Strategic Planning Thursday, March 2, 2006 1:00 - 2:30 p.m. Friday, March 3, 2006 8:15 – 9:45 a.m. Dr. Erinn D. Lake, Edinboro University of Pennsylvania

Strategic Planning Thursday, March 2, 2006 1:00 - 2:30 p.m. Friday, March 3, 2006 8:15 9:45 a.m. Dr. Erinn D. Lake, Edinboro University of Pennsylvania

Introduction This session will focus on the development of a campus-wide system of implementing a strategic plan, including monitoring and communicating progress. Discussion will focus on tangible planning advice as well as applicable insights. Topics will include accountability, resource allocation, budgeting, criteria for evaluation, and the inclusion of accreditation efforts into the planning process.

About Edinboro University We are located in northwestern Pennsylvania. Our President is Dr. Frank G. Pogue. We have 5 vice presidents Provost/VP for Academic Affairs Vice President for Finance and Administration Vice President for Development and Marketing Vice President for Enrollment Services and Planning Vice for Student Affairs and Student Success

About Edinboro University Our enrollment is approximately 8,000 headcount. 1,038 graduate students 76% commuter/off-campus 23% residential Our MSA self-study type was comprehensive.

Edinboro is a Member of the PA State System of Higher Education

Our University Environment Highly collaborative president. Frequent and ongoing communication. Family environment. Strong planning process linking planning, budgeting and continuous improvement.

Triangulated Institutional Effectiveness Model

What we will become What we believe How we behave What we do What we will achieve Vision Guiding Principles Leadership Principles Goals Results

Definitions Mission: the fundamental reason for the organizations existence. Vision: a picture of the future we seek to create described in the present tense as if it were happening now. Guiding Principles: describe how we intend to operate, on a day-to- day basis, as we pursue our vision a set of governing variables expressed in terms of behavior. Goals/ Priorities: represent what people commit themselves to do.

Edinboro Universitys Mission Statement The mission of Edinboro University is to create and share knowledge by providing access to education and learning experiences for the academic, cultural and personal growth of the students and the larger community we serve.

Mission Statements Can you articulate your schools mission statement? Can others? How long it is? It is easily located on your web page? How does your institution market its mission?

UCO Mission The University of Central Oklahoma exists to provide excellent undergraduate, graduate, and continuing education to enable students to achieve their intellectual, professional, personal, and creative potential. UCO must also contribute to the intellectual, cultural, economic, and social advancement of the communities and individuals it serves.

Edinboro Universitys Vision Statement Edinboro University is the leading institution of higher education in the region, and a cornerstone of excellence in academics, technology and the arts. Clearly identified with our special mission, we strive to meet the ever- changing needs of the world around us by providing access to our institution for the benefit of all. Diversity is apparent by the breadth and richness of our programs, faculty, administration, staff, and students. We provide research, community services, and educational programs in accordance with the social, cultural, economic and technical needs of the region and Commonwealth. The University meets the specific needs of underrepresented groups, students with disabilities, and those faced with social or economic hardship or inadequate educational preparation.

EUPs Vision Statement (Continued) Our faculty, staff, and administration are highly qualified and committed to our mission and clearly demonstrate a commitment to personal and professional development. The environment we create at Edinboro is inspirational, yet challenging. It is interactive, creative, fair and civil, and it demonstrates the highest community values. In fulfilling our responsibilities, we nurture a strong sense of respect and dignity. Recognizing that knowledge creates opportunity, Edinboro University instills in our students a corresponding sense of responsibility with their freedom of choice. Our programs help students develop an interest in higher social values and encourage intellectual pursuits, personal development, and a commitment to lifelong learning and service. All who experience Edinboro University are inspired to even greater achievement.

UCO Vision http://www.ucok.edu/planning_and_ana lysis/ucovision.htm

Case Western Reserve University, Cleveland, OH Vision Home Page. http://www.case.edu/vision/ Vision Elements. Envisioning a New Case. Case Western Reserve University has set out to make itself the world's most powerful learning environment. And it's well on its way.

