Strategic Innovation Through Strategic Planning. Tarleton State University January 26, 2017
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1 Strategic Innovation Through Strategic Planning Tarleton State University January 26, 2017
2 Tarleton 2020: Student Focused Value Driven Original: November 1, 2013 Revisions: July 22, 2014 July 27, 2015 November 9, 2015 October 10, 2016
3 Current Strategic Plan Structure Goal Objective Objective Strategy Strategy Strategy Strategy Measure Measure Measure Measure Measure Measure Measure Measure
4 Strategic Plan Versions STRATEGIC PLAN ELEMENTS Objectives Strategies Measures a 2015b 2016
5 Strategic Planning Process JANUARY President s Annual Planning Retreat JUNE Executive Cabinet Planning Retreat JULY- NOVEMBER Cabinet Approves Updated Plan AUGUST- NOVEMBER Updated Plan Published SEPTEMBER Annual Report on Measures in WEAVE SEPTEMBER - MAY Updated Plan Implemented SEPTEMBER- NOVEMBER Updated Plan Starts to be Implemented
6 Strategic Planning Process SEPTEMBER-MAY Plan Implemented SEPTEMBER-MAY Plan Implemented AUGUST-NOVEMBER Updated Plan Published JULY-NOVEMBER Executive Cabinet Approves Plan JANUARY President s Annual Planning Retreat JUNE Executive Cabinet Planning Retreat SEPTEMBER Annual Assessment of Measures [WEAVE]
7 Success on Strategic Plan Measures 100% WEAVE REPORT 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
8 Strategic Plan Structural, Process, and Implementation Challenges Too many layers Too prescriptive Often driven top-down
9 Strategic Plan Structural, Process, and Implementation Challenges No prioritization Lacks identification of resources Not linked to budget
10 Strategic Plan Structural, Process, and Implementation Challenges Strategy leaders may lack authority All stakeholders not consulted Perception that a goal belongs to a particular division
11 Strategic Plan Structural, Process, and Implementation Challenges Data reporting inconsistent Strategies may be someone s job duties The model does not follow contemporary best practices in management
12 Building on the Past; Moving Forward
13 New Strategic Plan Structure Goal Goal Directive Goal Directive Goal Directive
14 New Strategic Plan Process Goal: Student Transformation Goal Directive: Establish a signature set of high impact learning experiences Goal Directive: Provide personal growth experiences for students Goal Directive: Meaningfully engage students in and outside the classroom
15 Tarleton 2020: Student Focused Value Driven Strategic Plan Final Version November 1, 2013 Revisions July 22, 2014; July 27, 2015; November 9, 2015; October 10, 2016; August 2017 SAMPLE Mission: Tarleton State University provides an academically challenging education where learning is grounded in real-world experiences and effective teaching, research, scholarship, and service. As a member of The Texas A&M University System, Tarleton is rich in history and tradition while being committed to student success and diversity. Tarleton strives to develop moral and ethical thinkers, scholars and leaders who demonstrate civility and integrity, while contributing meaningfully and responsibly to a global society. Vision: Tarleton will be the premier student-focused university in Texas and beyond. We will transform generations by inspiring discovery, leadership and service through exceptional teaching and research in vibrant learning communities. Core Values: Integrity Leadership Tradition Civility Excellence Service 1
16 STRATEGIC PLAN GOALS and GOAL DIRECTIVES GOAL: Academic Innovation Tarleton and her faculty will foster an environment that honors a standard of excellence in scholarship that inspires its students to internalize a spirit of discovery, innovation, and resolve to meet challenges and develop solutions in the real world. Tarleton students will thrive in a diverse, global environment, and be equipped to grow, adapt, lead and serve within an evolving marketplace. Goal Directives Promote student success Deliver an innovative and relevant program mix Elevate academic and research profile GOAL: Student Transformation Focused on academic achievement, meaningful engagement and personal development; embracing Tarleton s core values; and aspiring to become self-regulating, lifelong learners; Tarleton students will become responsible and ethical agents of desirable and sustainable change, using their abilities as scholars, leaders and servants to contribute over their entire lives to a legacy that transforms communities and generations. Goal Directives Establish a signature set of high impact learning experiences Provide personal growth experiences for students Meaningfully engage students in and outside the classroom 2
17 GOAL: Distinctive Engagement Tarleton values the extent to which its vision will be more progressively realized through collaboration with partners in the community, private industry, public education, alumni, and government in its service area, across the state, and around the world, as well as through an internal organizational culture that values transparency, communication, and mission-focused collaboration across divisions and departments. Tarleton students will develop the knowledge and skills to become meaningful and responsible contributors to their communities and society by engaging in cross-disciplinary research experiences, service learning and study abroad/away opportunities, internships in the public or private sector, vibrant learning communities, and mentoring relationships with faculty, staff, peers and alumni. Goal Directives Strengthen outreach, partnerships, and community engagement Communicate strategically and effectively Enhance reputation GOAL: Exemplary Service: The Tarleton community will provide a model of excellence in striving to engage and serve others with civility, integrity and genuine consideration. Students will develop deep and broad strengths and skill sets, enabling them to adapt, provide leadership and otherwise contribute to the advancement of their communities and the larger global society. Goal Directives Embrace a culture of exemplary service Support efficient and effective service systems Enhance sustainability
18 Goal Directive Implementation Goal Directive (from Strategic Plan) Executive Cabinet Member Champion Strategy Leader Strategy Team
19
20 Strategic Planning Process JUNE Executive Cabinet Planning Retreat JULY Executive Cabinet Approves Goals & Goal Directives JULY Updated Plan Published AUGUST Strategy Leaders Chosen & Teams Formed SEPTEMBER Annual Report on Measurable Objectives in WEAVE SEPTEMBER -MAY Monthly Reporting on Measurable Objectives SEPTEMBER -MAY Strategy Teams Create Measurable Objectives
21 Strategic Planning Process SEPTEMBER-MAY Plan Implemented + Measurable Objectives Created & Measured Monthly SEPTEMBER-MAY Plan Implemented + Measurable Objectives Created & Measured Monthly AUGUST Strategy Leaders & Teams Chosen JULY Updated Plan Published JULY Executive Cabinet Approves Plan JUNE Executive Cabinet Planning Retreat SEPTEMBER Annual Assessment of Measures [WEAVE]
22 Measurable Objectives [Not included in Strategic Plan] Goal Directive Measurable Objective [Not in Plan] Measurable Objective [Not in Plan] Measurable Objective [Not in Plan]
23 Measurable Objectives [Not included in Strategic Plan] Variable or Object of Attention Method and Frequency of Measurement (including who measures & reports) Recommended Budget Allocation & Resources Stakeholders Needed for Implementation Barriers to Implementation
24 Measurable Objectives May be developed at any time of the nine-month academic year (September-May) Written in growth model & not deficit model terms May be short-term or long-term (e.g., carry-over for more than one year)
25 Measurable Objectives Submitted and approved by the Executive Cabinet prior to implementation for: Resource Allocation Prioritization Quality Control
26 Building on the Past; Moving Forward
27
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