Institutional Three-Year Strategic Plan

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1 Institutional Three-Year Strategic Plan Version 01 -Office of Strategic Planning- Last Update: August 21, 2016

2 University of the People 225 S. Lake Ave., Suite 300 Pasadena, CA Tel Page 2

3 Contents UoPeople s Strategic Planning Approach... 5 Rationale... 5 Scope... 5 Benefit... 5 Leadership... 5 Process and Stages... 6 Vision, Mission and Values... 8 UoPeople s Vision... 8 UoPeople s Mission... 8 UoPeople s Values... 8 Opportunity... 8 Community... 8 Integrity... 8 Quality... 9 Institutional Strategic Goals High Level Overview Attract and retain students Promote academic excellence Expand Institutional Capacity Increase Job Preparedness and Opportunities for Students Implementation Attract and Retain Students Objective 1.1: Strengthen global student recruiting capabilities, including advanced digital marketing support Objective 1.2: Evaluate, fine-tune and implement new admission pathway Objective 1.3: Develop additional channels and programs to recruit students, including Transfer Credit Page 3

4 Objective 1.4: Develop the Program Advising function Objective 1.5: Expand availability of scholarships Promote academic excellence Objective 2.1: Invest in faculty skills and development Objective 2.2: Evaluate and implement innovative instructional strategies Objective 2.3: Strengthen academic programs Expand Institutional Capacity Objective 3.1: Develop and implement formal, streamlined and automated procedures for all key institutional departments Objective 3.2: Develop staffing adequate for scaling up, and ensuring effective management capacity Objective 3.3: Accelerate technology implementation to improve efficiency and reduce manual work Objective 3.4 Reduce operational risk Increase Job Preparedness and Opportunities for Students Objective 4.1: Develop Career Services framework Objective 4.2: Introduce new curricula opportunities in areas of high demand Objective 4.3: Develop an alumni network Page 4

5 UOPEOPLE S STRATEGIC PLANNING APPROACH RATIONALE Strategic planning is a management tool for improving institutional performance by aligning internal personnel and departmental goals with key institutional goals. The practice of strategic planning brings the entire institution together to function as a single organization, and forms a bridge between where an institution is currently and where it hopes to be in the future. Strategic planning differs from traditional planning in that it is a process that actively brings about change through internal and external analysis; by balancing past, current and speculative conditions; by seeking broad input from all levels of the institution; and by re-evaluating conditions on a regular basis. The process is able to guarantee this not only by identifying goals, but also by laying out a concrete plan of action to achieve them. SCOPE The strategic planning process addresses key focual areas of the entire institution for the period. These focual areas have a potentially significant impact on the level in which the university accomplishes its mission, and require concentrated efforts from the institution as a whole, including human and financial resources. BENEFIT The strategic planning process benefits the institution by creating structured processes that create efficient collaboration among relevant stakeholders to optimize the identification and agreement upon priorities and strategic themes. It also ensures the higher focus of the institution s limited resources on those activities which actively contribute to accomplishing UoPeople s mission. LEADERSHIP The Vice President of Strategic Planning The VP of Strategic Planning ensures the operation of the entire Strategic Planning Cycle. The VP of Strategic Planning works closely with the institutional leadership to set a clear long-term vision, which provides the context within which they will determine their own appropriate plans of action. Page 5

6 THE INSTITUTIONAL STRATEGIC PLANNING COMMITTEE The Institutional Strategic Planning Committee, chaired by UoPeople s VP of Strategic Planning, is responsible for reviewing the Strategic Plan progress reports on an annual basis and directing any required changes and corrective actions. The Strategic Planning Committee members include theuniversity s VP of Strategic Planning, the Provost, the Vice Provost, the CFO, the Senior VP of Operations, the Senior VP of Enrollment, and UoPeople s Advisor for Online Learning. PROCESS AND STAGES The strategic planning process involves assessing internal and external environments; determining the best response to conditions described through the analysis; identifying assumptions about future conditions; identifying critical issues that must be addressed; reaffirming the institution's vision, mission and values, and aligning goals accordingly; developing action plans to implement goals and strategic indicators to monitor progress; and finally, communicating the plan to all stakeholders and the public. Page 6

7 The strategic planning process includes five phases, as described in the table below: Step Key Activities Step 1: Current State Analysis A study of baseline information Collection of supporting data (wherever necessary) SWOT analysis Review of UoPeople's Mission, Vision, Goals and Values and Business Plan Step 2: Future State Analysis Analysis of gaps between current state with Vision, Mission, Goals, Values and Business Plan Step 3: Determining Strategic Themes and Appropriate Strategies Step 4: Implementation and Deployment Step 5: Monitoring and Evaluation Based on output of Step 2, mapping of issues that may have a strategic impact over the ability of the institution to execute its plans Determining priorities and agreeing upon a set of goals to be addressed Breaking down the strategic themes into specific objectives, resources and timelines forming a structured institutional work plan Identifying strategic indicators to monitor progress Integration and harmonization of the Strategic Plan with the Business Plan Communicating the strategic work plan to the organization Annual reporting of key performance indicators Review of progress by the Institutional Strategic Planning Committee Annual action planning based on progress Updating of the plan, asnecessary Page 7

