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Strategic Planning


Murray State University utilizes a comprehensive strategic planning process ... Steve Jones, Chair, Department of Social Work, Criminal Justice, and Gerontology ... – PowerPoint PPT presentation

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Title: Strategic Planning


Murray State University
  • Strategic Planning

  • 1. Introduction
  • 2. Assumptions
  • 3. Who Participates?
  • 4. MSU Planning Units
  • 5. Brief History of 2003-08 Planning Process
  • 6. Charge and Work of the
  • SP Commission (2001-03)
  • 7. Revised Mission
  • 8. Values and Vision Statements
  • 9. Revised Characteristics of a Murray Graduate
  • 10.Strategic Goals
  • 11. The Ongoing Process

  • Murray State University utilizes a comprehensive
    strategic planning process which is
    decisionfocused, information-based, on-going,
    structured, and participatory. The process
    emphasizes crafting a shared vision, and
    establishing priorities for institutional action
    University. Strategic Planning is designed to
    produce fundamental decisions and coordinate
    actions to guide the institution with a focus on
    the future.

What Is Planning?
  • Planning is essential to advancing the MSU
  • Planning is a process to assure accountability,
  • Planning helps us prepare for the future,
  • Planning provides documentation of our efforts,
  • Planning assists the university in coordinating
    our efforts and linking goals to resources.

What Is Not Included In Planning?
  • Planning is not a wish list
  • Planning is not executed by one exclusive group
  • Planning is not not a collection of previous
  • Planning is not an additional chore to be put
    off until later

  • The institution utilizes this strategic planning
    engine to help our complex organization make
    decisions. Planning within all the units
    dovetails with the institutions planning
    process. To accomplish this, the terms, planning
    strategies, and processes used in the units are
    synonymous with those used by the institution.
  • The framework for planning relies upon certain
    key assumptions. Those assumptions are
  • 1.The strategic planning process is a
    participatory planning process. Successful
    strategy planning processes are inclusive. All
    individuals whose commitment is necessary to
    implement planned changes need to be involved.

  • Assumptions
  • 2. Planning efforts are recurrent and systematic.
    Planning is a continuous process and a regular
    activity of all university units.
  • 3. Planning is integrated into the institution.
    Planning is not isolated from the rest of the
    operations of the units, departments, or offices.
    At all levels, planning reflects our
    institutional mission, institutional goals,
    assessment activities, accreditation activities,
    services, policies, budgets, and procedures.
  • 4. Planning is most effective when monitoring
    processes are built into the planning initiative
    to assure that the planned activities are
    initiated and carried to completion. Progress
    is measured through performance indicators.
  • 5. The mission and values statements define the
    fundamental reason why the institution exists. At
    its most basic level, planning is centered on
    achieving the institutional mission and values.

Who Should Plan?
  • Everyone!
  • Whether you are participating in setting
    departmental annual goals, tracking the results
    of planning in your unit, or serving directly on
    the institutions Strategic Planning Council, we
    will achieve more if everyone takes
    responsibility for planning.

Planning Units at MSU
  • The MSU Strategic Planning Council has
    representatives from across the institution,
    including faculty, staff, students, and
  • Current and historic lists of the SPC membership
    are posted on the Strategic Planning Website.

Planning UnitsThe list below represents the
units with representatives on the SPC. To
determine who represents you on the Strategic
Planning Council, refer to the Strategic Planning
Website (Membership)
Planning Units, continued
Planning Representatives, continued
Strategic Planning Council
  • The Strategic Planning Council is responsible
    for shaping our institutional goals, monitoring
    the acquisition of those goals, and tracking the
    implementation of MSUs Quality Enhancement Plan.
  • There are three major committees under the
    Council Assessment and QEP, Planning, and Goals.
  • The deliberations of the SPC are reported to the
    Strategic Planning Executive Committee.
  • The Executive Committee is made up of the Chair
    of the SPC, the Vice Presidents, the Provost, and
    the University President.

