Strategic Planning A Prospectus

Transcription

1 Strategic Planning A Prospectus University of Alaska Anchorage W. A. Jacobs Assistant to the Provost 16 November 2005 (Final) 1

2 Table of Contents Introduction 3 Terms of Reference 4 Tasks 5 Organization 6 Planning Process 7 Schedule (Gantt Chart) Components of Standard Strategic Plan Key Questions for Discussion Components of Environmental Scan 11 Mission.12 Vision (Draft from AP) 12 Core Values.12 2

3 Introduction 1. Chancellor Elaine Maimon has requested the preparation of a new strategic plan to guide the operations of the University of Alaska Anchorage for the five year period from 2006 to She has also asked for the establishment of a strategic planning process to be used to revisit and to revise the plan as circumstances may require. The plan and the process design are to be completed by 1 May Chancellor Maimon has assigned oversight of this project to the Planning and Budget Advisory Council (PBAC). Interim Provost Jan Gehler and Executive Vice-Chancellor Gebe Ejigu are responsible for day-to-day supervision of strategic planning activities. Provost Gehler has appointed Will Jacobs, Professor Emeritus of History and Political Science, to lead the planning project. 3. The Northwest Commission of Colleges and Universities, UAA s regional accreditation agency, and the University of Alaska Board of Regents require UAA to carry on strategic planning as normal and regular institutional activities. 4. Strategic planning is good institutional practice. It is necessary to defining the future of the institution. It is essential to establishing our identity, and to differentiating and branding the university s work. It is critical to the alignment of UAA s effort with the political, economic, and social environments in which it operates. It is indispensable to making the best choices in the context of scarce resources and to managing institutional adjustments to unforeseen challenges and opportunities. 5. A new strategic plan is timely. a. UAA is an institution with an unusually broad mission. Created in its present form in 1987, we are among the most multi of multiversities. A re-examination of institutional direction and focus is appropriate. b. We have just completed two highly successful five-year plans. The first, beginning in 1995, focused on building a modern physical infrastructure defined in the slogan Beds, Books, and Bytes. The second, UAA 2005, added no less that fifty new academic programs to the university s offerings between 2000 and c. Substantial numbers of new faculty have accompanied new infrastructure and new programs. In fall semester 2005 no fewer than 47% of term and tenure-track faculty have five years of less of experience at UAA. 3

4 Terms of Reference 1. The Chancellor has requested that UAA s new strategic plan address the challenge of building The University of the 21 st Century. 2. The planning process will be participatory and consultative; it will reflect contributions from internal and external stakeholders. UAA s faculty and staff governance organizations will be directly involved. 3. The new strategic plan will be comprehensive. Building on the achievements of previous planning efforts, it will address all major aspects of university operations from teaching, research, and service to personnel, plant, equipment, and finances. 4. The new plan will be based on an assessment of UAA s current operations and its political, social, and economic environment. It will reflect a best estimate of the challenges and opportunities the university may face in the near and mid-term future. 5. The plan will provide strategic guidance to the annual budgeting process and to institutional communications inside and outside the university. 4

5 Tasks 1. The strategic planning project has several key components. These include: a. collection and assembly of working documents essential to assessments, estimates, and decision-making; b. production of an environmental scan; c. construction and maintenance of a strategic planning website to provide easy access to documents, discussion, and project schedule for members of the university community; d. creation of a planning organization; e. organization of PBAC for oversight role; f. employment of external consultants to facilitate PBAC discussions, to lead external stakeholder discussion, and to critique the process and the developing plan; g. organization and conduct of discussion and focus groups for both internal and external stakeholders; h. capture and organization of input from discussions and focus groups; i. production of successive drafts of the strategic plan leading to completion by 1 May Figures showing project organization and an outline schedule for completion follow on pages