Strategic Planning

Strategic Planning Process Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis

Goals Tactics Coordination Budgets How can we get there? ? How will we know weve arrived? ? Customer Feedback Reports Milestones Strategic Planning Process

Jack Welch - GE Face reality, then act decisively. Embrace change, dont fear it. Act like a leader, not a manager. Have global brains. Jack Welch, former CEO of General Electric speaks to an audience at Nova Southeastern University in Davie, Florida. He is pictured here with billionaire, H. Wayne Huizenga.

Edinboro Universitys Guiding Principles In service to our mission, as a community we recognize the uniqueness of each individual and embrace the opportunity and responsibility to: Pursue excellence in lifelong learning and scholarship. Promote collaboration, openness, honesty, and respect. Foster integrity. Champion fairness, social justice, diversity and civility. Encourage creativity and innovation. Serve others within and outside the Edinboro Family.

UCOs Beliefs & Values UCOs fundamental responsibility is excellent teaching, which involves instilling and fostering in students the joy of learning, the ability to think critically and a desire to achieve their creative potential. Our other major responsibilities include scholarly activities, research and service to students, to other individuals and to the larger community. A college degree should represent an education which enables its recipients to become good citizens and responsible, independent adults who embrace learning as a lifelong endeavor. Great universities must require and encourage a free flow of information, ideas and opinions in a community which fosters social justice, values diversity and demands the highest standards of ethical conduct, mutual respect and civility. UCO as an institution, and all its constituents, must be committed to continuous processes of self-examination and self-improvement which encourage innovation, receptiveness and adaptation to change. UCO must seek and maintain open and mutually beneficial relationships with its surrounding communities, and must also view itself and its graduates as part of an increasingly interdependent global society.

Edinboros 9 Priorities 1.Enhance academic excellence. 2.Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies. 3.Enhance technology campus-wide. 4.Create a just community that is student centered. 5.Enhance the advancement arm of the institution. 6.Create a collaborative administrative arm team both on and off campus. 7.Create an inclusive planning process that ties budgeting to planning. 8.Increase diversity. 9.Enhance graduate studies.

Environmental Scans

Create Core Strategies 2005 - 2008 Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis

Environmental Scans SWOT Should be democratic and reflect a culture in which everyone contributes. Results should be gathered and organized by themes. External environmental assessment. International environment assessment. Five Year Enrollment History and Projections. Cite authorities and time specific.

Example 1.External Environmental Assessment A.Enrollment Services 1. International International student enrollment at United States colleges and universities reached an all-time high in Subsequent to 9/11, the following Patriot Act/SEVIS requirements have emerged(insert sources) U.S. higher education is a powerful magnet for foreign students in search of freedom(insert sources) Summary: International students will continue to constitute a likely growing portion of the marketU.S. higher education markets can expect.

Examples of SWOT http://www.lakeheadu.ca/~eventswww/strategy/swot.ht ml http://www.lakeheadu.ca/~eventswww/strategy/swot.ht ml http://www.quickmba.com/strategy/swot/ http://www.quickmba.com/strategy/swot/

Environmental Scanning Workshops James L. Morrison, Professor Emeritus of Education, University of North Carolina at Chapel Hill http://innovateonline.info/index.php?view=person&id=1 http://innovateonline.info/index.php?view=person&id=1 http://horizon.unc.edu/bios/Mor rison/vita.asp http://horizon.unc.edu/bios/Mor rison/vita.asp

New EUP Priorities Academics Enhance quality Promote graduate education Encourage further collaboration Students Enhance success Recruit and retain talent Nurture the learning environment Revenue Enhancement Promote grantsmanship and enhance community alliances Community Meet the needs of the underrepresented and under prepared. Contribute to the economic and social needs of the region.

Creating Community In 1996, Edinboro University sponsored virtually no activities or events that were designed to bring all community constituents together.

