A Summary of the Process developed by the SPIEC

ASummary of the Process

developed by the SPIEC

Spring 2009

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Strategic Planning Process

Overview

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STRATEGIC DIRECTIVES

STATEMENT

STRATEGIC PLAN

ACTION PLANS

VISION

FGCU

ENVIRONMENTAL SCAN

GAP ANALYSIS / FEASIBILITY STUDY

University Leadership

FACILITIES PLAN

PERFORMANCE AUDIT

INFORMATION RESOURCES

PLAN

ENROLLMENT PLAN

BUDGET

SCHEDULE

ASSESSMENT AND IE PLAN

FGCUMISSION

Where should strategic planning start, and who should lead the process?

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Question to consider

•There will need to be a review of both the Mission and the Vision statements before proceeding with the other components of the strategic plan.

• This phase should conclude with a statement from the BOT confirming that they have reviewed and approved these statements.

•Review of the statements does not necessarily imply revision. The mission statement is more in need of reaffirmation - a confirmation that it is still relevant, while the vision statement could need updating to reflect present realities.

Continued…

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Summary of SPIEC Decisions

•The PBC should lead the process of review.

•They may carry out the review themselves, as a committee constituted with representation from various sectors of the University.

•The PBC could also receive input from FGCU’s internal and external stakeholders - through the ‘Web’, or in Forums specially held for this purpose.

Stakeholders…

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Summary of SPIEC Decisions #1 contd.

There are groups, such as Alumni and Board Members, from inside and outside the University who can be considered stakeholders and included in the strategic planning process.

Who else should be considered stakeholders?

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Three groups:

•Participants from an ‘open forum’•Academic Council and… Faculty Senate Leadership

were added to the original list of Internal Stakeholders : Deans Faculty Senate Student Government President’s Cabinet SAC Administrative Services Directors Student Affairs Advancement Athletics and...…those involved in development of strategic directives in the past.

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Summary of SPIEC Decisions

Similarly, to the list of External Stakeholders …

The Economic Development Council – for each of the five counties (Lee, Charlotte, Hendry, Glades and Collier)

The Foundation Board Town and Gown The Alliance for Education Leaders College Advisory BoardsAlumni …and other Community Partners

…the following were added:•The Charlotte Advisory Council, and•Participants in public forums in each of the five counties

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Summary of SPIEC Decisions contd.

An Environmental Scan is used to establish a framework for planning’. What form should it take, and who should conduct it?

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Summary of SPIEC Decisionscontd.

The Environmental Scan should focus on the future as well as the present. Its scope needs to be regional, national and international.

It needs to be concerned with the factors that affect the ‘mission’ and ‘vision’ of the University.

It should particularly illuminate areas where internal organizational features, (e.g. its structure) intersect with factors in the external environment (such as future economic diversification).

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The Environmental Scan should comprise both an Internal and an External Scan. The Internal Scan should be conducted by a team within the organization, with the collaboration of external consultants. The Internal Scan should examine:

Institutional climateInfrastructure – information resources, physical plant, human capital,

support services.Program mix, as well as the impacts of accreditation on programsAthletics Advancement the Arts Student LifeAspects of ‘growth’ – human resources, enrolment management,

student intake and levels of preparedness

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The External Scan should be conducted by external consultants with internal collaboration. The External Scan should look at:

Social issuesDemographics Governance of Higher EducationFunding Federal Policies Economic DiversificationCompetition in the Education Environment

How do we establish goals for our planning process?

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Strategic Directives should serve as overall goals for the strategic planning process. The PBC should establish these goals and, using comparison data gathered in the environmental scan, set benchmarks for the desired level of achievement of the goals

FGCU’s five directives, were developed in 2003 and form part of the current 2005 – 2010 strategic plan. Those directives were developed by the university leadership and then presented to the wider community for discussion.

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Summary of SPIEC Decisionscontd.

Florida Gulf Coast University Strategic Directives 2003-2008

Strategic Directive 1: Student RecruitmentRecruit and attract a diverse and academically-talented student body relative to the resources provided by the State of Florida.

