Self Assessment and Institutional Review 1. Review previous and existingstrategic plan, priorities, strategic actions and outcomes, and assess performance outcomes. Vision: WSU is recognized as a student-centered university, where faculty, staff, and administrators are dedicated to promoting a culture of student success, which includes eliminating barriers, and maximizing students’ academic, emotional, and social growth and development as they reach their educational goals. Part of Strategic Planning Kit For Dummies Cheat Sheet . Introduction. ), Complete requirements for HLC 2016 follow-up report and choose an HLC Quality Initiative project, Maintain relevant memberships in national and international organizations, Monitor enrollment trends and demographics to address the needs of future students, Build on the current first-year experience at WSU by creating a more comprehensive early warning system and investing in a sophomore year experience, Maximize integration of admissions, financial aid, residence life, orientation, and registration systems to create a seamless “point-of-entry” experience for incoming first-year, transfer and graduate students, regardless of location or delivery mode, Increase available scholarship opportunities for both incoming and continuing students, Design and deliver student support services that overcome barriers of time, place, and tradition, Seek collaboration among all the WSU stakeholders for student recruitment and community building, Provide increased support programs and services for diverse populations of students, such as post-traditional students, underrepresented minority students, extended-campus students, international students, low-income students, first- generation students, and students dealing with physical/mental/chemical-health issues, Engage WSU faculty more in retention efforts by creating opportunities for increased student-faculty interaction and providing more and improved advisor training for faculty advisors, Establish and communicate clear pathways to graduation for students and other more robust advising and planning tools, Promote and support a culture of high-quality advising that includes academic and career planning, Continue and expand partnerships and collaboration within the campus community, Explore the role of wellness in the development of curriculum and programs, Expand and encourage student participation in extracurricular activities that enhance student engagement, Establish a structure to ensure that WSU continually works to understand and meet the broader scope of its sustainability responsibilities (This may include developing investment strategies, purchase agreements, and facility guidelines that result in the use of cleaner energy sources and energy conservation; creating a Department of Sustainability Studies; and establishing a Sustainability Coordinator position. 2. Box 5838 | 175 West Mark Street | Winona, MN 55987 | 507.457.5000 | 1.800.342.5978, Winona State University is an equal opportunity employer and educator | Title IX & Sexual Violence Resources | Privacy | Contact Us, Diversity Mapping, Campus Climate Survey, Inclusive Excellence Committee, AVP for Inclusion/Diversity, 1A.1, 1A.2, 1A.3, 1A.4, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 1A.3, 1A.5, 1A.6, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 1A.4, 1A.5, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3, 2A.1, 2A.2, 2A.3,2A.4, 2A.5, 2A.6,2B.1, 2B.2, 2B.3, 2B.4, 2C.1, 2C.2, 2C.3, 2A.1, 2A.4,2A.5, 2A.6, 2B.1, 2B.3, 2B.4, 2C.1. Thus, the group sought to develop themes that could achieve broad buy-in by many campus focus areas. He characterized the data as falling under five general headings (The 5 P’s) that have since emerged as our guiding values: People, Programs, Price, Place, and Pride. This final report on Taking Our Place: University of Manitoba Strategic Plan 2015 â 2020 summarizes the progress made on achieving the goals and priorities set out in the original plan.It provides a broad overview of the major highlights and insights into the many ways in which UM as a whole has worked together to advance our collective priorities. 2. In the Fall of 2013, the President met with the Cabinet to discuss the various reports on the Winona State University has two primary locations, one is that is a more traditional, residential, destination campus, located in Winona and another located in Rochester, Minnesota serving a regional rural, urban, and post-traditional adult-learner population. Some planning was already underway, while other plans had just begun in 2014. Strategic planning for WSU-W and WSU-R required the participation of the entire WSU community. Choosing Promise - Adopted 2019. Queen's University Strategic Framework: March 2014 (PDF 500 KB). Fall 2020: Strategic Enrollment Plan revised and approved. The strategic framework is translated into a University-wide balanced scorecard using the Kaplan and Norton traditional balanced scorecard framework. In 2016, Princeton Universityâs Board of Trustees adopted a strategic planning framework (.pdf) to guide the Universityâs ongoing efforts to enhance Princetonâs core commitments to excellence in teaching and research and to such bedrock principles as affordability, diversity, inclusivity, and service. These Master Plans include specifics on how the planning aligns with WSU Strategic Themes Framework and specifically address aspect of the Framework and how each items will be accomplished to achieve the higher level goals of the Themes. The Mission of the university will be reviewed as the planning evolves during the 2015-2016 academic year. The Long-Range Planning Committee charge is: Review and proposal major long-term projects