Creating Community I needed to get this community talking, interacting, and creating a vested interest in one another. I chose to do this, in part, through a series of University-wide events many of which have a direct relationship to our budget and planning process. University-wide events are not add-ons they are integral to the planning and continuous improvement process. .. Dr. Frank G. Pogue, President, Edinboro University of PA

Community-Building Summary of Outreach Efforts Since July 1996 Personal visits with leaders and members of internal and external constituent groups: Internal:Council of TrusteesStudent Government Association Academic Department Chairs/Departments Clerical WorkersHousekeeping Workers Maintenance WorkersUniversity Senate Union LeadersAlumni Retired Faculty External:Area MayorsElected Officials SuperintendentsBusiness Leaders Agency LeadersCommunity Center Leaders Colleague Higher Education Presidents Prisons

Community-Building (Cont.) Creation of University As a Neighbor Advisory Group -Have hosted community dialogue forums Service on more than ten regional boards Leadership of fund-raising initiatives for organizations such as United Way, MECA/UCP, American Red Cross, Erie Day School Regular attendance/representation at area annual functions/dinners University representation on Edinboro Area Chamber of Commerce, Greater Edinboro Area Roundtable, Civic Coordinating Committee, Erie Area Convention and Visitors Bureau, Northwest Pennsylvania Workforce Investment Board

Creating Community We incorporate the theme of civility into all of our campus activities. We identified The Century of Civility as our theme for the 1999-2000 academic year and beyond. We ask all of our campus citizens to consider their role in advancing the ideals of civility fairness, tolerance, collegiality and civic responsibility through their classroom and extracurricular activities.

Creating Community It was during the first Fall Convocation in 1996 that we announced the creation of the symbolic Edinboro Family and invited the nearly 2,000 people in attendance to turn to each other to pin each other with the Edinboro Family Pin. The Family concept denotes respect, caring, collegiality, and civility. It also denotes our resolve to create a student-centered community in which students are our first priority.

Definition of Strategic Management Strategic management is a continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment. Iterative means that the process of strategic management starts with the first steps, ends with the last step and then begins again with the first step. (i.e. cyclical). Certo & Peter (1991). Strategic Management Concepts and Applications. 2 nd edition.

Whats the difference? Strategic planning can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. Strategic planning is only useful if it supports strategic thinking and leads to strategic management - the basis for an effective organization. Strategic management applies strategic thinking to the job of leading an organization. http://www.nonprofits.org/npofaq/03/22.html

Linking Planning and Budgeting

Building an Inclusive Planning Process Consequently, on March 7, 1997, we closed the University completely for 1 days to observe what we called University Mission Day. We created nearly 30 workshops that involved the entire campus, including our seven unions, faculty, students, Trustees, alumni, and representatives of our host communities, in a discussion of the Universitys mission and their roles in addressing that charge. As a result, the mission was modified and updated to include the importance of community-civility.

Building an Inclusive Planning Process Following Mission Day, and in an effort to benefit from the numerous recommendations made by the break-out groups, a permanent, thoroughly represented 21st Century Planning Group was created. This group assists in monitoring our inclusive planning, budgeting and continuous improvement process, as well as serves as the steering committee for the Universitys Middle States ongoing accreditation efforts.

21st Century Planning Group The President has placed a priority on strategic planning as a means by which the University may excel in academics and service. One of the hallmarks of an effective strategic planning process is the inclusion of the entire University community in planning endeavors. We are achieving this by traditional methods of communication in addition to special efforts and events designed to bring the community together to discuss the Mission, priorities, goals and objectives of the University. These efforts are being coordinated by the University Planning, Institutional Research and Continuous Improvement function, in consultation with the Provost and President. The strategic planning process has been greatly assisted by a special advisory body called the Twenty-First Century Planning Group. The Group serves as a recommending body for the establishment and maintenance of priorities for Edinboro University of Pennsylvania as we enter the twenty-first century. The Group has been charged with the responsibility of ensuring that all University programs and services remain consistent with the University Mission, goals and objectives and strategic plan.