Strategic Directive 2: Student SuccessRetain and graduate the best undergraduate students from Florida and the nation by providing challenging and innovative approaches to learning and civic engagement. Foster the academic growth and professional development of the best graduate students in the region through applied master’s degrees, and recruit the best candidates from Florida and the nation for graduate work in selected programs.

Strategic Directive 4: Student LifePromote the intellectual, social, and character development of all students through quality teaching and advising, dedicated career preparation and placement, and active student life programs. FGCU will encourage community responsibility, foster and understanding of diversity, and advance ethical values in theory and practice.

Strategic Directive 3: Academic ProgramsPromote nationally recognized undergraduate programs distinguished by student research and scholarship opportunities. Continue to develop applied master’s degrees appropriate for the region, and begin exploration for doctoral programs aligned with state needs.

Strategic Directive 5: Research and ServiceServe as an intellectual center for southwest Florida through research and service while contributing to the economic growth, environmental sustainability, and cultural richness of the region.

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Strategic Directives should be developed through a broad and inclusive process that gets ‘buy in’ from all FGCU constituencies and the Trustees.

A draft set of the Directives – each with a short (one paragraph) rationale - should originate with the PBC and then go on to be reviewed by Internal Stakeholders.

This should be followed by review and approval by the President’s Cabinet and ultimately by the BOT.

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The Strategic Directives should be the basis for the creation of the objectives, actions and tactics that go to make up the Action Plans.

Templates used in the production of Action Plans, help to ensure consistency in this process.

The process should employ a template showing components and steps and guiding development of the Action Plan from the Strategic Directives.

Action Plan templates should also ensure that they include criteria for assessing the extent to which proposed actions attain the goals they were designed to meet.

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Action Plans or Strategies should determine appropriate objectives for each strategic directive, and specify the actions planned to accomplish each of the objectives. These action plans should also detail resources and estimated costs for each action, and a completion date. They would form the core of the Strategic Plan.

If all these actions specified are funded and completed as scheduled, then on the date set, the university will achieve its envisaged status.

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Level of goal achievement should be tested using a gap analysis.A Gap Analysis evaluates the difference between ‘the university’s current position and the envisioned state’.

These analyses can be done at the beginning of a cycle to establish a starting point, or at any time during the cycle to judge success, progress and the need for adjustment.

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Circumstances will change in the future in ways we cannot anticipate. Because this may affect the ability to realize established goals, attainment should be judged on a graduated scale of high, medium and low attainment.

Those responsible for overseeing Strategic Planning should also continue to be flexible, always looking at “Emergent Strategies” [and other additional analyses].

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Strategic Planning begins by posing a series of questions. ‘What is the condition of the university at the present time? What would we like it to be? What needs to be done to get to that state? How could that be done most effectively? How long would it take? How much would it cost? What is realistic?’ --- Hayward, 2008.

The process outlined would produce a plan with answers to all of those questions.

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Summary of SPIEC Decisions - Conclusion.

Hayward, F. M. 2008. Strategic Planning for Higher Education in Developing Countries: Challenges and Lessons. Planning for Higher Education, 36 (3): 5-21

Strategic Directives

Action Plans

Mission & VisionStatements

Environmental Scan

Gap Analysis

AGENT

Statement ReviewOverseen by PBC,

(Planning & Budgeting Council)

• External Scan – conducted by Consultant

• Internal Scan – conducted byFGCU

Goals Developed by PBC

Plans developed byFGCU Units and Colleges

Coordination and Synthesis of output by PBC

Analysis directed by PBC

Includes:Objectives,Actions Needed,Resources,Cost,Completion Date,and Assessment Criteria

EVENT FGCUFGCU

July-Sept Oct.- Nov. Dec. - Jan. Jan.- Feb. Feb. -March

Mission-Vision Review

Environmental Scan

Strategic Directives

Action Plans

Gap Analysis

Documents

A Summary of the Process developed by the SPIEC