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9 Components of Standard University Strategic Plan 1 (Hypothetical Table of Contents) 1. Mission of the University 2. Operating Principles and Core Values 3. Situational Analysis (Environmental Scan) a. Overall institutional assessment of performance; b. Political, social, and economic environments; c. Trends in American higher education. 4. Vision (5 years out) 5. Analysis of gaps between 3.a. and Vision 6. Strategic Priorities and Directions 2 a. Priorities necessary to realize the vision; b. Changes of direction necessary to realize the vision; c. Partnerships necessary to success; d. Recognition of opportunity costs. e. Relationship between local and state plans; 7. Links to annual budgeting process 8. Implementation Scheme a. Institution-Wide i. Academic Plan ii. Master Facilities Plan iii. Distance Education Plan iv. IT Plan v. Library and Information Sources Plan vi. Financial Plan vii. Enrollment Management Plan b. Unit Operational Plans 9. Scheme for assessing implementation 1 This material is taken in part from Kathleen Paris, Office of Quality Improvement, University of Wisconsin-Madison, Strategic Planning in the University, Figure This should embrace everything from curriculum to infrastructure. 9

10 1. Mission Key Questions for Discussion/Focus Groups a. Does our current mission statement adequately reflect what we do (or what we anticipate doing)? b. If no, how ought it to be changed? 2. Core Values/Operational Principles/Standards a. Does our current statement adequately express our values/principles/standards? b. If no to b., how should it be changed? 3. What are UAA's (3-5) most important strengths? 4. What are UAA's (3-5) most important weaknesses or shortcomings? 5. What (3-5) phrases should best identify the UAA of 2010 (2015)? What institutions, if any, are models for UAA's development? 6. What conditions must exist if that vision is to be realized? 7. What are the (3-5) most significant issues/challenges/opportunities UAA is likely to encounter in the next five years? 10

11 Components of Environmental Scan 1. A proper environmental scan is essential to good strategic planning. Below are the key subjects that should be addressed in this document. a. An assessment of overall institutional performance with analysis of strengths and weaknesses (using, in part, Metrics project reporting); b. An estimate of the size and composition of the market for higher education in southcentral Alaska and how it is likely to change. An estimate of the extent to which UAA has captured that market. c. An assessment of major trends in public higher education (markets, public policy, demographics, finances, costs, technology, access and affordability) in the United States and how they are likely to affect UAA. d. An appraisal of higher education public policy in Alaska and any likely changes to it. e. An analysis of the Alaskan economy, the likely courses of its future development, and the prospective revenues for the state. [ISER s study of economic prospects for the southern Railbelt may serve here.] 2. Because a full-scale environmental scan as above cannot be completed in time for the current project, a shorter version based on 1.a. and 1.e. will be produced. The complete scan will be used to guide adjustments to the strategic plan. 11

12 University of Alaska Anchorage Mission Statement The University of Alaska Anchorage inspires learning and enriches Alaska, the nation, and the world through UAA teaching, research, creativity, and service. UAA is a comprehensive university that provides opportunities to all who can benefit from education programs of high quality in an inclusive environment rich in diversity. Located in Anchorage and on community campuses serving Southcentral Alaska, UAA is committed and uniquely situated to serve the needs of its communities, the state, and its diverse peoples. Core Values (fr. 2001) UAA faculty, staff, students and alumni are a community bonded together by these shared values: To continuously improve learning and scholarship; to engage our talents and knowledge in service to Alaska; and to act with integrity and good stewardship. Vision (fr. Draft Academic Plan) UAA aspires to build the University of the 21st Century. We seek to become an important metropolitan university recognized as a leader in the Pacific Northwest for the quality of our teaching, research, creativity, and service to our communities, Alaska, and the nation. We aim to lead in our commitment to academic distinction, student success, lifelong learning, international and intercultural perspectives, and innovative approaches. We seek to build the university as a public square, engaged with our communities, working in partnership with public and private institutions to address the needs of urban and rural Alaska, and serving as a protected space for the free inquiry, debate, and creative performance essential to a democratic society. 12