21 st Century Planning Group One-Year Term Ms. Linda Askins Ms. Jennifer Butler (Student Representative) Mr. William P. Coleman Dr. David Ferster Ms. Marilyn Goellner Dr. Michael Hannan Ms. Patricia Heidelberg (Student Representative) Dr. Jerra Jenrette Ms. Monica Johnson (Student Representative) Dr. Rhonda Matthews Dr. Robert McConnell Mr. Karl Nordberg, Retired Dr. Verel Salmon, Retired Superintendent Mr. David Tucker Two-Year Term Mr. Gordon Herbst Ms. Angela Onderko Mr. Kahan Sablo Ms. Loralyn Whitney Three-Year Term Dr. Richard Arnold Dr. R. Scott Baldwin Dr. Mary Margaret Bevevino, Co-Chair Dr. Andrew Lawlor Dr. Patricia Pineo, Co-Chair Dr. Eric Randall Dr. Terry Smith Coordinator of 21st CPG Dr. Michael Mogavero University Planner Dr. Erinn Lake (Bold = Student/Underline = Faculty)

Our 9 Priorities 1. Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies. 2. Enhance academic quality. 3. Enhance technology campus-wide. 4. Create a just community that is student-centered. 5. Enhance the Advancement arm of the institution. 6. Create a collaborative administrative team both on and off campus. 7. Create an inclusive planning process that ties budgeting to planning. 8. Increase diversity. 9. Enhance Graduate Studies.

EXHIBIT A Summary Sheet Criteria for Academic Program Evaluation Dean/Provost Worksheet Evaluative CriteriaRating Categories QUALITY Quality of FacultyExceptionalStrongAdequateWeak Quality of StudentsHighMediumLow Quality of ProgramsHighMediumLow NEED Centrality to Mission:HighMediumLow Student Demand: PresentHighMediumLow ProjectedGrowingStableDeclining Demand for Graduates: PresentHighMediumLow ProjectedGrowingStableDeclining Linkage/Potential Linkage to Other Programs/Institutions: Present HighMediumLow ProjectedGrowingStableDeclining Comparative Advantage: PresentHighMediumLow ProjectedGrowingStableDeclining COST Cost/Revenue RelationshipGoodAdequatePoor Other Costs and Benefits(Listing)

EXHIBIT B Summary Sheet Criteria for Non-Academic Program Evaluation Dean/Provost Worksheet Evaluative CriteriaRating Categories QUALITY PersonnelExceptionalStrongAdequateWeak ResourcesExceptionalSatisfactoryWeak University CoordinationExceptionalSatisfactoryWeak Services/ProgramsHighMediumLow

NEED Centrality to MissionAmong the most central services Typical of most servicesLess central than most services Demand for Services: Present HighModerateLow ProjectedGrowingStableDeclining Fulfillment of MissionUnique service meeting a specific need Typical of most servicesDuplication of services Support for Student Success : Direct Positive ImpactTypical of most servicesNegative Impact IndirectPositive ImpactTypical of most servicesNegative Impact COST Net Cost/FTE or other basis More than current total cost Less than current total cost None Outsourcing Available for Similar Service Yes, but more than current total cost Yes, and less than current total cost None Available Perceived Value AddedSignificantModerateLow

Index of Contribution to Overhead We completed an analysis of departmental revenue and expense using the criteria outlined by the 21 st CPG. The criteria included a calculation of revenue using the credit hour production by school for one fiscal year as a product of PA resident tuition rates and a comparison of the related expenses for two previous fiscal years. It included a distribution of Instructional Service fees since revenue is accrued by course enrollment. It did not include a pro-ration of overhead expenses relating to plant, utilities, and other indirect costs; nor is there an allocation of state appropriation revenue.

Credit Hour Production Analysis RevenueExpenseIndex of Contrib. Percent of Rev. Total Credits Index Contr/Cred Liberal ArtsMusic$741,708$1,136,431($394,723)-53.22%4,683(84.30) For. Lang.$476,309$635,135($158,826)-33.35%3,007(52.82) Art$2,498,027$2,982,793($484,766)-19.41%15,595($31.08) Comm. Arts1,631,5861,804,005(172,419)-10.57%9,760(17.67) Soc-Anthro.1,414,7671,361,19153,5763.79%8,9286.00 English3,180,5142,682,863497,65115.65%20,07924.78 Psy- Counsel 2,139,3221,533,519605,80328.32%13,16446.02 Philosophy1,144,757800,171344,58630.10%7,22747.68 History1,327,239884,456442,78333.36%8,36752.92 Polit. Sci.1,279,238761,244517,99440.49%8,07664.14

