1. How You Can Contribute to Bentley’s Next Reinvention

2. Goals for Today’s Workshop
Review Bentley’s strategic plan journey
Review strategic plan in context of current higher education landscape
Reflection Exercise
Identify pockets of strength and opportunity within the organization that will contribute towards the Bentley’s reinvention
Identify what you can do as an individual to contribute to Bentley’s reinvention

3. Our Journey September – October 2018:
Facilitated campus dialogues with faculty, staff, students and trustees
September – December, 2018:
Data synthesis from campus workshops facilitated by EAB: strengths, broad themes, visions of Bentley’s future and success factors
Facilitated dialogues with corporate partners and alumni
December, 2018 – May, 2019:
Strategic Assets and Enabling Features developed based on data collection process
Curriculum Task Force, Student Experience Task Force, Core Values Working Group, Bentley Staff Advisory Council, etc.
Development of Core Values and Mission Statement
May, 2019 – September, 2019
Presentation to campus and Board of Trustees
Additional work on plan to make it more accessible and understandable for all audiences.
September, 2019
Community workshops on strategic plan implementation
Bentley’s strategic planning journey has been an iterative process.
We have requested information and feedback from the community at each step.

4. Use feedback from today’s workshop to inform plan implementation
Next Steps
Use feedback from today’s workshop to inform plan implementation
Next Steps: Cabinet and President will continue to work on and implement the strategic plan and the tactics that support it.
Information from today is critical because it will help us shape the development of the tactics, detailed steps to support plan, knowing this information and ideas, these detailed steps include all of you and knowing how you think you will fit in
Continued updates, town halls, website, communication from President’s Office. Using Strategic Planning Website as we did last year

5. The Changing Higher Education Landscape
Why the Status Quo Is Not Sustainable
Changing Types of Students
Fewer traditional undergraduate and master’s students
More diverse backgrounds (race, income, first gen)
More transfers in and out
Changing Student Needs and Expectations
Expect more personalization and flexibility
Need more support (academic, financial, social, emotional)
Focused on social responsibility
Changing Career Structures
Higher expectations for entry-level jobs
Tech skills assumed, collaborative skills differentiate
Need for lifelong learning
Changing Competitive Environment
Not enough traditional undergraduate and master’s students to sustain all existing universities
Agility and differentiation critical for success
Analytics key for mapping changing market

7. Transformative Undergraduate Learning Experience
Strategic Asset #1
Transformative Undergraduate Learning Experience
The Strategy
A guided, immersive learning journey, designed and redesigned by each student, integrating curricular, co- curricular, and extra-curricular experiences
Focused on:
Connections, not just content
Mindsets, not just skill sets
Competencies, not just grades
Prepares students to be lifelong learners who can
Document and explain their own learning
Use their learning to navigate life and career transitions for long- term success
How It Relates to the Headwinds
Students are looking for a distinctive educational experience
Students want to develop skills outside the classroom through experiential learning opportunities
Students recognize that they will have many jobs and careers

8. Fully Integrated Corporate Relations
Strategic Asset #2
Fully Integrated Corporate Relations
The Strategy
Mutually beneficial, multi-faceted monetized partnerships with companies that harness the full capabilities of Bentley and our faculty
Maintain outstanding career services as a foundation for these partnerships
Strategic account management approach by which a Bentley staff member is assigned to a corporate partner to strengthen the relationship and encourage more collaboration
How It Relates to the Headwinds
Preparing students for rapidly changing careers requires close connections to employers
Students are increasingly choosing universities with strong records of career placement
Many corporations have been frustrated by the challenges of working with highly decentralized universities

9. Distinctive Focal Points of Excellence
Strategic Asset #3
Distinctive Focal Points of Excellence
The Strategy
7 key Centers that focus on both research and teaching with the potential for future philanthropy
New categories for Institutes, Experiential Communities, and Learning Labs with appropriate articulation of criteria and results
How It Relates to the Headwinds
As competition for students increases, differentiation will be critical
Students recognize that academic quality and unique experiences related to the industry or function in which they hope to work is an essential component of career preparation
Competing for students outside of your region requires a reputation for world-class excellence in targeted areas

10. A New Vision for Mastery
Strategic Asset #4
A New Vision for Mastery
The Strategy
Create an adaptable, market-responsive and profitable portfolio of graduate- level instruction designed to enhance participant mastery
Portfolio available to both current students and alumni as part of our commitment to lifelong learning
Create/enhance 3+1 programs
Strengthen existing master’s programs that are or can be highly competitive
Create Just in Time programs (e.g., certificates and other credentials, stackable degrees, executive education opportunities, stand-alone courses) that build on our distinctive strengths
How It Relates to the Headwinds
As the number of traditional undergraduate and master’s students declines, enrollment growth will have to come from other student populations
Post-baccalaureate education is becoming increasingly critical to long-term career success
Working adults are demanding shorter and more customizable credentials to fit their specific needs

11. Exercise: Reflect on Opportunities and Your Contribution
Take five minutes to complete steps 1 & 2 on the reflection worksheet
Please open the folder on your table and pass out the reflection exercise worksheets.
Please do not put your name on the worksheets.
We will be collecting these at the end of the session.
Information that you provide today is critical because it will help shape the development of tactics, detailed steps to support the strategic plan.
Having this information and ideas about pockets of innovation in the university and your own ideas about how you can contribute or tweak your work to contribute are critical.

12. Examples of Commitment Statements
These Are Illustrations Only– Think Up Your Own!
“I will contribute to the success of Bentley's strategic plan by...“
Supporting faculty teaching sustainability in the classroom
Greeting every prospective student with a smile and enthusiasm
Thinking up new/innovative ways to keep the campus’ buildings and grounds looking beautiful
Learning about new 3+1 Master’s degree programs and then determining how to best support and enhance the development of students for these programs
Talking to alumni about our new lifelong learning opportunities
Developing a seamless transition to our new core curriculum
Enquiring about a business’ executive education needs when connecting with recruiters
Finding out what our centers need and supporting them

13. Exercise: Reflect on Opportunities and Your Contribution
Take five minutes to complete steps 1 & 2 on the reflection worksheet
When prompted, take 10 minutes to discuss your thoughts on pockets of strength and innovation within the university and your contribution with the rest of your table
After the table discussion, write your final commitment on the index card and complete step 3 by circling the Strategic Asset or Enabling Feature where you feel your commitment will have the greatest impact
As you leave, please help us communicate commitments by snapping a photo!
Hold the Strategic Asset or Enabling Feature sign that you selected for your commitment statement. Photos will be used for a video collage.
Please open the folder on your table and pass out the reflection exercise worksheets.
Please do not put your name on the worksheets.
We will be collecting these at the end of the session.
Information that you provide today is critical because it will help shape the development of tactics, detailed steps to support the strategic plan.
Having this information and ideas about pockets of innovation in the university and your own ideas about how you can contribute or tweak your work to contribute are critical.