Successes and Pitfalls of Academic Planning

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1 College of Business Successes and Pitfalls of Academic Planning Dr. Bruce Bublitz Dean

2 Who We Are How We Planned What Is Our Vision Where We Are Going

3 College of Business San Antonio 9 th largest U.S. city Hispanic majority Major industries include tourism, military and biomedical

4 College of Business University Founded in ,000 students Texas fastest growing public university Six colleges

5 College of College of Business Business One of the 40 largest business schools Third largest provider of Hispanic undergraduates Accredited by AACSB International

6 College of College of Business Business Diverse student body State-of-the-art $30 million Business Building Talented faculty

7 College of Business Stakeholders President Provost Business community

8 College of Business Stakeholders Faculty Students

9 Who We Are How We Planned What Is Our Vision Where We Are Going

10 Committee College of Business Members Business Representation Broadway National Bank Frost National Bank SBC Communications, Inc. Southwest Business Corporation Spurs Sports & Entertainment USAA

11 College of Business Key Drivers Top-notch faculty Money for scholarships Effective marketing of programs International linkages (Mexico and beyond) Value perception of UTSA s business school Dominant bilingual/bicultural community

12 Visioning College of Business Outcome Quadrant II High Funding High Status

13 College of Business Vision Statement To be a globally respected community of scholars, dedicated to advancing the intellectual understanding of business and positioning San Antonio and South Texas as an international entrepreneurial center of commerce and technology.

14 College of Business Action Teams Fall 2001 Faculty, advisory council members, and alumni formed action teams to develop visioning plan April 2002 Committee reports presented to advisory council October 2002 Final report and implementation

15 Who We Are How We Planned What Is Our Vision Where We Are Going

16 College of Business Vision Statement To be a globally respected community of scholars, dedicated to advancing the intellectual understanding of business and positioning San Antonio and South Texas as an international entrepreneurial center of commerce and technology.

17 College of Business Positioning San Antonio The Center for Infrastructure Assurance and Security conducts cutting-edge research in cyber-security.

18 College of Business Positioning San Antonio The College of Business promotes student exchange programs in Canada China Italy Mexico

19 College of Business Vision Statement To be a globally respected community of scholars, dedicated to advancing the intellectual understanding of business and positioning San Antonio and South Texas as an international entrepreneurial center of commerce and technology.

20 College of Business Globally Respected Ph.D. in Business Administration Goal is students in the program Develop chaired faculty positions to support research

21 College of Business Vision Statement To be a globally respected community of scholars, dedicated to advancing the intellectual understanding of business and positioning San Antonio and South Texas as an international entrepreneurial center of commerce and technology.

22 College of Business Community of Scholars Provide a comprehensive undergraduate program to a diverse student body

23 College of Business Vision Statement To be a globally respected community of scholars, dedicated to advancing the intellectual understanding of business and positioning San Antonio and South Texas as an international entrepreneurial center of commerce and technology.

24 Who We Are How We Planned What Is Our Vision Where We Are Going

25 College of Business Funding Challenges

26 Current Annual College of Business Funding 7% 4% 9% 10% 70% State Student Fees CPE Grants Private

27 New Annual College of Business Funding 4% 12% 22% 30% 32% Grants CPE Private State Student Fees

28 College of Business University Actions Higher aspirations Residential campus

29 College of Business University Actions Major buildings planned In-state tuition for some Mexican students

30 Achieving Our College of Business Vision Funding New and enhanced academic programs

31 Achieving Our College of Business Vision Branding of college Faculty support

32 College of Business College of Business Actions Student and faculty focused departments Large class format Increased graduate assistants

33 College of Business College of Business Actions Top-quality faculty Increased grant funding Expansion of international programs Mentoring program

34 College of Business Pitfalls Participation from all constituents Differing levels of committee involvement Faculty approval

35 College of Business Planning Tips Define your parameters Involve stakeholders Look for competitive strengths Tolerate chaos Be persistent Don t be afraid to make decisions

36 Elon University Elon University Gerry Francis Provost and Vice President for Academic Affairs Elon University Elon, North Carolina Residential 70% Out-of of-state 4,400 students Average age is 19.6 Average SAT is 1160 Liberal Arts with Professional Programs Active and Socially Mature Students- ENFP 1

37 Elon University The College That Transformed Itself by George Keller Elon University The Academic Plan that Supported the Change The Challenge The Strategy The Process The Outcome Elon University Background to Change (1991) Strong program in experiential education calendar Good General Studies Program Faculty teaching 27 hours, 9 courses Enrollment driven; small endowment; financially stable Great faculty; strong community No real problems 2