Credit Hour Production Analysis RevenueExpenseIndex of Contrib. Percent of Rev. Total Credits Index Contr/Cred SM&TNursing557,8701,458,893(901,023)-161.51%3,353(268.72) Chemistry399,168759,431(360,262)-90.252,520(142.96) Physics603,0291,089,811(486,782)-80.723,807(127.17) Biology1,182,9351,468,461(285,526)-24.147,326(38.97) Busi/Econ1,476,1001,419,27156,8293.859.3146.10 Geoscience1,786,9101,531,371255,53914.3011,28122.65 Math & Computer 2,606,1552,084,329521,82620.0216,45331.72

Credit Hour Production Analysis RevenueExpenseIndex of Contrib. Percent of Rev. Total Credits Index Contr/Cred EducationMiller School 66,906532,303(465,397)-695.60%N/A Child Care Center 110,125236,058(125,933)-114.35N/A Phys. Ed.1,001,2521,161,741(160,489)-16.036,309(25.44) Ed. Services 2,011,9712,074,077(62,106)-3.0911,887(5.22) Counseling484,019471,77812,2412.532,2955.33 Elem. Ed.2,080,2501,953,319126,9316.1012,7029.99 Special Ed.1,210,520901,110309,41025.567,05043.89 31,410,67631,723,761-313,085193,183

Framework for Planning

Triangulated Institutional Effectiveness Model

Timelines for Planning 2004-05 Edinboro University Timelines for Planning 2004-2005 Update of Departmental Goals and Objectives to Deans and Directors Friday, Oct.1 Updated External & Internal Environmental Scans due to Dean/Director Monday, Nov. 1 Updated 5-Year Department/Unit Plans, including proposed Strategic Initiatives, forwarded to Dean/Director Wed., Dec. 1 Enrollment Plans forwarded to Dean/DirectorWed., Dec. 1 Budget Instruction to Department Heads Friday, Jan. 28 Budget Submission to Budget Director through Deans/VPsTues., March 8 Technology Fee Applications Due to Deans/SupervisorsTues., March 22 Governor Approves AppropriationTues., June 28 Budget Committee Recommends Budget to PresidentJuly, 2005 Council of Trustees Acts on BudgetAugust, 2005 Deans report to Department Chairs and Graduate Program Coordinators on state of initiatives (Chairs and program coordinators feedback to departments.) September 1-8, 2005 Fall University-Wide Convocation/Founder's DaySeptember, 2005

Example Priority One: Increase enrollment to 8,000 students in the next several years through enhanced enrollment and retention strategies. InitiativeMeasure of Success Action Steps/ Timeline/ Costs Responsible Individual Implement on-site admission decision program at top feeder high schools in area. Expedited admission process in place at area high schools. AVP for Enrollment Management and Retention

Results Each quarter action steps, costs and timelines are noted. Periodic Planning Reports become the Presidents Annual Report to the campus community. The campus community must know the successes and failures in order to re- focus our efforts.

Chapter I Strategic Initiatives

Chapter II Strategic Study Group Recommendations 2003-2004

Chapter III Middle States Self-Study Recommendations

Examples of Effective Linking of Planning to Budgeting Campus laboratory school Day care facility Mens baseball Tennis Masters in Social Work Certification programs Letter of Eligibility for Superintendents, etc. Forensic chemistry Four Associate degree programs at Porreco campus

Reaccreditation

Regional Reaccreditation Process The regional reaccreditation process should be an extension of the planning process and methods to develop the reaccreditation plan from University plans will be put forth.

What is Middle States Accreditation? "The Commission on Higher Education is the unit of the Middle States Association of Colleges and Schools that accredits degree-granting colleges and universities in the Middle States region. It examines the institution as a whole, rather than specific programs within the institution."

Middle States Accreditation We participated in a highly-collaborative MSA self- study. We will share how our University incorporated the self-study recommendations, and those of the visiting team, into the universitys planning and budgeting process and the next iteration of a strategic plan.

What is accreditation? "Accreditation is a means of self-regulation and peer review adopted by the educational community."