and programs related to facilities and programs at WSU and make recommendations through WSU's shared governance process on the future direction of the university. Yet going forward, the health, vitality, and relevance of Winona State University in both campus locations requires us to evolve into new levels of excellence and dedication as we educate and prepare learners for a world not yet imagined. Strategic Plan Framework and Template Prepared for Southern University and A&M College March 2014 It works like this: The divisionâs priorities and projects are driven by Framework elements--our guiding principles, key performance indicators and key activities. The Universityâs strategic and subsidiary plans â¦ Instructional technologies and technology innovations are infused within the themes. WSU strives to be a culturally competent and pluralistic institution. It was approved by the University Council in December 2014. Theme I: Student Learning (programs and people), Theme II: Student Success (people, programs, price), Theme III: Stewards of Place and Resources (place, programs, price, pride), Theme IV: Inclusive Excellence (people, price, programs), Theme V: Relationships (people, place, pride, programs), Theme III: Stewards of A strategy map is a visual tool designed to clearly communicate a strategic plan and â¦ To further illustrate the relationship between the Chancellor’s categories, WSU Strategic Themes, and the specifics within each Theme, see Figure 2. Level 3 Planning provides workplans and strategies to implement and assess the goals and objectives in specific plans to meet the larger university Theme goals. At the framework’s core are four interconnected strategic drivers: the student learning experience; research prominence; financial sustainability; and internationalization. New plan implemented from 2020-2025. Not to oversimplify the strategic planning process, but by placing all the parts of a plan into the following three areas, you can clearly see how the pieces of your plan fit together: Planning for WSU's future directions must be based upon data and implemented through data-informed decision-making. ... the plan is a culmination of a robust strategic planning process and draws on an extensive analysis of AUâs current strengths, opportunities, ... As a research university on the rise, scholarship is central to AUâs future. Strategic Plan Launch . Be the partner of choice to meet Minnesota’s workforce and community needs. Strategic Planning Framework. PROMOTE SUSTAINABLE FUTURES A Strategic Framework for the University of Victoria 2018-2023 | 7 Ensure access to an extraordinary education for all Minnesotans. Strategy has numerous definitions, and those people who work on strategy in other settings like health care or the corporate sector often disagree on its meaning. VP of Enrollment Management & Student Life, VP of Enrollment & Student Life and VP of Academic Affairs. UCT Strategic Planning Framework. The Strategic Framework is a capstone to strategic planning at Queenâs. 1.19.10 . Goal: Enhance a culture of learning and stewardship of resources at Winona State University, and prepare students to become responsible citizens and community members. Home > Explore UCT > Strategic Planning Framework . The five themes listed below emerged during this planning process and WSU's Strategic Planning and Strategic Directions for 2015-2020 is laid out below. Goal: Create and sustain a coordinated and rigorous set of learning experiences inside and outside the classroom in order to prepare students for their post-graduate life. Be the partner of choice to meet Minnesota’s workforce and community needs. âThink of models as a way of ideating strategy. Its overarching goal of the strategic framework is to strengthen Queenâs vision as Canadaâs quintessential balanced academy, ensuring we remain a university recognized equally for its research excellence and its transformative student learning experience. Fall 2019: Diversity Plan reviewed and approved. The Monash Strategic Plan is currently under development and the planning framework will need to be reviewed upon its release. Strategic Planning Framework. It states the universityâs mission, vision and values. A strategic plan serves as an organizationâs roadmap that guides it in effectively achieving its vision. During the âfoundationalâ 2015â2016 academic year, Fordham accomplished the following objectives: 1. University Plans. Hanover provides a template with which SUBR can create a strategic plan suited to the needs and aspirations of the institution and its stakeholders. Verbatim Hopes and Dreams comments submitted in AY2013, Analysis conducted by students in the Education Leadership course EL614, Group initiatives submitted between November 2013 and Jan 2014. 2. Fall 2019: Revised and expanded Academic Plan to be approved. It positions and inspires us to apply our commitment to excellence in research and creative activity, teaching, service and engagement to serve â¦ Goal: Strengthen internal and external relationships by promoting an environment that enriches WSU, Winona and Rochester community constituents. Member of the U15 Group of Canadian Research Universities, Active Learning: Internships, Field Studies, Isabel Bader Centre for the Performing Arts, Programs for Elementary & High School Students, Queen's University Strategic Framework: March 2014, Principal's Symposium: Imagining our Digital Future, traditional Anishinaabe and Haudenosaunee Territory. February 2019: President Christopher L. Eisgruber has posted a president's letter: The State of the Universityâ¦ 5. Level 2 Planning includes all planning across the university: academic, athletics, facilities, enrollment, student