Integrating Assessment and Budgeting with Strategic Planning

Transcription

1 Integrating Assessment and Budgeting with Strategic Planning Dr. Sue Henderson Vice President of Institutional Advancement Dr. Zhili Liang Institutional Research Manager

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3 Established 73 years ago 76 Acre Campus Top 10 Best Universities Master s (North) in U.S. News & World Report s America s Best Colleges (2010) Total enrollment of 20,711 students (Fall 2009) 1,291 faculty and staff Strategic Plan

4 Mission: Prepare students to become leaders in a global society by offering a rigorous education under the guidance of faculty who excel in teaching and research Develop exceptional graduates who think critically and explore cultures using modern technologies Vision: By 2015, Queens College is known as a top five best-value institution. Global in reach, character, and focus, it benefits and contributes to its location in one of the nation s most diverse counties and in a world center of finance, communications and culture

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6 Focusing the entire college around the Strategic Plan Effectively communicating the Strategic Plan to the Students, Faculty, Staff and Community. Assessing the performance of an academic unit/a specific cohort Making more decisions within a culture of evidence Showing progress toward strategic goals Ensuring everything is configured in most effective and efficient manner to support strategy

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8 I. Advance our academic programs II. Build a culture of community III. Solidify our financial foundation

9 Build on our present strengths in the natural sciences by reinforcing our consortial doctoral programs in biology, biochemistry, chemistry, and physics Invest strategically in psychology, specifically neuropsychology and applied behavior analysis, and earth and environmental sciences Have at least three sciences disciplines be among the top 50 undergraduate and graduate programs in the country within ten years.

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11 While the completion of a 450 to 550 student residential facility within the next two years will positively change the culture of Queens, additional steps are necessary for us to foster a vibrant and welcoming campus community. Accordingly, we will develop a comprehensive Residential Life program that will include creation of residential student services; educational, social and cultural programs; specialty and themed housing; faculty-in-residence programs; and living-learning centers.

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13 Our 2015 Vision Excellence, Community, Global Perspective, Accountability, Integrity Students, alumni, faculty and staff; Our community/city; Our research sponsors/professional societies. Make key strong programs world-class; Educate our students to be global citizens; Build a culture of community. Improving our effectiveness; Financial sustainability; Valuing and developing all our staff.

14 Web Parts are placed on a page in Web Part Zones

15 Identified strategic goals according to the key themes Found a total of 63 strategic initiatives using the Plan, and formed 63 committees accordingly Consolidated 63 strategic plan committees into 13 strategic groups, and established a strategic plan steering committee Each strategic group reviewed and classified initiatives as transformational, must do or improving business as usual Created an implementation plan, and connected to assessment and budget development Goals Initiatives Implementation Plan

16 Inspire our students to develop their full potential Make our new General Education curriculum nationally recognized Deliver the curriculum through effective pedagogy and continuous assessment Strengthen the college experience of our students Enhance Freshman Year Initiative Establish a College-wide faculty advising program Develop a comprehensive Residential Life program Build Commuter Student Services and International Student Services Strengthen income streams and budgeting model Increase our endowment and grow alumni support Offer new fee-based services and diversify revenue sources Develop a new budgetary model

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18 The strategy committee develops, reviews and updates the implementation plan annually. The committee prioritizes needs based on strategic importance and performance. Assign responsibility for the successful completion of the Strategy. Who is responsible? Detail the specific steps that must be taken to implement the initiative. Establish a time frame for the completion of each steps. When will we need to take these actions? Determine the resources required to complete the steps. How much will it take to execute these actions? Does it require a new hire? Define the deliverables (in measurable terms) that should result from completion of individual steps.