What was the MSA subcommittee structure? 1.Advancement 2.Enrollment Management and Retention 3.Facilities 4.Faculty, Teaching and Curriculum 5.Finance and Administration 6.Governance 7.Institutional Effectiveness 8.Library 9.Mission, Goals and Objectives 10.Student Services 11.Technology

Who Comprised the MSA Steering Committee? Members of the 21 st Century Planning Group Having an already-existing planning group serve as the steering committee provided a distinct advantage.

What Were Their Duties? During the Spring 2001 semester, the Twenty-First Century Planning Group created draft charges. Then they developed the draft self-study design which was reviewed and approved by MSA/CHE. They also served on subcommittees during the self- study.

Goal To develop the next generation of priorities using the Middle States process.

How Many Recommendations Did the Study Produce? 59 from the Middle States Self-Study Report. 19 suggestions that were introduced by the visitation team. 78 Total

A Sample of Recommendations Recommendation MISSION GOALS AND OBJECTIVES 1. Edinboro University has consistently defined itself as an institution dedicated to the best possible education for its students, whether it has been to educate future teachers or to prepare students in a number of different disciplines. Since 1996, Edinboro University has highlighted institutional priorities in its public documents. While the intent was not to elevate institutional priorities over academic priorities, they do not appear to be addressed equally in our documents. It is recommended that quality in academic programs be included as a top priority in all public forums promoting the Universitys goals so as to give proper emphasis to the importance placed on teaching and learning.

Recommendations CHE 9. As the institution develops new specific goals and plans for action, it must assure that data on which these decisions are based is collected in a consistent manner for fair comparison.

Recommendations Recommendation - GOVERNANCE 1.Create an orientation process for each governance group and each new leader that covers roles, expectations, responsibilities, inclusive decision-making, and organizational information about the University. Assess this process annually for effectiveness. 2. Develop a component of orientation for new students that: (a) specifies the various means by which students may register concerns and make suggestions and (b) explains the process by which each type of concern or suggestion is reviewed and acted upon if deemed appropriate. CHE 11. If graduate studies is an area of focus, the institution might consider the elevation of the Graduate Student Council to parallel status with the Student Governance Association.

Sesquicentennial Dialogues Middle States Self-Study Fall University-wide Convocation and Founders Day Celebration Thursday, September 18, 2003 8 am to 11 am University Center Group #1:Faculty, Teaching and Curriculum Facilitator:Dr. Kathleen Dailey PEC member:Dr. Robert Weber 21st CPG:Dr. Patricia Pineo/Dr. Scott Baldwin/Dr. Eric Randall Location:UC Seminar Room Group#2:Governance Facilitator:Dr. Karim Hossain PEC member:Dr. Terry Smith/Ms. Emily Sinsabaugh 21st CPG:Dr. Richard Arnold Location:UC 302 Group #3:Mission, Goals and Objectives & Institutional Effectiveness Facilitator:Dr. Dave Ferster PEC member:Dr. Michael Mogavero 21st CPG:Dr. Michael Mogavero/Dr. Jerra Jenrette/Ms. Erinn Lake Location:UC301 Group #4:Admissions/Enrollment Management and Retention Facilitator:Mr. James Parlin PEC member:Dr. Herb Tolbert 21st CPG:Dr. Peg Bevevino

Group #5:Student Services Facilitator:Dr. Carol Gleichsner PEC member:Dr. Naomi Johnson 21st CPG:Mr. Kahan Sablo Location:UC303 Group #6:Library Facilitator:Dr. Elliot Wreh-Wilson PEC member:Dr. Donald Dilmore 21st CPG:Mr. Karl Nordberg Location:UC305 Group #7:Technology Facilitator:Dr. Ron Craig PEC member:Dr. Andrew Lawlor 21st CPG:Ms. Angela Onderko/Dr. Patricia Hitchings Location:UC306 AB Group #8:Facilities Facilitator:Dr. Ali Mohamed PEC Member:Mr. James Sheehan 21st CPG:Dr. Bob McConnell/Mr. Greg McMillan Location:UC304

Group #9:Advancement Facilitator:Dr. Tim Thompson PEC member:Mr. Bruce Whitehair (represented by Mr. Joe Grisanti) 21st CPG:Dr. Verel Salmon/Dr. Karl Gombert Location:UC South Atrium Group #10:Finance and Administration Facilitator:Ms. Sharon Miller PEC member:Ms. Janet Dean 21st CPG:Mr. Gordon Herbst/Ms. Marilyn Goellner Location:UC - West Atrium

