the principal manager for space (facilities) utilization and planning, and serves as the Dean’s ombudsman. Paul has been in higher education administration since 2001 when he retired from the US Army. GO FIGHTIN BLUE HENS!

Have you ever….

Outcomes & Objectives • Work in functional and cross-functional teams to identify significant planning priorities for Walnut College • Collaborate on the strategies Walnut College should pursue • Write a plan for Walnut College • Determine actions to incorporate integrated planning practices on the Walnut campus

REVIEW: THE SIX CORE COMPETENCIES • POLEPE • LEAGNAGU • PLNGANNI PRCSSOE • PALN • CTXETON • RSESERUOC

Agree on Terminology • One person’s goal is another person’s objective • Establish a planning glossary • Remind people about terms you use & what they mean each time you begin a new planning cycle

SCUP Jeopardy Core beliefs A desired future state A working document (not an action) An evaluation of quality An evaluation of extent, dimension or quantity A process to confront and frame major strategic decisions (two words)

When Do Institutions Consider Strategic Planning? • have no money • have a windfall • get a new leader • identify a threat or an opportunity • competition appears • get some bad news When Do We Need to Plan Strategically? All The Time!

Successful Planning Is: • Clearly Assigned – Who Does What? • Information Based • Scheduled • Well-learned and Well-taught • Supported by the Chief Executive Officer • Continuous/Persistent • Integrated/Strategic/Aligned • Focused • Adapted to its Context

PART 1COMPLETING THE STRATEGICPLANNING PROCESSES FOR WALNUT COLLEGE

Strategic Planning Processes Mission and Values Environmental Assessment Gap Analysis Vision/Strategic Issues Reflection & Planning Strategic Decisions & Strategies Action, Measurement, Evaluation & Refinement Norris & Poulton 2008

Walnut College Mission Serving the region through residential and academic experiences that promote independent thinking and living. Its undergraduate and graduate programs are designed to prepare graduates to serve as community leaders.

Walnut College Goals to Achieve its Mission: Serve as a model for the integration of liberal and professional training. Develop students as life-long learners. Be a student-centered college that fosters personal growth and development of character.

Core Values – What Are They? • A set of beliefs that influence the • way people and groups behave • Deep rooted; the “soul” of the • campus • Effective values are deep rooted • Principles that guide behavior • through time

Why Core Values Are Important • Influence behavior • Communicate what the campus really • believes • Core values are sacred, they do not • change very often • Provide continuity through change • Effective core values are integrated • into all levels and functions of the • organization • Help people make tough decisions

Core Values Example: UW-River Falls

EXERCISE - VALUES Take 2 minutes to write down 3 core values demonstrated by Walnut College from your readings Lightning round – share the most important value of the three Values will be recorded for use later on

Introduction of SCUP Trends 2010 Trends in Higher Education January 2010 Demographics… Economics… Environment… Global Education… Learning… Politics… Technology…

EXERCISE -TRENDS Each table is assigned one of the trends. State how this trend could affect Walnut College. Time 10 minutes to complete task 10 minutes to report and discuss

Environmental Assessment Review SWOT from Step 1

GAP ANALYSIS Technique for determining the steps to be taken in moving from a current state to a desired future-state. BusinessDirectory.com

EXERCISE – GAP ANALYSIS List the gaps that exist among WC’s mission, values, and the environmental assessments (SWOT/TOWS). Time 15 minutes to complete tasks 10 minutes to report and discuss

Break

QUESTIONS?

“FUTURING” – THE VISION THING Hiemstra, Glen. “Turning the Future Into Revenue”. John Wiley & Sons, 2006. p. 93

Futuring/Vision - Backcasting

VISION desired future state; a collective view that lets go of preconceived notions about the organization and allows for creative and strategic thinking about what the future could be like for your institution; describes the successful accomplishment of the mission in a transcendent way that captures the imagination and inspires the commitment of all.

Exercise - Vision The gap analysis points the way to an institution’s vision. Based on the gaps you identified in the previous exercise, write a vision for WC. Specifically answer the question- What can WC become? • 15 minutes to complete task • 10 minutes to report and discuss

Futuring Example

QUESTIONS?

Business cards exercise

EXERCISE - STRATEGIC ISSUES Based on both the gap analysis and the vision, identify the strategic issues that need to be addressed so that Walnut College can achieve its vision? Time 15 minutes to complete tasks 10 minutes to report and discuss

Reflection and Planning The strategic planning team reflects on the institution’s possibilities and postulates strategies that will enable their achievement. Norris & Poulton 2008

Quotes on Reflection from the Art of Focused Conversation Quotes on Reflection From: R. Brian Stanfield ed: The Art of Focused Conversation, New Society Publishers, Gabriola Island, Canada, 2000.

“We never have enough time. Every organization we visit always talks about time as if it’s the victorious enemy. We keep going and going and going, like the Eveready Energizer Bunny. We need to create the space to learn, examine our own assumptions, and to grow. Reflection does not have to be a huge time commitment, but it can have tremendous payback.” Belden, Hyatt and Ackley: The Learning Organization

“What we desperately need in business is reflection. Not more planning. Not more strategizing. More reflection.” John Dalla Costa: Meditations of Business

LUNCH!

Examples of Strategic Directions Increase access and opportunity Promote and measure high-quality learning programs and services Provide programs and services that enhance the economic competitiveness of the state and its regions Innovate to meet current and future educational needs MNSCU Strategic Plan 2008-2012

Development of Strategic Planning “As the planning and implementation process now rolls out across the University at the college, school, and unit level, this dialogue will guide our steps, offering fresh ideas and approaches. While this dialogue will shape our steps, our overall path and destination remain constant: to fulfill the mission of the University and to be recognized around the world as one of the great public institutions of higher education in America.” Patrick T. Harker President, University of Delaware May 2008 UD’s Path to Prominence

UNIVERSITY OF DELAWARE MISSION MISSION STATEMENT (distilled): undergraduate education graduate education scholarship and research public, professional, and community service

UD “VISION” The University will become recognized as one of the world’s great universities – the exemplar of an engaged university that cultivates learning, develops knowledge, and educates global scholars and citizens to the highest standards of achievement.

UNIVERSITY OF DELAWARE STRATEGIC PLANNING Guiding Principles: What We Value -we identified five guiding principles that represent our commitments to the world: Delaware First – Our first commitment is to be the flagship of higher education for the State of Delaware – ensuring that every Delawarean has access to a top-quality education and applying our strengths to benefit the greater Delaware community. Diversity– We will foster a robust educational environment in which all people are welcome and feel welcome – one that supports critical thinking, free inquiry, and respect for diverse views and values. Partnership – We will create innovative partnerships for economic and community development, building knowledge and promoting ideas that serve the critical needs of the state, the nation, and the world. Engagement– We will engage students, faculty, staff, and alumni in the most compelling social, cultural, artistic, and scientific challenges of our age – taking our place among the world’s leading universities. Impact– Our job is not done until our ideas, our expertise, and our students are given the opportunity to make a significant difference in the world. To succeed, we must assure that the University’s innovation and accomplishments are publicly known throughout Delaware, academia, and across the nation and the world.

UNIVERSITY OF DELAWARE STRATEGIC PLANNING Strategic Milestones: How We Will Excel A Diverse and Stimulating Undergraduate Academic Environment A Premier Research and Graduate University Excellence in Professional Education The Initiative for the Planet The Global Initiative An Engaged University

STEP II: FOCUSED KNOWLEDGE FOR INTEGRATED PLANNING PROCESSES DAY 1