8 VISION, MISSION AND VALUES UOPEOPLE S VISION The University of the People (UoPeople) believes that access to higher education is a key ingredient in the promotion of world peace and global economic development. The university views higher education as a basic right, and believes that it can both transform the lives of individuals and be an important force for societal change. UoPeople believes that education plays a fundamental role in strengthening respect for human rights and fundamental freedoms, as well as in promoting understanding and tolerance. UOPEOPLE S MISSION The mission of UoPeople is to offer affordable, quality, online, degree-granting educational programs to any qualified student worldwide. UOPEOPLE S VALUES Opportunity UoPeople is based on the belief that education at a minimal cost is a basic right for all qualified applicants, not just for a privileged few. The university works to open the gates of higher education to qualified students anywhere in the world by offering its programs through distance learning and by making this opportunity affordable. Community UoPeople creates a global community by making its academic programs, educational services, and employment opportunities available to qualified individuals from all over the world, and by providing learning opportunities that engage students and faculty from diverse backgrounds. Integrity UoPeople grounds its institutional culture in candor, transparency and best professional practices, and expects all students, faculty, staff, and administrators to uphold the highest standards of personal integrity, honesty and responsibility. Additionally, the university expects its students to take responsibility for their education, and to pursue their studies diligently and with seriousness of purpose. Page 8

9 Quality UoPeople provides a high-quality, online liberal arts education suitable in scope and depth to the challenges of the 21st century. The university assesses and evaluates all aspects of its academic model on an ongoing basis. Page 9

10 INSTITUTIONAL STRATEGIC GOALS HIGH LEVEL OVERVIEW Through an extensive self-study, UoPeople has identified four strategic goals for the institution in this planning cycle: Goal 1: Attract and retain students Goal 2: Promote academic excellence Goal 3: Expand institutional capacity Goal 4: Increase job preparedness and opportunities for students ATTRACT AND RETAIN STUDENTS UoPeople aims to create a real impact; inorder toto achieve this, to the university must attract an increasing number of students and ensure a high level of retention. The following table describes UoPeople s projected number of students for the coming years: Academic Year Number of students , , ,000 Key objectives for AY AY2019 to achieve this strategic goal include: Strengthening global student recruiting capabilities, including advanced digital marketing support Evaluating, fine-tune and implement a new admissions pathway Developing additional channels and programs to recruit students, including transfer credit recognition Developing the Program Advising function Expanding availability of scholarships Page 10

11 PROMOTE ACADEMIC EXCELLENCE UoPeople recognizes that academic excellence is fundamental to the university s success in accomplishing of its mission and fulfilling its vision. Key objectives for AY AY2019 include: Investing in faculty skills and development Evaluating and implement innovative instructional strategies Strengthening academic programs EXPAND INSTITUTIONAL CAPACITY Expanding the university s institutional capacity is essential to enable the expected student body growth. Key objectives to support this goal for AY AY2019 include: Developing and implement formal, streamlined and automated procedures for all key institutional departments including Program Advising, Student Services, Instructor recruitment and administration, HR, Finance, and others. Developing staffing adequate for scaling up, and ensuring effective management capacity Accelerating technology implementation to improve efficiency and reduce manual work Reducing operational risk INCREASE JOB PREPAREDNESS AND OPPORTUNITIES FOR STUDENTS Increasing job preparedness and opportunities for students is the forth strategic goal of the university for the coming years. UoPeople is not only committed to a quality education, but to preparing its graduates to manage their careers successfully. Key objectives to support this goal for AY2017 through AY2019 include: Developing a Career Services framework, including a training program, mentorship and internship programs, and job sharing network Introducing new curricula opportunities in areas of high demand Developing an alumni network Page 11

12 IMPLEMENTATION ATTRACT AND RETAIN STUDENTS Objective 1.1: Strengthen global student recruiting capabilities, including advanced digital marketing support According to the current business plan, UoPeople s expected annual growth for the years AY AY2019 is approximatly 100%. To meet this target, UoPeople set the goal of strengthening its global recruiting capabilities, as one of its top priorities for the coming years. Strong digital presence, including 1.17 million Facebook followers and 3.2 million views of UoPeople's President s Ted Talk Well-established marketing department Assess and implement new, innovative online marketing approaches and tools Expand the marketing function capacity and capabilities of the university An engaged volunteer network and student body, committed to helping the university to grow, through spreading UoPeople s message, and becoming ambassadors of its mission and vision Leverage the current volunteer network and student body, particularly in developing countries Find new ways to enhance the word-ofmounth marketing, including on-ground collaborations Update the Institutional Marketing and Student Recruitment Plans, which will set the strategy and approach to meet the university s growth targets over the coming years (by mid-ay2017). Meeting the university s Student Recruitment targets, as set in the Business Plan for AY AY2019. Page 12

