VISION

STATEMENT ENVIRONMENTAL SCAN

We are here

STRATEGIC DIRECTIVES

ACTION PLANS GAP ANALYSIS / FEASIBILITY STUDY STRATEGIC

PLAN

MISSION

Establishing a

Strategic Planning Process

Questions to consider #7 There are groups, such as Alumni and Board Members, from inside and outside the University who can be considered stakeholders in the strategic plan.

Who else would be considered stakeholders, and how should we design the strategic plan development process so that they are included?

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 Three more groups: • Participants from an ‘open forum’ • Academic Council and… Faculty Senate Leadership were added to the original list of

Internal Stakeholders

Deans Faculty Senate Student Government President’s Cabinet : SAC Student Affairs Administrative Services Directors Advancement Athletics and...

…those involved in development of strategic directives in the past.

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

Similarly, after corrections and clarifications to the list of

External Stakeholders

… The Economic Development Council – for each of the five counties

(Lee, Charlotte, Hendry, Glades and Collier)

The Foundation Board The Alliance for Education Leaders Alumni Town and Gown College Advisory Boards …and other Community Partners …the following were added: • The Charlotte Advisory Council, and • Participants in public forums in each of the five counties

Establishing a

Strategic Planning Process

Questions to consider #2 An Environmental Scan is: ‘an analysis and evaluation of internal conditions and external data and factors that affect the organization. This analysis is often used to establish a framework for planning’.

Our Strategic Plan will consider both the context of the organization it is being applied in, and the environment that organization operates in.

Should the Environmental Scan be done by FGCU or by a contracted external agency? Should its focus be regional, national… both?

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

The Environmental Scan should focus on the future as well as the present. Its scope needs to be regional, national and international. It needs to be concerned with the factors that affect the ‘mission’ and ‘vision’ of the University.

It should particularly illuminate areas where internal organizational features, ( e.g. its structure ) intersect with factors in the external environment ( such as future economic diversification ).

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

The Environmental Scan should comprise both an Internal and an External Scan. The Internal Scan should be conducted by a team within the organization, with the collaboration of external consultants. The

Internal Scan

should examine: Institutional climate Infrastructure – information resources, physical plant, human capital, support services.

Program mix, as well as the impacts of accreditation on programs Athletics Advancement the Arts Aspects of ‘growth’ – Student Life human resources, enrolment management, student intake and levels of preparedness

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

The External Scan should be conducted by external consultants with internal collaboration. The External Scan should look at:

Social issues Demographics

Governance of Higher Education Funding Economic Diversification Federal Policies Competition in the Education Environment

Establishing a

Strategic Planning Process

Questions to consider #3 Strategic Directives – see attached - are broad aspirational guidelines that are born out of the ‘vision’. Each directive has a set of associated objectives. FGCU’s five directives, developed in 2003, form part of the current 2005 – 2010 strategic plan. The directives were developed by the university leadership and then presented to the wider community for discussion

Should that continue to be the process we use?

Florida Gulf Coast University Strategic Directives 2003-2008

Strategic Directive 1: Student Recruitment

Recruit and attract a diverse and academically-talented student body relative to the resources provided by the State of Florida.

Strategic Directive 2: Student Success

Retain and graduate the best undergraduate students from Florida and the nation by providing challenging and innovative approaches to learning and civic engagement. Foster the academic growth and professional development of the best graduate students in the region through applied master’s degrees, and recruit the best candidates from Florida and the nation for graduate work in selected programs.

Strategic Directive 3: Academic Programs

Promote nationally recognized undergraduate programs distinguished by student research and scholarship opportunities. Continue to develop applied master’s degrees appropriate for the region, and begin exploration for doctoral programs aligned with state needs.

Strategic Directive 4: Student Life

Promote the intellectual, social, and character development of all students through quality teaching and advising, dedicated career preparation and placement, and active student life programs. FGCU will encourage community responsibility, foster and understanding of diversity, and advance ethical values in theory and practice.

Strategic Directive 5: Research and Service

Serve as an intellectual center for southwest Florida through research and service while contributing to the economic growth, environmental sustainability, and cultural richness of the region.

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

Strategic Directives should be developed through a broad and inclusive process that gets ‘buy in’ from all FGCU constituencies and the Trustees. A draft set of the Directives paragraph) rationale – each with a short (one should originate with the PBC and then go on to be reviewed by Internal Stakeholders.

This should be followed by review and approval by the President’s Cabinet and ultimately by the BOT.

Establishing a

Strategic Planning Process

Summary of SPIEC Decisions #2 contd.

Strategic Directives should serve as overall goals for our Strategic Planning process, and the basis for the creation of the objectives, actions and tactics that go to make up our Action Plans.

Templates, such as those used in the production of Action Plans, help to ensure consistency in this process.

Establishing a

Strategic Planning Process

Questions to consider #4 Action Plans or Strategies determine appropriate objectives for each strategic directive, and specify the actions planned to accomplish each of the objectives. These action plans go on to detail resources and estimated costs for each action, and a completion date. They form the core of the Strategic Plan.

If all these actions are funded and completed as scheduled, then on the date set, the university will achieve its envisaged status.

The offices - Enrolment, Admissions, Physical Plant etc. all have action plans. Deans and faculty create them for the colleges. The attached sheet provides a template for action plans and gives two illustrations, one from the University Foundation and another from an academic unit.

Who else should contribute or suggest action plans for inclusion in the Strategic Plan?

Establishing a

Strategic Planning Process

Questions to consider #5 A Gap Analysis evaluates the difference between ‘the university’s current position and the envisioned state’. For example, the analysis may reveal that: FGCU currently graduates 50% of its freshmen class within 4 years - but the University may desire a 60% completion rate. That constitutes a 10% gap. The analysis would identify strategies and resources to close that gap.

When should this gap analysis take place? Are there any other analyses that should be undertaken to inform our strategic planning?

Establishing a

Strategic Planning Process

Questions to consider #6 Strategic Planning begins by posing a series of questions. ‘What is the condition of the university at the present time? What would we like it to be? What needs to be done to get to that state? How could that be done most effectively? How long would it take? How much would it cost? What is realistic?’ --- Hayward, 2008.

Would the process that we have just outlined produce a plan with answers to those questions? Which plan components would provide these answers?

Hayward, F. M. 2008. Strategic Planning for Higher Education in Developing Countries: Challenges and Lessons. Planning for Higher Education, 36 (3): 5-21

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STATEMENT ENVIRONMENTAL SCAN

MISSION

STRATEGIC DIRECTIVES

ACTION PLANS GAP ANALYSIS / FEASIBILITY STUDY

University Leadership

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