Wisconsin Dells September 20-21, 2011 Council for Strategic Change Action Team Summit Wisconsin Dells September 20-21, 2011

Summit Outcomes Focus the work of each team Connect the work of all teams Refine logic models Produce work plans Draft indicators and measurements

Our Journey: Where have we been? Steve Fall 2006: Establishment of Strategic Planning Steering Committee Summer 2007: Values Design Team Fall 2007: Situation Analysis – Focus groups, Key Informant Interviews (Internal/External) 2008: Vision Design Team, Issue ID Reactor group, Strategy Development Summit January, 2009: Release of Strategic Plan Recommendations Spring/Summer 2009: Implementation Design Team Fall 2009: Council for Strategic Change Winter/Spring 09-10: Purpose, Vision, Values and Strategic Directions Finalized Summer 2010: Comprehensive Budget Planning Focus Groups Fall 2010: Connections and Engagement Conference – All Colleagues provide input and focus for action teams Spring 2011: Identification of four Action Teams That brings us to today….

Where are we now? Hedgehog: Transformational Education Responsibility-based Culture Multicultural Awareness Program Organizational Strategic Planning Rick: Strategic Directions Guide for making strategic choices Builds off of foundational work we have done over the last several years (Inspired by Kathleen Haas) Community Partner Advisory Groups Resource Advocacy Network

Strategic Directions Building Awareness about Our Community-based Research, Education, and Outreach Scholarship Niche Aligning Values, Operations, and Programming Gaining Resource Engine Momentum Structuring Ourselves for Success

Purpose, Vision, Values, Strategic Directions Action Teams Structuring Ourselves for Success: Administrative Resources – Technology Information Systems Staffing – County and Campus Inclusive Excellence Political Effectiveness – Awareness Building Community Based Research, Education and Outreach Scholarship IEAT, PEABAT, SAT build on the foundation of our Strategic Directions ARTIST: How can we best align our resources to achieve our PVV and create systems and structures that drive desired behaviors? StAT: What are the best staffing principles and options to achieve our PVV and how can we help our colleagues be successful in those models ARTIST and StAT – urgency, need to make recommendations by the end of the calendar year Purpose, Vision, Values, Strategic Directions

Resource Choices Fewer Resources High Demand Rick - Context: Why Change? Budget uncertainties expected to continue into the future Counties and partners committed to filling vacancies Need to be strategic about our investments and align them with our priorities and PVV Investments will need to encourage entrepreneurship, flexibility, and provide a structure for growth This includes reinvestment in areas of particular need, both programmatically and in terms of administrative support

FY 2010 Daniel – Budget 101

State & Federal Base Resources State general purpose revenues FY10 budget = $30,151,724 326 FTE budgeted Smith-Lever federal formula grant FY10 budget = $9,008,303 125 FTE budgeted State budget is being reduced by $400,000 Federal by as much as $1.2M (worst case) Every $1M base reduction results in the reduction of 15-20 positions

Allocation of federal, state, county, and other budgeted resources (FY 2008)

Allocation of federal, state, county, and other budgeted resources (FY 2008)

Allocation of federal, state, and county resources (FY 2008)

Outcomes for Change Increase effectiveness and efficiencies Increase programming flexibility and responsiveness Strong network for applied research Local presence Respect life-work balance Enhance inclusiveness Rick Respect life-work balance – can’t simply pass the burden on to someone else

CEAC Governance C4SC IEAT PEABAT SAT StAT ARTIST IEAT

Council for Strategic Change