History of Strategic Planning in the New
  • The following slides explain the process used to
    create the 2003-08 Strategic Plan at MSU.

History of 2003-2008 Planning Cycle at Murray
State University
  • Formation of the Strategic Planning Blue Ribbon
    Commission, Fall 2001
  • Charge to the Commission
  • The task of the Strategic Planning
    Committee was to identify and review information
    relevant to establishing priorities for
    institutional excellence. To accomplish this, the
    Committee focused on answering several key
  • 1. What challenges and opportunities, or
    strengths and weaknesses shape our paths?
  • 2. What institutional priorities must we set to
    address those challenges, honor our mission and
    best serve our students and other constituencies?
  • 3. How do we wish to be perceived as a
  • 4. How do we proceed?
  • The information gathered will be forwarded to
    the MSU President and Board of Regents in the
    form of a report of findings and recommendations.

Original Membership of 2001 Commission
  • Gary Brockway, Provost and Vice President of
    Academic Affairs (Chair)
  • Tim Todd, Assistant Provost (Co-Vice Chair)
  • Sandra Jordan, Dean, College of Humanities and
    Fine Arts (Co-Vice Chair)
  • Don Robertson, Vice President of Student Affairs
  • Tom Denton, Vice President of Administrative
  • Jim Carter, Vice President of Institutional
  • Janice Thomasson, Chief Information Officer
  • Betty Blodgett, Dean, College of Health Sciences
    and Human Services
  • Jack Rose, Dean, College of Education
  • Jim Rudolph, Director, School of Agriculture
  • John Yates, Dean, Continuing Education and
    Academic Outreach
  • Janet Brewer, Interim Dean, MSU Libraries
  • Dewey Yeatts, Chief Facilities Officer and
    Associate Vice President for Facilities
  • Joyce Gordon, Associate Vice President of Human
  • (Continued on next page)

Original Commission Membership, continued
  • Tim Miller, Director, MSU Foundation and
    Coordinator of Planned Giving
  • Jim Vaughan, Assistant Vice President for
    Enrollment Management
  • Michael Basile, Director, Institute for
    International Studies
  • Gerry Muuka, Assistant Dean, College of Business
    and Public Affairs
  • Bob Pervine, Assistant Dean, College of Science,
    Engineering Technology
  • Steve Jones, Chair, Department of Social Work,
    Criminal Justice, and Gerontology
  • Annazette Fields, Director, Office of Equal
  • E.W. Dennison, Director, Athletics
  • Jace Rabe, Student Body President and Student
  • Orville Herndon, President, Staff Congress and
    Information Systems Technician, Department of
    Journalism and Mass Communication
  • Mark Wattier, President, Faculty Senate
  • Meetings were open to the public and special
    invitations were issued to
  • Chairs, Deans, Directors, Alumni, and
    Community Members. During the process, 3 general
    information meetings were held for all campus

Processes Used to Collect Information
  • Survey of Faculty, Staff and Administrators
  • External Scan
  • Internal Unit Scan
  • Cross Impact Analysis

Faculty/Staff Opinion Survey measured the
importance of items against our level of
successful attainment of each item.Example
Survey Item
  • Instructions Please circle the number to the
    right of each statement that describes the extent
    to which you agree with the statement
  • 1Strongly Agree
  • 2Agree
  • 3No Opinion
  • 4Disagree
  • 5Strongly Disagree
  • Providing a good place to work should be among
    the highest priorities of MSU. 1.718
  • The University is a good place to work.

