These data were gathered, digitized, and studied [see Preliminary Concept Categories (PDF)]. Over the past ten years, our research enterprise has flourished and sponsored research awards to Northwestern have doubled; faculty have garnered prestigious honors and students have been Winona State University Vision: WSU offers the most innovative and highest-quality programs that serve our students and our communities. Board of Trustees 2. Thus, the group sought to develop themes that could achieve broad buy-in by many campus focus areas. VP of Enrollment Management & Student Life, VP of Enrollment & Student Life and VP of Academic Affairs. An overview of the University’s planning framework. February 2019: President Christopher L. Eisgruber has posted a president's letter: The State of the University… 2. Planning must be based on more than opinions, perceptions, or reactions to outside potential challenges and opportunities. By providing strategic direction, Beyond Boundaries will guide Marquette, along with the campus master plan, enrollment plan, academic planning and an upcoming comprehensive campaign. The theme development process considered: 2. Council of Deans 4. Planning Framework. Part of Strategic Planning Kit For Dummies Cheat Sheet . Michigan Tech’s strategic planning framework has three major components: the Portrait, the Strategic Plan, and the annual budget. 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. Strategy Map. Founded in 1858, Winona State University in Winona (WSU-W) was the first normal school west of the Mississippi River. 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. 1. 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. The Strategic Direction planning process has spanned three academic years to date. 2A.1,2A.3, 2A.4,2A.5, 2A.6, 2B.1, 2B.2, 2B.3, 2B.4, 3A.1, 3A.2, 3A.33A.4,3A.5,3B.1, 3C.1, 3C.2, 5A.1, 5A.2, 5A.3, 5B.1, 5B.2, 5B.3, 5D.1, 5D.2, 5D.3, 5D.4. The Monash Planning Framework outlines our intentions for the future of the University – and includes strategic, academic and international plans. 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. A strategy map is a visual tool designed to clearly communicate a strategic plan and … 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. Hanover provides a template with which SUBR can create a strategic plan suited to the needs and aspirations of the institution and its stakeholders. Fall 2021: Technology Plan reviewed and approved. 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. To further illustrate the relationship between the Chancellor’s categories, WSU Strategic Themes, and the specifics within each Theme, see Figure 2. A strategic plan serves as an organization’s roadmap that guides it in effectively achieving its vision. 2020 Vision . Deliver to students, employers, communities and taxpayers the highest value, most affordable option. 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. Identify and empower diversity champions. It positions and inspires us to apply our commitment to excellence in research and creative activity, teaching, service and engagement to serve … 2. Initially, we introduced The 5 P’s (People, Programs, Price, Place, and Pride) as broad categories and planning priorities. Too many university strategic plans are mostly outcomes or ideals (or unfunded “wish lists”), without an articulation of strategy. Based on the Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3). As the Winona State University community faces the future, we recognize the traditions and successes of the past. Strategic planning for WSU-W and WSU-R required the participation of the entire WSU community. New plan implemented from 2021-2024. Fall 2019: Revised and expanded Academic Plan to be approved. University Plans. May 2019: Diversity Plan revisions submitted for review in Fall 2019. PO Box 5838 Provide professional development opportunities for underrepresented employees to compete for leadership position. Figure 2: Cross-Walk Minnesota State System-Level Expectations, WSU Strategic Themes: Aligned Yet Separate. New plan implemented from 2020-2025. Planning and Budgeting Committee Members 5. Planning for WSU's future directions must be based upon data and implemented through data-informed decision-making. Some planning was already underway, while other plans had just begun in 2014. Established a Continuous Strategic Planning Committee (CUSP) to guide new planning initiatives. 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. Recent Updates. Strategic Planning Framework. John I. Jenkins, C.S.C., in his inaugural year (2005) as president and provides focus, transparency, and accountability for Notre Dame’s activities for the next 10 years (2014-2024). Fall 2019: Diversity Plan reviewed and approved. ... the plan is a culmination of a robust strategic planning process and draws on an extensive analysis of AU’s current strengths, opportunities, ... As a research university on the rise, scholarship is central to AU’s future. 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. 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. Framework. The strategic framework is translated into a University-wide balanced scorecard using the Kaplan and Norton traditional balanced scorecard framework. Deliver to students, employers, communities and taxpayers the highest value, most affordable option. Vision: WSU community members are wise stewards of our resources who make decisions that allow future Warriors to carry on this tradition. Alignment of plans to the Strategic Directions Framework Themes includes developing the interconnections between and among the plans to serve the entire university. 1.19.10 . Strategic Plan 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. Queen's University Strategic Framework: March 2014 (PDF 500 KB). The group sought to establish a consistent format to present the themes and developed: 6. The themes framework reflects the collective wisdom, ideas, hopes, and dreams for the future of Winona State. During the “foundational” 2015–2016 academic year, Fordham accomplished the following objectives: 1. Each theme has a Goal and Vision statement. 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. Academic Programs (e.g., Colleges, OCED (now ACE), Summer School, Library, co-Curricular, International Programs), Professional development (e.g., TLT, Human Resources, on and off campus learning options, Faculty Development and other bargaining unit professional development committees), Institutional Advancement (e.g., Alumni, Foundation, Warrior Club), Athletics (e.g., Intramurals, NCAA D2 Teams, IWC, Warrior Club, co-curricular), Facilities (e.g., campus buildings, campus grounds, Facilities department, UCR, university properties), Technology (e.g., Campus technology infrastructure, IT department), Academic Support Services (e.g., Warrior Success Center, Warrior Hub, Wellness, Health and, Counseling, Inclusion and Diversity, Housing and Residence Life, Dining, International Services, co- curricular). The mission of Winona State University is to enhance the intellectual, social, cultural and economic vitality of the people and communities we serve. Strategic Plan Launch . Vision: WSU is a welcoming and inclusive university preparing culturally competent students, faculty, and staff to live, work, and become valuable contributors in a global society. Fall 2020: Strategic Enrollment Plan revised and approved. The University of Victoria’s new Strategic Framework 2018-2023 articulates our shared understanding of our vision, values and priorities. NMSU LEADS 2025. 