Core Component 1C:
Understanding of and support for
the mission pervade the organization.
As noted previously, the priorities communicated through the St. Cloud
State University mission documents were conceived through an inclusive
process. The involvement of campus-wide representation in setting strategic
planning themes and creating the mission and vision statements led to widespread
support for the elements of the mission documents. Initiatives that address
institutional priorities, including enhancing academic excellence, expanding
scholarly activity, increasing student success, enhancing collaborative
external relationships, and fostering a welcoming campus environment for
all students and employees are generally supported.
Mission-driven Strategic Decisions
In addition to the previously mentioned CARE initiative, the following are examples of other significant initiatives that have resulted from the institution's commitment to its mission and strategic plan. Although the list is not exhaustive, it illustrates how the institution is working to "live its mission" and how the mission documents pervade the decision-making of the institution.
General Education Curriculum Review: A component of the Academic Distinction theme is to continually improve the quality of the General Education curriculum through program review and assessment. Discussions between the Strategic Planning Committee and the General Education Committee about this objective led to the call for a revision (MS Word Document) of the general education curriculum. Campus-wide consultation around the revision is occurring. (See also Core Component 4B)
Global Initiative: Citing the university's leadership role in preparing its students for life in a global community, the university has begun taking steps to expand its position as a global university. Increasingly all students are encouraged to complete an international study experience, either through one of St. Cloud State University's semester-long study abroad programs or through one of the many short-term study abroad programs offered each year through specific academic programs. St. Cloud State University is ranked 19th in the nation (for regional comprehensives) for the number of international students attending the institution and ninth in the nation for the number of domestic students studying abroad. We are the only university in the top 20 nationally for both categories.
Division of Undergraduate Studies: Significant human and financial resources were directed toward achieving goals around the Service Community theme with the creation of a Division of Undergraduate Studies and the First Year Experience Program for new entering freshmen. The expansion of the Advising Center and the increased support for the Division of General Studies, which serves students who do not meet our admission standards, were initiatives that were recently completed. In Spring 2006, two key planning committees were created to further the achievement of the university's Service Community theme. The first created a five-year Student Success Plan (PDF) that specifically addressed the improvement of programs and services to increase student retention and graduation. The second created a plan for the development of a University College to improve support services for all students, with special attention paid to at-risk student populations. The purpose of these initiatives is to increase support and better coordinate services for our students as measured through increasing rates of retention, graduation, and student satisfaction.
Applied Doctorate: The Minnesota State Legislature now allows MnSCU institutions to confer applied doctorate degrees. St. Cloud State University has designed and developed an Ed.D. in higher education administration, slated to begin fall 2007 if approved by the Chancellor's Office and HLC. Applied doctoral programs are an extension of the university's commitment to its mission.
University Community Relations: One of the major goals of this theme is to receive adequate and increasing support from the university's external community. To achieve this goal, we committed significant financial and human resources toward the implementation of a distributed fundraising model in the University Advancement unit. College-based fundraising positions have been created and the positions were filled this year. Funds have also been allocated to support the planning of St. Cloud State University's next major fundraising campaign.
Technology: In 2002, the university developed the following
strategic goal related to technology: St. Cloud State University will provide
appropriate technologies and resources that support teaching, learning,
service, and access. This strategic goal is clearly aligned with the Technology
Master Plan and includes measurable objectives. St. Cloud State University's
technology investments are based on the work of the Teaching and Learning
Technology Roundtable (TLTR), which is in alignment with the Technology
theme of the university's Strategic
Plan.
Linking Planning and Budgeting
We have made great strides in providing a more purposeful link between the institution's mission documents and its budget priorities. For the 2005 and 2006 budget allocation processes, departments making budget requests were required to demonstrate how their requests were aligned with the mission documents of the university. Final strategic investment reports were prepared for 2006 and 2007 that detailed budget allocations based on strategic themes. The documents were shared with the campus community through formal consultation processes and through the university's electronic listserv. They were also made available through the budget website. (See FY 06 and 07 Budget Plan (PDF).)
This year St. Cloud State University created a campus-wide Budget Advisory Group in an effort to engage the campus in a broader and more transparent discussion about budget decisions. The university is intent on revising its budgeting process to move away from the incremental budgeting process that has guided budget decisions in the past to a data-driven model that includes performance and initiative funding to more closely link its strategic planning priorities to the budget. The Budget Advisory Group will spend this year investigating alternative budget models and tuition structures and make recommendations to the President. The goal is to develop a budget process that clearly links the priorities of the institution with the allocation of available human and financial resources.
Presently the MnSCU allocation process for state appropriation is driven by enrollment, program cost, space on campus, economies of scale, and historic funding levels. The allocated funds are then distributed at the discretion of the institution according to its planning and budgeting priorities.
The capital budget process for the university is on a six-year plan that is reviewed biennially for submission to the Office of the Chancellor and in turn the Governor and Legislature for the even-numbered year session. The requests are based on the Facilities Master Plan which is supportive of the university's Strategic Plan. The university has been successful in this process and has high quality facilities and anticipates ongoing continuous improvement.
Mission Statements of Major Campus Units
Academic Affairs: The university's mission statement serves as the mission statement for the Academic Affairs unit. An analysis completed by staff in the Office of the Provost indicates that all colleges and most academic departments have published mission statements that are supportive of the university's mission documents [report available in Resource Room]. The degree development process requires all new programs to articulate alignment with the university's mission [copy of documents in Resource Room], and programs that have national accreditations are required to provide evidence that program missions align with the university's mission.
Student Life and Development: The Student Life and Development (SLD) Unit updated its mission statement and vision statement in 2006. Concurrently, the division adopted seven core values to guide their work with students and others. In the fall of 2006, a series of community forums, meetings, and retreats were held to develop a three-year strategic action plan that is consistent with the university's mission statement and Strategic Plan.
Administrative Affairs: Each office within Administrative Affairs prepares an annual report outlining future issues and goals and describes how those goals support St. Cloud State University's mission and goals [copy in Resource Room].
University Advancement: The St. Cloud State University Foundation completed a strategic planning process in 2006. The unit's documents support the mission and goals of the university by concentrating fundraising efforts on university priorities, particularly around academic excellence and student success [copy in Resource Room].
Evaluation of Core Component 1C
Understanding of and support for the mission pervade St. Cloud State University. The mission documents are the basis for all planning activities, and significant effort has been made to link budget expenditures with institutional priorities.
Strengths: The understanding and support for the university's mission documents has continued to grow. The strategic planning process has been ongoing and reinvigorated in the last few years. There is support for the use of those documents, in particular the strategic plan, to be used as the basis for institutional decisions.
Initiatives in Progress: The budget revision process, including the Budget Advisory Committee and the exploration of alternative budget models, that is currently under development has garnered widespread support from the Faculty Association and other bargaining units on campus. It has the potential to clearly link the university's resource allocation to its strategic priorities. One area that will need to be addressed is how emerging programs and activities will be formally addressed in the budget process.
Future Challenges: Successful planning and data-driven decision-making efforts hinge on the availability of accurate and useful data. The institution must continue to improve and refine access and quality of data used in making decisions.