life, technology, library, foundation, etc. Recent Updates. The framework is a major milestone in a strategic planning process that has been organized around a set of key questions about challenges and opportunities facing the University. Figure 1 provides the Themes and the specifics under each Theme. Engaged the full University community in crafting the Framework, reviewing its structure, conteâ¦ [A model is] a template: You use it at the beginning of the planning process. This strategic framework serves as a capstone to a number of years of strategic planning at Queenâs and its purpose is to help the university achieve its vision. Planning must be based on more than opinions, perceptions, or reactions to outside potential challenges and opportunities. Ph.D., a visionary leader who created the necessary framework and guiding principles for this important process and related work to occur in a supportive community and accepting environment. The University of Victoria will be a global leader in environmental, social and institutional sustainability through our research, academic programs, campus operations, and the impact and influence of our students, faculty, staff and alumni. Feedback from the campus communities at every step in our processes is an essential component that informs and shapes our new directions. 1.19.10 Planning Framework 1 University Strategic Plan (2010-2020) Planning Framework . ), Identify and fund a sustainability flagship project that would become symbolic of the vision (e.g., wind turbine, adoption of an alternative fuel source, establishment of an environmental education center), Pursue closer collaboration with local and regional groups to promote sustainable practices, VP of Finance, Director of Sustainability, Other signature learning centers (such as Education Village and STEM Village), Extended campuses (such as Austin and La Crescent), Innovative programs that enhance the concept of the “outdoor university” (such as the Cal Fremling Interpretive Center and Classroom, Winona State Arboretum, Outdoor Education and Recreation Center and other natural learning environments), Increase equity in access, opportunity, and success for underrepresented students (particularly racial/ethnic minorities, first generation, low-income, veterans, post-traditional, GLBTQ, and students with disabilities) by strengthening strategic partnerships and community relationships, Increase and improve programmatic efforts in academic and non-academic areas to develop cultural competency and global awareness among students and employees, Strengthen the efforts to recruit and retain diverse employees in all areas, Develop greater awareness and understanding of the priorities and needs of all learners by sharing institutional knowledge about learner characteristics and by gaining insights from practices and research available inside and outside of the university. Prepared a Strategic Framework setting high-level University priorities and goals and articulated principles to guide local strategic planning by each of the Universityâs schools and major administrative units. Hopes and Dreams data. The purpose of the scans was to prioritize key opportunities and threats to be addressed through the design and implementation of the plan. 2. (e.g., transcript notation, research project awards, certificate programs), Establish ways to facilitate, track, monitor, and recognize community engagement in employee activities, including assessment and measurement of the impact of institutional and community engagement, Strengthen the relationship between academic programs/departments and University Advancement, Strengthen community connections with underrepresented populations. Its overarching goal of the strategic framework is to strengthen Queen’s vision as Canada’s quintessential balanced academy, ensuring we remain a university recognized equally for its research excellence and its transformative student learning experience. Too many university strategic plans are mostly outcomes or ideals (or unfunded âwish listsâ), without an articulation of strategy. The Strategic Framework 2014-2019. Responsible for reviewing Parking Appeals. May 2019: Diversity Plan revisions submitted for review in Fall 2019. Each theme has a Goal and Vision statement. The Vision and Goal statements under each Theme further define and articulate the focus of the Theme, with the understanding that there are many interconnections between and among Themes and intended outcomes. By providing strategic direction, Beyond Boundaries will guide Marquette, along with the campus master plan, enrollment plan, academic planning and an upcoming comprehensive campaign. Strategic Plan Framework. The main campus is located in southeastern Minnesota in the Mississippi River bluff “driftless” country and shares its campus grounds with the island community of Winona, Minnesota. The University is likely to experience budgetary constraints during the effective years in which any strategic plan is implemented. Approvalof Academic Planning Framework Integrated Strategic Planning Steering Committee (Chaired by VPA with membership being representative of the University Community). The University of Cape Townâs Strategic Planning Framework 2016â2020 Preamble The 2016â2020 Strategic Planning Framework has been developed against the backdrop of widespread social action on campuses throughout the country. All of the themes identified span University functional areas (e.g., ITS) and Divisions (e.g., Finance, Academic Affairs, Athletics, Student Life and Development). The Monash Planning Framework outlines our intentions for the future of the University â and includes strategic, academic and international plans. The