13 Objective 1.2: Evaluate, fine-tune and implement new admissions pathway UoPeople is undergoing a major change in the way new students are admitted to the institution. The new admissions approach, which is in a pilot stage since Term 5, AY2016, allows prospective students to go through a real student experience, by taking two foundational courses. In addition, during this period, UoPeople s dedicated staff, works closely with the prospective students, in completing the administrative admission requirements. By implementing this new approach, UoPeople hopes to improve not only the number of new admitted students, but most importantly, to ensure that students are well-suited to the relevant program requirements. The university s institutional infrastructures were adapted to the new approach (including information systems, catalog, etc. ) and staff has been trained New approach is in its pilot stage Measure the new admissions pathway approach, and understand its impact on admissions and retention Implement adjustments and improvements, as needed Prepare a comprehensive study report that explores the impact of the new admissions pathway on key institutional KPI's, and provide recommendations for improvement by end of AY2017 Implement recommended improvements by the end of AY2018 Page 13

14 Objective 1.3: Develop additional channels and programs to recruit students, including Transfer Credit Recognition UoPeople is constantly looking for additional channels and sources to recruit new students. This can not only help the university to meet its growth target, but also help it to reach new populations which can benefit from UoPeople s offerings. UoPeople s experienced staff, has the knowledge and expertise to establish programs such as Transfer Credit Recognition Develop the required infrastructure for a Transfer Credit program, in a cost-effective way UoPeople s respected brand opens doors for partnerships Finalize a plan for implementing Transfer Credit program mid-ay2017 Implement the plan by mid-ay2018 Page 14

15 Objective 1.4: Develop the Program Advising function To increase retention, UoPeople began the process of implementing the role of Program Advising. The Program Advisor s role is to serve as a single point-of-contact for students. Program Advisors are expected to apply a proactive approach, and ensure that students get all the support required for them to continue their studies. An established function, with over 30 employees and managers Clear processes and working procedures are in place Must develop the technology needed to empower Program Advisors, by providing them aggregated information about student activity Develop a technology roadmap for Program Advising by mid-ay2017 Complete core elements by End of AY2017 Page 15

16 Objective 1.5: Expand availability of scholarships One of the main challenges for the university s expansion is a lack of available scholarships, as there are a growing number of qualified prospective students on a waiting list for suitable scholarships. UoPeople is committed to focusing efforts on raising necessary funds for scholarships. Established institutional fundraising capabilities Continuously focus on raising funds for scholarships Strong base of foundations and companies who have granted scholarships to UoPeople students, such as Hofman Foundation, HP and Microsoft Develop a fundraising plan by mid AY2017 Substentially Increase scholarship by end of AY2018 Page 16

17 PROMOTE ACADEMIC EXCELLENCE Objective 2.1: Invest in faculty skills and development UoPeople sees the quality of its faculty as a major element of its academic excellence. Since the business plan suggests fast growing faculty numbers (over 1,200 by AY2019), it is critical that UoPeople will have the capacity in place to train and develop the faculty. Well established Provost Office, capable of leading internal improvement programs Strong technology capabilities Develop processes, infrastructure and capabilities to train and develop hundreds of new instructors each year Develop faculty management framework and roadmap by mid AY2017 Execute roadmap in phasesstarting AY2017, through AY2019 Page 17

18 Objective 2.2: Evaluate and implement innovative instructional strategies Over the last years, UoPeople has standardized, proven instructional methodologies. A major consideration was, and still is, providing access to all students, even in countries where broad-band connectivity to the Internet may not be available. Due to some global changes such as the increasing availability of mobile Internet, UoPeople considers reassessing its strategy regarding this matter. Proven, consistent and simple instructional methodology Discover, evaluate and implement new instructional strategies Insights and experience gained through over 8 years of operation Develop a recommendation and implementation roadmap for UoPeople s future instructional strategy by the end of AY2017 Execute roadmap in phasesstarting AY2018, through AY2019 Page 18

19 Objective 2.3: Strengthen academic programs During AY2017, UoPeople introduced three new programs, which brings the total number of its available programs to seven. UoPeople is looking to strengthen its existing programs by continuously improving their quality. Relatively small number of programs, allowing UoPeople team to focus more on each program Consciously evaluating and improving existing programs Conduct annual review cycle of existing programs AY2017 through AY2019 Page 19