MIDDLE STATES SELF STUDY RECOMMENDATIONS/SUGGESTIONS FOR SESQUICENTENNIAL DIALOGUES DRAFT #5 10/17/03 MISSION, GOALS AND OBJECTIVES Recommendation Action Steps?Prioritization? 1.Edinboro University has consistently defined itself as an institution dedicated to the best possible education for its students, whether it has been to educate future teachers or to prepare students in a number of different disciplines. Since 1996, Edinboro University has highlighted institutional priorities in its public documents. While the intent was not to elevate institutional priorities over academic priorities, they do not appear to be addressed equally in our documents. It is recommended that quality in academic programs be included as a top priority in all public forums promoting the Universitys goals so as to give proper emphasis to the importance placed on teaching and learning. Academic quality is now one of the 9 priorities. There is more to do in terms of promotional materials, planning & budgeting and academic programs. Academic quality is the #1 priority. Quality and integrity in academic programs ARE EUPs mission and the top priority. If we say were good, wed better be. Internal challenge is to focus on what we do well and finding the fiscal resources. External challenge is to inform (market ourselves) to the community and the region. 1.The survey revealed potential concerns in two areas that warrant further examination. It is recommended that the University examine what part of the statement fairness, equitable treatment, and civility and respect for all contributed to some respondents reporting that it is not evident in their work environment. Commission on Civility created. Guiding Principles developed. We want to insure that civility is a focus on campus. We want to move toward a culture to address concerns with each other. Aggressive pursuit of candor, collegiality, etc.

How Did the 21 st CPG Prioritize the 78 Into a Plan? We dedicated five meetings of the 21 st CPG during Spring 2004 to prioritization. We conducted a Nominal Group Technique to score the recommendations. We developed quintiles to sort. Those with the highest score appear in the highest quintile.

Highest Quintile (4.56-3.68) MSA Recommendations ScoreSourceRecommendation 4.56EMR 1Leadership for retention initiatives should be more clearly defined in order to increase retention efforts, improve data collection and analysis, and enhance retention initiatives. 4.47EMR 2The University should update strategic and operational plans to prepare for enrollment growth and allow for the commensurate growth of quality academics and services.

Progress on Implementing Recommendations EDINBORO UNIVERSITY OF PENNSYLVANIA MIDDLE STATES SELF-STUDY RECOMMENDATIONS Highest Quintile (4.56 3.68) ScoreSourceRecommendationAction StepsResponsible Individuals 4.56EMR 1Although several collaborative retention efforts have occurred, we recommend that these approaches be more carefully coordinated. Leadership for retention initiatives should be more clearly defined in order to increase retention efforts, improve data collection and analysis, and enhance retention initiatives. 4.47EMR 2In anticipation of reaching the enrollment goal of 8,000 students, the University should update strategic and operational plans to prepare for enrollment growth and allow for the commensurate growth of quality academics and services. 4.35EMR 4The use of technology should be expanded to assist in both recruitment and retention of students.

New University-wide Priorities Are Developed After analyzing the quintile distributions, the universitys mission and vision statements, the current priorities, the performance indicator results from the State System and the proposed State System strategic planthe 21 st CPG then developed NEW university-wide priorities Developed in April 2004, discussion by the campus in July 2004, and adopted by the campus in academic year 2004-2005. Implementation began in January 2005.

New Priorities Academics Enhance quality Promote graduate education Encourage further collaboration Students Enhance success Recruit and retain talent Nurture the learning environment Revenue Enhancement Promote grantsmanship and enhance community alliances Community Meet the needs of the underrepresented and under prepared. Contribute to the economic and social needs of the region.

New 5-Year Plan With the new priorities, the new State System plan, and a fresh academic year, we have now updated our five-year strategic plan.

Questions?

Documents

Strategic Planning Thursday, March 2, 2006 1:00 - 2:30 p.m. Friday, March 3, 2006 8:15 – 9:45 a.m. Dr. Erinn D. Lake, Edinboro University of Pennsylvania