mission of Winona State University is to enhance the intellectual, social, cultural and economic vitality of the people and communities we serve. University Strategic Plan. The themes and key ideas were essentially "written" by the entire campus community and form the core of WSU’s Strategic Planning. Planning Framework. As the Winona State University community faces the future, we recognize the traditions and successes of the past. Framework. Vision: WSU offers the most innovative and highest-quality programs that serve our students and our communities. The Finance and Facilities Committee charge is: Advise on policies for resource allocation within the university. The University of Notre Dameâs strategic plan, âA Legacy Expanded,â builds on the Universityâs five goals as outlined by Rev. Chancellorâs Senior Leadership Team 3. The University's activities are guided by the University Strategy 2017-2021 which was approved by Council in December 2016. Northwestern's Strategic Plan, NorthWEstern WILL, has since 2011 provided a framework in which to define our shared goals.It builds on our many strengths and focuses our energies and resources on the most pressing issues that we are distinctively positioned to address. Founded in 1858, Winona State University in Winona (WSU-W) was the first normal school west of the Mississippi River. Figure 2: Cross-Walk Minnesota State System-Level Expectations, WSU Strategic Themes: Aligned Yet Separate. Based on the parameters established by the MnSU Chancellor, university strategic planning must align under three broad categories: These five strategic directions themes embody the collective thinking of the entire university community. On behalf of the Task Force, we thank you for serving as dynamic partners in the development of Radford Universityâs 2018-2023 strategic plan. Developed by Principal Daniel Woolf, Provost Alan Harrison and the Board of Trustees, the Framework outlines a multi-year strategy and a set of metrics and milestones through which the university’s progress can be evaluated. PO Box 5838 Fall 2021: Technology Plan reviewed and approved. Delivering an integrated planning framework for the University, ensuring alignment of the strategic plan and subsidiary plans. 5P Planning Priorities outlined by President Olson in August 2013. It is with Further analyses of these data were conducted by WSU students and compiled in a report to the campus community [see Hopes and Dreams Report (PDF)]. By Erica Olsen . Fall 2018: Diversity Plan revisions begin. The theme development process considered: 2. Based on the Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3). New plan implemented from 2020-2025. Winona State University The themes framework reflects the collective wisdom, ideas, hopes, and dreams for the future of Winona State. 3. Coronavirus: Find up-to-date information on COVID-19. The group sought to identify themes that were cross functional and could relate to multiple campus focus areas including: 3. Vision: WSU is recognized as an engaged university where community and university members work in respectful collaboration to address campus and community identified needs, to deepen students’ civic and academic learning, to enhance community well-being, and to enrich the scholarship of WSU. The group sought to identify overarching themes as a means of organizing campus input on Hopes and Dreams, visioning the future, and initiatives. The new plan, called âChoosing Promise,â articulates the universityâs strategic direction and will serve as its roadmap through 2024. New plan implemented from 2021-2024. The Strategic Direction planning process has spanned three academic years to date. Annual progress reports on the Queen's University Strategic Framework will be shared with the Board of Trustees, the Senate and the Queen’s community. I am pleased to share the strategic directions for the Ohio State University Libraries: our collective purpose, aligned with the teaching, research, and engagement priorities set out in the universityâs strategic plan â Time and Change â and designed to drive a new agile operating framework and participatory management structure. Winona MN, 55987, The oldest member of the colleges and universities of Minnesota State, Winona State University | P.O. Goal: Increase diversity in the university community and embrace a culture of inclusive excellence. A fourth component, including the Our Values statement and the University Student Learning Goals, provides general principles and characteristics that underly strategic and tactical planning. Its structure is based on the foundations laid by the Academic Plan and the Strategic Research Plan, which were both approved by the Senate in the 2011-12 academic year, as well as other planning initiatives that were ongoing at the time, such as a plan for internationalization and the renewal of the Campus Master Plan. Established a Continuous Strategic Planning Committee (CUSP) to guide new planning initiatives. The group sought to establish a consistent format to present the themes and developed: 6. Deliver to students, employers, communities and taxpayers the highest value, most affordable option. UCT will inspire creativity through outstanding achievements in discovery and innovation. Resources (place, programs, price, pride), Specific initiatives for WSU determined by WSU campus processes and workgroups, Strategy 1: Establish clear pathways for students that lead to increased retention and completion, Strategy 2: Expand innovative use of technology, Strategy 3: Close the opportunity gap and increase equity across our colleges and universities, Strategy 1: Work together under new models to be the preferred provider of comprehensive workplace