1. + Strategic Planning: A 60 minute Overview David Cox The University of Memphis

2. + Audience Survey Have you engaged in creating a strategic, academic, operational, or other plan on your campus? On a scale of 1-10, with 10 being the best outcomes possible, how would you rate that planning experience?

3. + What Planning Is Not….

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5. + What Planning is Not…

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7. Planning is not done by “planners”

9. + Lack of focus Most institutions are unrealistically striving to be all things to all people rather than focusing resources on the mission and programs that they can accomplish with distinction. (Dickeson, 1999)

11. + What Is Planning? Identifying priorities and making sure resources are aligned behind them Making choices from a host of possibilities Shaping the future Assessing where you are in light of your stated goals

12. + Planning should foster… Focus on fundamental and integrated choices Commitment to allocate resources for chosen priorities Nimbleness in responding to unanticipated opportunities or threats

13. + Who Drives Planning?

14. + President Initiates Plan Review University Divisions Prepare Drafts Deans, Senates, AVP's and University Constituencies Review and Prepare Final Draft President's Council, President and TBR Review and Approve Plan

15. + The Four Key Questions in Planning Whom do we wish to serve? What programs and services will reinforce our distinctive image? How do we want to be perceived? How will we know we are succeeding?

16. + Question 1: Whom to Serve Student quality characteristics Demographics Market segments Primary market Secondary market

17. + Question 2: Programs and Services Needed for Our Distinctive Role Program review and prioritization Strong programs Opportunities for investment Implications for facilities Institutional development Opportunities for reallocation

18. + Question 3: Image Brand Image Symbols and Artifacts Positioning Statement Third Party Endorsements Rankings Accreditation

19. + Question 4: Knowing that we are succeeding Enterprise-wide Indicators Unit Success Measures

20. + Structure and Tools Planning team Plan elements Analytic tools

21. + Strategic Planning at the U of M – Terminology TermOne definitionExample What we want to accomplish Vision A compelling description of how the organization will or should be at some point in the future The University of Memphis will be recognized as one of America’s great metropolitan research universities… Goals Broad statements of what the university plans to achieve Student Success: Provide superior learning experiences for students built on strong academic programs, etc. What we will do to get there Strategies Broad, overarching efforts to be undertaken to achieve the University goals Recruit academically-qualified students who reflect the geographic, cultural, disciplinary and quality goals of a superior metropolitan research university Objectives Measurable steps towards accomplishment of strategy Develop standards and programs targeting academically high ability students Action Steps Specific actions that will be undertaken to accomplish the strategies or objectives and demonstrate progress towards the goals Structure the Scholarship program to recruit high ability students and national merit scholars How we will know if we are making progress Strategic MeasuresEvidence of achievement of the goalsPercent of undergraduate students enrolled in the Honors Program

22. + The Planning Team Appointed by President to review and approve processes, participants and schedule Reviews and recommends plan elements to President and/or senior administration Engage and keep institutional stakeholders informed

23. + People, Power, and Politics It’s all about the PEOPLE

24. + Mission ↔ Vision ↔ Values Mission: What’s your purpose Vision: What your organization will become Values: Desired states of affairs Core Aspirational Accidental

25. + Mission The University of Memphis is a learner-centered metropolitan research university providing high quality educational experiences while pursuing new knowledge through research, artistic expression, and interdisciplinary and engaged scholarship.

26. + Vision The University of Memphis will be recognized as one of America's great metropolitan research universities, noted for its comprehensive, innovative academic programs and for capitalizing on its urban setting and region to address the challenges of our global society.

27. + The University of Memphis, as an engaged learning community, celebrates: The pursuit of excellence in teaching and research as the highest measures of successful achievement. Interdisciplinary collaboration, artistic expression, and research as vehicles for leveraging our resources, solving problems, and multiplying our accomplishments. The transfer and dissemination of knowledge with community stakeholders for the intellectual, economic, and social advancement of our community. Innovation and creativity in everything we do. Respect for diversity and individual worth. Integrity and transparency in all our actions. Responsible stewardship and conservation of resources. Stewardship of wisdom, knowledge, and information created by our predecessors. Leadership and involvement in the economic, social, and professional growth of Memphis, the state of Tennessee, and the nation. Values h e U n i v e r s i t y o f M e m p h i s, a s a n e n g a g e d l e a r n i n g c o m m u n i t y, c e l e b r a t e s :

28. + Remember, effective planning requires a capacity to actually plan Leadership commitment Planning team Adequate resources Adequate data bases

29. + Planning Requires Choices Traditional approaches, like across- the-board cuts, tend to mediocrity for all programs. Reallocation cannot be appropriately accomplished without rigorous, effective, and academically responsible prioritization.

30. + Dimensions for Determining Choices Size, scope, and productivity Revenue and other resources generated Costs and other expenses Impact, justification, and relationship to the core mission(s) Opportunities

31. + Excellence compared to what? Benchmarking performance against Competitors National or regional norms Other institutions in systems Institutional “wanna be’s” Other programs with and among institution Program history

32. + Who wants to know if we are succeeding? Regional accrediting bodies Board of trustees President Senior administrators Donors Prospective students/parents/employers Alumni Legislative oversight bodies

33. + Current Approaches Include: Balanced scorecard Dashboard indicators Key performance indicators Critical success factors

34. + Integrated Planning Benefits  More transparency, less feuding  Resources when and where they are needed  Academic planning drives the process  Shared understanding of each other’s world  Owned by a campus

35. + Sources for training and information on strategic planning Society for College and University Planning Strategic Planning Institute Steps I, II, III http://www.scup.org/page/profdev/pi

36. + What are SCUP Planning Institute learning objectives? Participants will understand: The basic elements of planning The practice of integrated planning The social and political context of integrated planning The value of evidence based planning And will Form a network of others

37. + The end product of strategic planning is not so much to write a ‘plan’ as it is to change thinking and introduce a model in which ongoing decisions are made strategically. Rawley, Lujan, and Dolence (1997)