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20 Strategic Goals Increasing Research Funds Strategic Initiatives SP 6.0 SP 7.0 SP 19.0 SP 51.0 Departments Biology Annual Implementation Sequences Outcomes

21 Goal: Increasing Research Funds Initiative 6.0: Build on our present strengths in the natural sciences by reinforcing our consortial doctoral programs in biology, biochemistry, chemistry and physics with the CUNY Graduate Center, drawing strong PhD students through increased support packages and recruiting new faculty with larger startup offers, enhanced facilities and balanced course load. Department: Biology Annual Strategy Implementation Plan (09-10): Hire a Biology-assistant professor-evolutionary development Continue to provide new hires and untenured faculty with funding opportunities to enhance their applications for external funding as well as increase the amount and quality of their published work Provide partial support for new doctoral candidates working with junior faculty Outcomes (09-10): In Sep we hired Dr. Lahti in the field of evolutionary ecology. GRTI funds ($135,000) have been allocated particularly for new faculty start-up activities; additional funds ($55,000) have been expended for untenured faculty to support their research efforts; Further funds from RF and OTPS ($78,897) have been used for supplies, travel, and Post-Doc. Three new doctoral students are being supported by the College for untenured faculty members. 12 publications from 7 faculty members. A total of $1,126,626 external grants have been awarded for the FY 2010.

22 Goal: Strengthen income streams and budgeting model Initiative 49.0: Grow alumni support by strengthening our outreach efforts, building more vigorous interest and attachment early on and involving key alumni in realizing our longer term vision of the College. Department: AVP for Institutional Advancement Annual Strategy Implementation Plan (09-10): Increase annual fund giving by 10% conducting four annual appeals continue to develop and manage mini-campaigns including CJS, Kupferberg Seating campaign, big buddy, Hillel, Civil Rights, etc. grow foundation support and increase corporate sponsorship opportunities Outcomes (09-10):

23 Administrative officers will still develop operational plans and budgets Budget Request VP SA PS TS OTPS Totals Justification Decision Counselor 55,000 Compact FY10 55,000 COA ( 2) 52,000 Compact FY10 52,000 Career Services Counselors (2) 110,000 Compact FY10 110,000 Veteran's Services Counselor 55,000 CompactFY10 55,000 Disabled Students Acommod spec 970 Committed 970 Strategic planning should be reflected in budget priorities AVP 14,881 SP30; Change of title 14,881 OTPS/TS Career Services 15,000 6,000 21,000 CompactFY10 21,000 VPSA 83,000 Food Service Initiatives SP31, Health Services P/T nurse 30,000 SP 30,33:Summit Oncall counseling 10,000 SP30,33; Summit Student Fin Ass 562,000 CompactFY10 Tution waivers, workstudy 562,000 Totals 287,851 55, , , ,851 PS/OTPS savings Financial Aid no backfill 56,387 Total 56,387

24 All Strategy Implementation Plans are shared in a repository. An Annual Implementation plan including all 63 strategies is posted in the college website An Annual Strategic Plan Accomplishments Report is posted in the college website

25 Yearly Performance Measure Process Report Middle State Accreditation process Specialized Accreditations NCATE, etc. Academic Program Reviews

26 Strategic Goal Committee Goals and Targets System Master Plan Middle States Accreditation Increase funding for scholarship and research by providing seed monies to faculty to obtain substantial grant funding; increase the number of funded grantees by 30% over the next five years. Jeff Halperin, Laurie Dorf, Sue Henderson, Marleen Kasselkerson, Marisol Caamano, Steve Schwarz, Steve Markowitz The college is committed to renewing its efforts toward both assisting both pre-tenure and tenured faculty in applying for external funding to support their research. Enhance the research environment, including sustaining support for internal funding programs and continuing the postdoctoral program. The college should invest in seed funding for faculty research that engages student-faculty interaction

27 Large scale involvement with faculty, staff, students, community members, alumni, foundation board members Celebrate successes, measure progress, communicate Revise the plan as new initiatives and goals are developed Connect the plan to the budget ties together the three budgets Tax Levy Research Foundation Soft/External funds Tie various assessments together

28 How does your institution develop and assess objectives and initiatives aligned with your strategic plans? What are they assessing (inputs/resources, activities/processes, outputs, outcomes, impact)? What models and tools does your institution use to measure, document, and reflect on performance outcomes? How does your institution integrate budgeting with strategic plan implementation?

29 Have a nice day!