solutions through programs and services that build employee skills and solve problems for business across the state, Strategy 2: Broaden students’ opportunities to earn credit for prior learning by developing a certification process to award transferable competency-based credit, Strategy 1: Deliver to students the most affordable option to an extraordinary education, Strategy 2: Redesign our financial and administrative models to reward collaboration, drive efficiencies and strengthen our ability to provide access to an extraordinary education for all Minnesotans. It does this by identifying four strategic drivers as the priorities that will guide our decision making over the next five years, to 2019. An overview of the Universityâs planning framework. About. Long-Range Planning led the work on the Strategic Framework, ImPAACT will work on indicators and measures of success, and the Finance Committee assures that we have the resources to fulfill the gals of the plans. 1. Based on two years of data gathering and consultation, the Themes reflect the direction and will of the WSU community. Level 1 Strategic Directions Framework Fall 2019: Begin process of revising and updating the Strategic Enrollment Plan. The University of Victoriaâs new Strategic Framework 2018-2023 articulates our shared understanding of our vision, values and priorities. Our students, faculty, staff, and administrators know our mission as: “A Community of Learners Improving Our World.”. We prepare our graduates to serve generously, lead responsibly and respond imaginatively and creatively to the challenges of their work, their lives and their communities. In Fall 2012, President Olson launched his “Hopes and Dreams” sessions to gather ideas, proposals, and perceptions of the future of Winona State under his leadership. 3. Faculty Asseâ¦ Planning and Budgeting Committee Members 5. Identify and empower diversity champions. University Strategic Planning: A Process for Change in a Principal Preparation Program This manuscript has been peer-reviewed, accepted, and endorsed by the National Council of Professors of Educational Administration (NCPEA) as a significant contribution to the scholarship and practice of school Deliver to students, employers, communities and taxpayers the highest value, most affordable option. Goal: Enhance the student experience while evolving to meet the needs of future students by providing comprehensive support programs and services so that students can successfully meet their goals. Winona State University-Rochester (WSU-R) is located in the state’s third-largest metropolitan area, noted for its concentration of healthcare, technology, and educational institutions and serves a large population of rural, urban, and post-traditional students that provides a unique “laboratory” for many of our distinctive community engagement programs. Assess and improve search processes and remove barriers to the recruitment of quality employees, Improve access to professional development opportunities among all employees, Promote lifetime personal well-being of all employees through active and engaged participation in the WSU “Seven Dimensions of Wellness” (intellectual, physical, occupational, social, environmental, emotional, and spiritual), Strengthen alumni/ae and donor connections to and pride in WSU, Explore career counseling for life, increase outreach programs for p-12 students and families, and increase camp offerings and participation, Expand and enhance academic and co-curricular programs to support regional industry and community needs (Foster strategic and mutually beneficial partnerships that leverage strengths and build capacity through consultation and collaboration with our Winona, Rochester and Southeast Minnesota communities), Establish ways to track, monitor, and recognize student community engagement. Board of Trustees 2. On September 12, 2019, President Thomas LeBlanc discussed the framework for the strategic planning process with the university community and announced the formation of four committees to guide the strategic planning process. We offer undergraduate programs based on the traditions and values of the arts and sciences and an array of graduate and professional programs that are especially responsive to the needs of the Upper Midwest. The constituents consulted span all five campuses and include: 1. NMSU LEADS 2025 is the universityâs strategic plan. Year Three Implementation Report: January 2018 (PDF 800 KB), Year Two Implementation Report: February 2017 (PDF 284 KB), Year One Implementation Report: November 2015 (PDF 325 KB). You are here: American University. Strategic direction informed by DFA Framework for Success The DFA entered the final phase of our Framework for Success implementation in 2019, and it has begun to inform the divisionâs strategic direction.. We asked the campus communities to reflect on these areas and consider some questions under each heading [(see Call for Initiatives (PDF)] and asked for initiatives that would further clarify and begin to operationalize our Hopes and Dreams data. In 2017, WSU-Rochester will celebrate its 100th anniversary serving the community of Rochester, Minnesota and its continuing partnership with what is now Rochester Community and Technical College (RCTC). Vision: WSU community members are wise stewards of our resources who make decisions that allow future Warriors to carry on this tradition. [Call for Initiatives (PDF)]. The Strategic Directions Themes were developed by a small work group, made up of members of the Long Range Planning and the Improvement, Accreditation and Assessment committees, with several objectives in mind: 1.
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