Strategic Planning Committee
2000-2001 Year-End Report
The academic year 2000-2001 found us in the plan correction and renewal phase and beginning the next cycle in strategic planning.
The goals for 2000-2001were:
- Identification of key performance indicators (university-wide) based on data deemed important/critical to the success of this organization
- Integration of the various plans into a single strategic plan
Below is a discussion of progress on each goal
Identification of key performance indicators (university-wide) based on data deemed important/critical to the success of this organization.
These performance indicators for each of the theme areas were identified, defined and how they would be measured.Using these indicators, we will be able to monitor progress toward our goals as an institution. These indicators use both qualitative and quantitative data to measure our success. The committee felt strongly that quantitative data alone is not sufficient to assess how we are doing in areas such as alumni satisfaction. The nature of quality in an educational institution engendered by this effort was avidly debated, and quality models such as Baldridge and AQIP were used as examples of how indicators could be used. The timing of the project to create performance indicators was timely, because the new Chancellor has stated in his work plan as Goal 1-6 to:
"Establish a culture that fosters continuous improvement (ongoing) Product: A continuous improvement plan for the MnSCU System utilizing practices built upon Baldrige criteria and core values."
It was the recommendation of the committee that a model, perhaps of our own creation or AQIP , that uses both qualitative and quantitative data to measure our success be used in preference to the Baldridge model which relies exclusively on quantitative data.
Integration of the various plans into a single strategic plan
While the committee did much of the work on integration of plans, some work remains for the fall of 2001. The committee felt that the plan would be more successfully focused following the completion of the internal environment scan and revision of the institutions vision and mission. To that end, a survey was conducted of students, faculty and staff during Spring semester 2001 (see results) and a summer task force was convened which held two day long retreats to review the data, revisit our core values and revise the vision and mission statements. Mission and Vision are defined in the MNSCU board Policy 3.24.1 as:
Mission : A mission statement answers the following questions:
- Who is to be served?
- What are our outcomes?
- Why do we exist?
Vision: A vision statement answers the following questions:
- What will the ideal future look like for the institution?
- What will be the primary products or services and which ones are particularly new?
- What is likely to be different about the institution and its environment five years from now?
- What is distinctive or unique about the institution? and
- How will the enterprise operate?
The following represents the results of those efforts:
- Excellence in teaching and learning
- Commitment to intellectual and creative vitality
- Fostering and nurturing relationships
- Appreciation of diversity that promotes social justice
St. Cloud State University excels in teaching, learning and service to Minnesota and the world by balancing a liberal arts foundation with career-focused instruction in a collaborative educational environment.
St. Cloud State University will be a leader in learner-centered scholarship and career preparation using advanced technologies to educate students for life in a global community.
A series of campus conversations was conducted during the Fall semester to obtain feedback from students, faculty and staff. In addition, Stakeholders provided input via a web page, or e-mail to the Strategic Planning communication committee. The mission and vision was reviewed and revised on the basis of this input before submission to the President who will submit it to MnSCU as the campus recommendation. The MnSCU board will review the mission and vision with the following criteria:
- How its mission and vision respond to the definitions above.
- The extent to which the institution will meet expectations of law, how it relates to other institutions of higher education, and how its mission, vision and purposes support fulfillment of the system mission and vision.
- Its purposes and the array of awards it offers.
- Ample consultation with faculty, students, employers and other essential stakeholders.
As the mission and vision efforts draw near completion, the strategic planning committee can return to the efforts of integrating the plans. This will be done through a process of reviewing each unit plan for cross-unit alignment and alignment with the institution’s mission, vision, values and the five planning themes . (Academic Distinction, Service Community, Cultural Diversity and Social Justice, Information Technology, University-External Relations). Strategic level goals and strategies will then be integrated to create the final document. This document is expected to be complete during spring semester, 2002.
Create a data collection cycle based on what should be collected to accomplish/measure our performance and identify baseline/comparison data
In order to improve our ability to assess stakeholder needs and internal and external environmental forces, plan strategies to respond to those pressures, implement and make corrections in a timely manner, a three year planning cycle has been recommended.
Phase 1 Spring 2001 - Spring 2002
Phase 2 Summer 2001 - Fall 2001
Phase 3 Fall 2002 (repeated Fall 2005, etc.)
Phase 4 Spring 2003
Phase 5 Fall 2003 (repeated Fall 2006, etc.)
Phase 6 Spring 2004 (repeated Spring 2007)
Completion of this timeline will require that the university examine structures and systems necessary to support planning, implementation and assessment. The strategic planning committee believes this may include:
- Methods of communicating challenges and successes to all stakeholders.
- A venue to hold units accountable for their plans
- A format/venue for goals to be revised as deemed appropriate by the units,
- Some type of plan monitoring system available to all internal stakeholders,
- A method to assess that the allocation of resources is in accordance with planned priorities
- Resources to accomplish the goals.
Goals for the 2001-2002 Academic Year
Recommendations for several of the items listed above should be expected during the 2001-2002 academic year. In addition, the committee will complete the following:
Complete the revision of the vision and mission.
Complete the strategic plan writing process. This includes:
Examining unit plans for consistency with vision/mission/values and cross unit alignment
Examining college plans for consistency with vision/mission/values and cross unit alignment and making recommendation
- Create a communication plan so we can share with all internal and external stakeholders our vision, priorities and strategies.
Conduct an external environment scan.
Recommend necessary infrastructure(s) to move planning forward on this campus.
Accomplishments 1996 to Date
- Environmental scans completed: external and internal
- Identification of core values
- Identification of five planning themes:
- Academic Distinction
- Cultural Diversity and Social Justice
- Service Community
- External Relations
- Initial planning and implementation. Noteworthy results:
- Enhanced technological capability and availability of resources
- National recognition of COE technology use by NCATE
- Completion of new library
- Advising center organization, implementation
- Physical plant improvements included:
- international garden
- continuation of Beaver Island Trail
- Enhanced diversity in administration and staff
- New home (and name) for Ethnic Studies
- New home for Entrepreneurial Center
- Enhanced technological capability and availability of resources
- Scan of Internal Values
- Revision of Vision, Mission and Values
- Identification of Key Performance Indicators
- Recommendation for data collection cycle
- Creation of Communication Plan
- COB strategic initiatives:
- Metro area location for MBA program
- New name and funding for the college: Herberger College of Business