38 Elon University The Challenge How to move a ready institution to a step-up in quality without significant resources How to create a more active, engaged learning environment Elon University The Strategy Build on an existing ethos of experiential learning Create a curriculum that enhances active, engaged learning Provide faculty with the time to make this happen Elon University The Plan Create an active, engaged learning environment around General Studies and Winter Term Change the basic course structure from 3-hour courses to 4-hour courses 3

39 Elon University The Process Began by piloting the 4-hour course structure with Business School in 1991 Then began review of General Studies in 1992 Elon University The Process Pilot was working well for Business School General Studies review was bogged down Turned our direction to possibility of 4-hour structure for entire curriculum Elon University The Process In April 1993 the faculty approved a proposal to create a curriculum based on 4 semester-hour courses; to focus the 4 th hour on active, engaged, experiential learning; and to change workload to 6 courses, 24 hours per year 4

40 Elon University The Process General Studies then finalized its new 4-hour based program. This featured A 4-year program A Freshman Global Studies Seminar A Senior Interdisciplinary Studies Seminar A required Experiential component Departments then reworked all majors and minors based on 4 semester-hour courses Elon University The Outcome Fall 1994, an entirely new curriculum Students take fewer courses per term, but more in-depth with a more active pedagogy Faculty have fewer courses per year, fewer preps, fewer students hence more time with students Elon University The Outcome Experiential component got stronger 60% Study Abroad 88% Internships 84% Service 80% Leadership 20% Undergraduate Research Project NSSE results were outstanding 5

41 Elon University How to Sustain? We have created a 4 th hour culture We orient new faculty to this culture We do workshops on how to use the 4 th hour We review for changes, most recently: Undergraduate Research was added as experiential component Statistics course was added to General Studies core Elon University 6

42 Strategic Planning and Institutional Effectiveness at Miami-Dade College Jeffrey Lukenbill, Provost for Education Miami-Dade College Society for College & University Planning Conference July 22, 2003 MDC Overview! MDC is an open admission community college! Largest in the nation! Predominately minority students! Academically underprepared students 2 MDC Overview! Non-traditional students! 6 campuses; 2 major centers! Associate Degrees; Occupational certificates; and Business/Industry short-term training! B.S. in Education Fall Term

43 Presentation Overview 1. Strategic Plan Process 2. Institutional Effectiveness 3. Feedback Processes 4 1. Strategic Planning at MDC! Mission & Vision! Strategic Plan & Process! Pitfalls 5 Mission Statement The mission of Miami-Dade College is to provide accessible, affordable, high-quality education by keeping the learner s needs at the center of decision-making and working in partnership with its dynamic, multicultural community. 6 2

44 Vision Statements The desired state of Miami-Dade College by the year 2005 is to be the premier community college, renowned for its:! Satisfied, well-prepared students who, through their extraordinarily positive experience at MDC, have acquired the needed knowledge and skills to be successful in their ongoing academic and career pursuits; 7 Vision Statements! Empowered employees, working within an environment that encourages creativity, risk-taking and accountability, who apply their individual and collective talents to fulfill the College s mission;! Highly supportive community that recognizes the significant impact of MDC s educational and training programs; and! Effective use of adequate resources to enable programs to flourish and the talents of people to emerge Strategic Plan Areas of Emphasis! Physical Plant: Access to Programs! Workforce Development! Enrollment Management! General Education Program! Honors College! Student Services! Resource Development! Technology! Professional Development & Training! Legislative Support! Cultural Affairs! Diversity 9 3

45 Strategic Planning Process! Coordinating committee! Goals! Action plans 10 Strategic Planning Pitfalls! Operational vs. Strategic! Targets/Measures not adequately defined! Listing of activities! External environment not referenced! Awareness/Ownership! Linkages to budget 11 Addressing the Pitfalls! Develop new Strategic Plan! External environmental scan! Broad College involvement! Measurable goals! Links to budget! Responsibility for implementing 12 4

46 2. Institutional Effectiveness! Program Review! School/Discipline Review! Student Support Area Reviews! Feedback Process/Surveys 13 Program Review! Enrollment/completion/trends! Need for program! Stakeholder feedback! Cost analysis 14 School/Discipline Review! Organization of schools! Discipline reporting/coordination! Annual reports 15 5

47 Student Support Area Review! Service area coordination! Annual reports! Annual planning retreats Feedback Processes! Surveys! Use of Results! Service Excellence 17 Surveys! Enrolled Student Survey! Graduating Student Survey! Alumni Surveys! Climate Survey! CCSSE 18 6

48 Using Survey Results! Reports, presentations to College leadership! Consistent interpretation! Assign responsibility! Required reports 19 Service Excellence! Helping to improve customer service! Process! Results 20 Presentation Summary 1. Strategic Plan Process 2. Institutional Effectiveness 3. Feedback Processes 21 7

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