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Analysis of NWSU’s Strategic Planning Process

Analysis of NWSU’s Strategic Planning Process. Presenters Kenneth S. Chapman, Ph. D. Behnam Abrams, Ph. D. Presenter: Dr. Chapman. AGENDA. Background – Dr. Abrams Stakeholders External Environment Internal Environment Strategic Planning – Dr. Chapman What is Strategic Planning?

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Analysis of NWSU’s Strategic Planning Process

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  1. Analysis of NWSU’s Strategic Planning Process Presenters Kenneth S. Chapman, Ph. D. Behnam Abrams, Ph. D.

  2. Presenter: Dr. Chapman AGENDA • Background – Dr. Abrams • Stakeholders • External Environment • Internal Environment • Strategic Planning – Dr. Chapman • What is Strategic Planning? • Connecting goals and environment • Goals that fit the situation… • … and goals that don’t fit.

  3. Presenter: Dr. Abrams NWSU Faculty Students (customer) Support Staff Admin (employees) Other Universities (competitors) Primary stakeholders in NWSU’s environment High Schools (suppliers) Employers Community Colleges (suppliers) $$$ Legislators Accrediting Bodies (regulators)

  4. Presenter: Dr. Abrams Media FAMILY Children Parents Partner Spouse Local Community Secondary stakeholders in NWSU’s environment

  5. Presenter: Dr. Abrams Changes in NWSU’s external environment NWSU Employers Changed Demographics Faculty Students (customer) Support Staff Admin $$$ Recession (Employees) ? Other Universities (Competitors)

  6. Presenter: Dr. Abrams Changes in NWSU’s internal environment • More nontraditional and first generation college students • Increased class size • Student-faculty ratio increased from 20:1 to 27:1 • Faculty salaries have fallen behind • More part time faculty used • Increase form 20% to 35% by late 1990’s • Limited funding for faculty research, professional development and travel to professional meetings • New demands on faculty to teach: • Inter-disciplinary courses • At different locations • Use new pedagogies

  7. Presenter: Dr. Abrams Strategic Planning Look at the Whole Picture Develop a Sense of Direction or Destiny Be Open to New Experience Examine Gap Between Current Reality and Future Use of Creative and Critical Thinking

  8. Presenter: Dr. Chapman Connecting Goals & Environment Environment Employers want X-functional training Increased competition More immigrants Less Funding Goals Employer of 1rst Choice Involve Alumni More Online Programs International Recognition Open Store fronts Interdisciplinary majors Internal Developments Larger Classes Poor faculty salaries Increased use of part time faculties Limited faculty funding Broader teaching demands

  9. Presenter: Dr. Chapman Example: Goal 1 Environment Employers want X-functional training Increased competition More immigrants Less Funding Employer of 1rst Choice Internal Developments Larger Classes Poor faculty salaries Increased use of part time faculties Limited faculty funding Broader teaching demands

  10. Presenter: Dr. Chapman Example: Goal 5 Environment Employers want X-functional training Increased competition More immigrants Less Funding Open Store Fronts Internal Developments Larger Classes Poor faculty salaries Increased use of part time faculties Limited faculty funding Broader teaching demands

  11. Presenter: Dr. Chapman Goals that fit well… • The following goals “fit” or “match” the needs of NWSU’s environment and fit its competence: • Employee of first choice capitalizes on the good relationships with regional businesses • Involving alumni and employers in programs will make the program more responsive to their needs • On-line programs will meet competitive needs

  12. Presenter: Dr. Chapman …and goals that fit poorly • The following goals do not “fit” or “match” the needs of NWSU’s environment: • Become internationally recognized school conflicts with mission of state university to provide access to state residents • Open store front operations conflicts with • Shortage of funds • Faculty preference to teach in one location • Offer interdisciplinary majors conflicts with existing faculty uncomfortable with teaching across disciplines or pedagogies • Overall Conclusion: The goals will stretch already thin pool of full-time faculty resources and limited funds beyond the limit Questions?

  13. Presenter: Question & Answer Improving NWSU’s Process Spell out a clear and compelling vision Spell out gap between current reality and future state Base decisions on hard data about stakeholder expectations Test goals for consistency with mission and available resources Match goals to the internal capability and strengths of the faculty and the needs of the student body

  14. Question & Answer Planning Process Evaluated -- Five Tests of Strategic Thinking • Test 1: Ability To See the Whole Picture • Did not see the interconnection between resources(tight budgets ), capabilities (faculty training) and goals , (interdisciplinary and global programs) • Test 2: A Sense of Direction or Destiny • No compelling vision for School and its future • Test 3: Openness to New Experience • No plans to get the faculty to become open to new innovations • Test 4: Gap Between Current Reality and Future • No gap analysis between current reality and desired future • Test 5: Use of Creative and Critical Thinking • Political rather than fact-based decision making used

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