20 EXPAND INSTITUTIONAL CAPACITY Objective 3.1: Develop and implement formal, streamlined and automated procedures for all key institutional departments UoPeople must prepare itself for the accelerated increase in the number of its students, expected in the upcoming years. While scaling up, UoPeople must ensure quality, consistency and efficiency across all student administration processes. Top academic and administration experts are engaged with UoPeople as employees, consultants or as volunteers. World class, highly flexible technology infrastructure, allowing rapid development of tools and applications to automate processes. Focus areas include institutional functions that are involved in high-volume administration, such as program advising and faculty administration. Establishment of organizational effectiveness function early AY2017 Establishing improvement team for each area and develop a work plan and methodology (probably Kaizen), by mid AY2017 Ongoing improvement and stabilization cycles until AY2019 Page 20

21 Objective 3.2: Develop staffing adequate for scaling up, and ensure effective management capacity In the next few years, UoPeople is planning to transform itself and become a large-scale, global, online institution. Such a transformation requires a highly competent management team that can manage all aspects of the change effectively, and adjust itself to new types of management challenges presented. This will be achieved by developing the exsiting team and streanghening it, by hiring additional leaders with proven experience and qualifications. Diverese and highly experience institutional management Develop and formalize talent management plan Develop and maintain a cohesive talent management plan, covering aspecst such as succession, planning, skills development, and hiring, in correlation with the business plan, until mid Execute the talent management plan through AY2019. Page 21

22 Objective 3.3: Accelerate technology implementation to improve efficiency and reduce manual work The daily operations of managing a university typically require intensive resources and a large number of personnel to manage the numerous issues and concerns. Driven by its mission of providing affordable education, UoPeople seeks to achieve a high level of automation of its administrative processes in order to keep manpower costs minimal. The core elements of this architecture include: Core Student Administration System - built on Microsoft Dynamics CRM. UoPeople's team uses this system to manage the full student life cycle including admission, courses, grades, SAP, fees and graduation. It requires minimal resources to monitor the system Learning environment - built on Moodle Durable, state-of-the-art, cloud infrastructure that manages the full student life cycle within the institution from application to graduation. Integrated, synchronized solutions Technology coverage around areas such as alumni management and instructor management Developself-service capabilities for students and instructors Experienced and stable R&D team Develop 3 year technology strategy and roadmap by Mid-2017 Execute roadmap from AY2018, through AY2019 Page 22

23 Objective 3.4 Reduce operational risk The continuous growth in the number of UoPeople s student body increases the complexity of the university's operation and administration. UoPeople is committed to managing its risks systematically, to reduce the probability for any negative impact on its operation, once a risk is realized. Experienced leadership that can plan and execute an institutional risk management program Manage technology risks Manage talent risks Manage compliance risks Nominate an Institutional Risk Management Officer early AY2018. Develop institutional risk management and mitigation roadmap, by mid-ay2018 Execute the roadmapthrough end of AY2019 Page 23

24 INCREASE JOB PREPAREDNESS AND OPPORTUNITIES FOR STUDENTS Objective 4.1: Develop Career Services framework UoPeople leadership sees helping students to understand the job market and successfully plan their careers as part of its institutional mission. In the coming years, the number of graduates will grow significantly and the institution must develop its career services offerings. Improvement Areas UoPeople has a well-defined framework for implementing career services for students. This framework was developed by UoPeople s teams over the last 3 years. While the framework has been implemented, it is still in pilot stage, so the main focus for the upcoming years will be on evaluation and improvement of the existing framework. Develop updated implementation roadmap by mid-ay2017 Execute on plan from mid-ay2017, through AY2019 Page 24

25 Objective 4.2: Introduce new curricula opportunities in areas of high demand Recently, UoPeople added three new programs, bringing the total number of its available programs to seven. UoPeople is careful in expanding its program offerings, to avoid the investment and operational complexity involved in such expansion. However, in a timeframe of approximately 2 years, UoPeople will consider renewing its focus on adding more programs to its portfolio, to meet new areas of high demand, assuming it has acheived financial sustainability. Flexible infrastructure, allowing the university to accommodate additional programs with relative ease Identifying new high-demand areas Adding suitable institutional resources to lead the expansion program Present short-list of top 2-3 recommended programs, by end of AY2017 Develop a Development and Implementation Plan by mid AY2018 Yea or Nay decision, budgeting and planning, by end of AY2018 Development of new academic program(s) through AY2019 and AY2019 Page 25

26 Objective 4.3: Develop an alumni network An alumni network is an essential component of the echo-system of any mature institution. While the number of UoPeople graduates grows, UoPeople will dedicate resources to establishing and maintaining its alumni network. Engaged, committed student body Improve UoPeople alumni program Strong technology capabilities, including an active social network Present concept and implementation roadmap by end of AY2017 Implementation roadmap in phases from AY2018, through AY2019 Page 26