Strategic plan implementation
With the approval of the strategic plan by the Board of Trustees (BOT), it is time to turn our attention to implementation of the initiatives. Before outlining next steps, allow me to thank everyone for their contributions to the plan. The BOT was extremely laudatory both about the contents of the plan and the way campus came together to move it forward. While implementation will be more complicated, I commit to moving forward in the same spirit of transparency and inclusion that helped us quickly develop the strategic plan.
Prioritization and understanding of resource implications
To sequence our work, the Cabinet prioritized the 19 strategic plan initiatives. In addition, we rated the resource demands of implementing these initiatives. You can find the .
Based upon these factors, we have sequenced the rollout of our key initiatives with a focus on those that can stabilize enrollment through recruitment, retention, and new programmatic opportunities.
How does the work get done?
Each initiative will have a sponsor (typically a dean or Vice President) whose role is to coordinate workflow and keep an eye on how initiatives fit together. The main drivers of the work will be initiative owners. To see an example of how initiative owners will be organizing the work, . Once all owners finalize implementation plans, we will launch a SharePoint site where you can track progress and see who is involved.
Initiative owners will be responsible for delivering on milestones, as well as getting others involved in the work. They will be recruiting staff and faculty to work on initiatives, and I encourage anyone to offer their input. As implementations plans are finalized, we will create direct ways for you to be engaged.
Mission and Values - Review and Revision
During the BOT approval of our strategic plan, Trustee Short requested that the campus revisit the mission and values statement to better align with the strategic plan. In my follow up with Chairman House, he requested that the campus continue its positive momentum of a transparent and inclusive process to ensure that our mission statement captures all the strengths and direction of the strategic plan.
I agree that our current mission and values statement can be revised to more directly capture the range of strengths across our campus, align with our strategic plan, and paint a clearer picture of our direction. As we note in the preamble of our strategic plan, we are unique amongst public institutions and at present that articulation feels flat. We should not be afraid to talk more directly about our strengths.
A revision of our mission and values will also be important as we start preparation for work with our accrediting body (Higher Learning Commission Assurance Argument).
Process
An ad-hoc revision group of eight faculty and staff will solicit input from the campus community, draft an initial statement, solicit feedback on that draft through Faculty Senate or other all-campus forum, and then submit that to me. In similar fashion to the strategic plan process, I will work with the ad-hoc revision group, our academic administration, and Faculty Senate leadership to bring the draft to conclusion.
Ad-Hoc Revision Group
Michael Martin, Kim Hannula, Lindsay Nyquist, Jeff Dupont, Chiara Cannella, Ryan Haaland, Eric Huggins, and Amy Wendland
Thanks again for your continued contributions to the strategic plan process, and please stay tuned for opportunities to share your input on the revision of the mission and values statement.