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)]. 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. ), Foster a supportive environment for faculty and staff to promote excellence in teaching and learning, Design and deliver academic programs that overcome barriers of time, place, and tradition, Foster an environment that promotes and supports student research and creative scholarship, Develop an extended campus that delivers appropriate academic programs that address regional economic needs through strategic partnerships and resource development, Engage and explore academic and co-curricular programs to support regional and community needs, Develop a university-wide assessment plan that includes student learning outcomes, methodology, measurement, measures, and improvement processes to “close the loop”, Assess the quality of delivery modes: synchronous, asynchronous, apprentice models, online, other, Share best practices in teaching and learning, Strengthen and maintain accreditation and standing for our academic and co-curricular programs (e.g., AACSB, NCAA, CSWE, ABET, CAEP, NASM, etc. The Improvement, Accreditation, and Assessment (ImPAACT) Committee charge is: Propose, review, initiate and coordinate short-term initiatives for university improvement that are based on analysis of institutional-level data in preparation for the next accreditation, and develop assessment tool for evaluation of initiatives from the Long-Range Planning Committee. The Strategic Framework is a capstone to strategic planning at Queen’s. Winona State University has asked its Foundation Board of Trustees to assist in defining paths forward in helping the University and the community become a regional destination for areas of 1) learning and education, 2) the arts, culture, and entertainment; 3) recreation, athletics, and wellness, and 4) entrepreneurship and innovation. Ensure access to an extraordinary education for all Minnesotans. NMSU LEADS 2025 is the university’s strategic plan. Prepared a Strategic Framework setting high-level University priorities and goals and articulated principles to guide local strategic planning by each of the University’s schools and major administrative units. The University of Notre Dame’s strategic plan, “A Legacy Expanded,” builds on the University’s five goals as outlined by Rev. The Finance and Facilities Committee charge is: Advise on policies for resource allocation within the university. About. The three new committees: Long Range Planning, Finance and Facilities, and Improvement, Accreditation and Assessment, function as all-university advisory and visioning groups. 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. ScopeThe University Strategic Plan sets out a framework of priorities for the University, its divisions and departments. 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. Hopes and Dreams data. The group sought to identify themes that were cross functional and could relate to multiple campus focus areas including: 3. 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. 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. It works like this: The division’s priorities and projects are driven by Framework elements--our guiding principles, key performance indicators and key activities. It does this by identifying four strategic drivers as the priorities that will guide our decision making over the next five years, to 2019. You are here: American University. Responsible for reviewing Parking Appeals. The three committees are evolving into strong shared governance bodies that will take on more detailed responsibilities as the committees adjust their roles within the larger planning and strategic direction-setting process. It states the university’s mission, vision and values. At that time, the board and the administration committed to “conduct a 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. 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. 2. Ensure access to an extraordinary education for all Minnesotans. The Strategic Framework 2014-2019. WSU strives to be a culturally competent and pluralistic institution. 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). “Think of models as a way of ideating strategy. The Monash Strategic Plan is currently under development and the planning framework will need to be reviewed upon its release. 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 Level 1 Strategic Directions Framework 1.19.10 Planning Framework 1 University Strategic Plan (2010-2020) Planning Framework . The themes are written with the intent that existing and short-term future strategic planning will align with the strategic directions of the entire university. The University's activities are guided by the University Strategy 2017-2021 which was approved by Council in December 2016. Our students, faculty, staff, and administrators know our mission as: “A Community of Learners Improving Our World.”. The themes and key ideas were essentially "written" by the entire campus community and form the core of WSU’s Strategic Planning. 3. Each Goal has Objectives that capture the multiple details, projects, initiatives, and Hopes, and Dreams identified by the campus community. Triennial planning is undertaken as part of the University’s planning and budget process to assist with strategic analysis and decision making. Based on the 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. Our vision for UCT is to be an inclusive, engaged and research-intensive African university. Student Success (people, programs, price), Stewards of Place and Resources (place, programs, price, pride), Inclusive Excellence (people, price, programs), Relationships (people, place, pride, programs), Enhance teaching and learning by increasing opportunities for engaging and authentic experiences (This may include labs, online learning, community outreach, study abroad, interdisciplinary work, professional and career development opportunities, intergenerational learning opportunities, connection with the larger community, community partnerships, etc. Fall 2019: Begin process of revising and updating the Strategic Enrollment Plan. By Erica Olsen . 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. Coronavirus: Find up-to-date information on COVID-19. (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. It was approved by the University Council in December 2014. All of the themes identified span University functional areas (e.g., ITS) and Divisions (e.g., Finance, Academic Affairs, Athletics, Student Life and Development). 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. 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. 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. 4. The University of Cape Town’s Strategic Planning Framework 2016–2020 Preamble The 2016–2020 Strategic Planning Framework has been developed against the backdrop of widespread social action on campuses throughout the country. 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. It is with Be the partner of choice to meet Minnesota’s workforce and community needs. The constituents consulted span all five campuses and include: 1. Based on two years of data gathering and consultation, the Themes reflect the direction and will of the WSU community. In 2016, Princeton University’s Board of Trustees adopted a strategic planning framework (.pdf) to guide the University’s ongoing efforts to enhance Princeton’s core commitments to excellence in teaching and research and to such bedrock principles as affordability, diversity, inclusivity, and service.
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