Survey Results
  • 1337 Surveys 583 Returned (44.0)
  • Faculty Responses 179 (32.5)
  • Staff Responses 371 (67.3)

Results of Survey Areas of Greatest Importance
(.should be a focus of MSU)

Survey Results Three greatest areas of
importance should be
  • Establish high expectations for student learning
  • Make a strong commitment to academic excellence
  • Recognize teaching and learning as the most
    important functions of this institution

Survey Results Three Top Areas of Agreement in
Match Between Importance and Attainment at
MSU(MSU Values and is Successful at)
  • Providing high quality arts and cultural programs
    to the region
  • Providing continuing educational opportunities
    for non-traditional learners
  • Making a serious effort to increase minority
    faculty and staff hiring

Survey Results Three Areas of Greatest
Discrepancy Between Importance and Attainment at
MSU (MSU Values but has not yet fully attained)
  • Communication need for seamless information
    flow between units and offices on campus
  • Salaries need to develop a plan to address
    salary inequities in staff and faculty areas
  • Library additional funding needed to support
    size and scope of institution

Survey Results Interesting Facts
  • Both the staff and faculty agreed on the most
    important function of the institution Enhancing
    student learning through academic excellence
  • Meeting students requests was a top 10 priority
    which emphasizes the notion of being service
  • The number 1 item of greatest concern is
    adequate funding of the library.

External Scans
  • Work groups gathered to collect and analyze
    information in the following areas
  • Trends and Characteristics of Student Body
  • Budget and Financial Trends in KY
  • Issues in Kentucky Politics and Higher Education
  • MSUs Competitors (public, private, corporate)

Internal Scans
  • Work groups gathered in each functional unit of
    MSU to
  • discuss strengths and weaknesses within the unit,
  • create a cross-impact analysis diagram,
  • identify the units key performance indicators to
    monitor success,
  • articulate support relationships with other units
    on campus,
  • establish goals.
  • This information was shared with the SPC.

Strategic Planning Process Map
Results of Commission Work
  • The following slides outline the work of the
    commission, including the Mission Statement,
    Vision Statement, Value Statement,
    Characteristics of the MSU Graduate (learning
    outcomes for baccalaureate students), and the
    2003-2008 Strategic Goals.

MSU Mission and Statement of Purpose
  • Murray State University serves as a nationally
    recognized residential comprehensive university,
    offering high-quality baccalaureate and masters
    degree programs. Academic programs are offered in
    the core areas of arts and sciences, agriculture,
    business, health and human services, teacher
    education, communications, engineering, and
    applied technologies. Teaching, research, and
    service excellence are core values and guiding
    principles that promote economic development and
    the well-being of the citizens of the
    Commonwealth of Kentucky and the region.
  • Murray State University places a high premium on
    academic outreach, collaborative relationships
    with alumni, the public schools, business and
    industry, governmental agencies, and other
    colleges and universities at home and abroad. 
  • Murray State University prepares graduates to
    function in a culturally diverse, technologically
    oriented society and increasingly interdependent
    world. The university is committed to
    international education as an integral dimension
    of the university experience.
  • Murray State University emphasizes
    student-centered learning and educational
    experiences that include first year experience,
    the honors program, internships, study-abroad
    programs, service learning, research and creative
    projects, residential colleges, and student
  • In sum, Murray State University fosters an
    exciting and challenging learning environment.

MSU Value Statements
  • Excellence
  •  Murray State values a sustained commitment to
    teaching, research, and service excellence.
  • Integrity
  •  Murray State values an environment that demands
    high levels of professional and academic ethics.
  • Nurturing Environment
  • Murray State values a safe, friendly, and
    supportive campus and community environment.
  • Shared Governance
  •  Murray State values a culture of shared
    governance, open communication, and understanding
    among administration, faculty, staff, and
  • Student-Centered Learning
  •  Murray State values an environment that fosters
    the engagement of the student in the learning
    process both in and beyond the classroom
  • Accessibility
  •  Murray State values broad, equal, and
    affordable educational access for all.
  • Academic Freedom
  •  Murray State values the generation and free
    exchange of ideas in a peaceful and orderly
    environment that encourages communication and the
    resolution of differences.
  • Accountability
  •  Murray State values a comprehensive
    accountability system through outcomes assessment
    and institutional effectiveness, supporting our
    primary mission as a university.
  • Diversity
  •  Murray State values attracting, developing, and
    maintaining a diverse, high-quality faculty,
    staff, and student body.

Characteristics of a MSU Graduate
  • The excellence of a universitys baccalaureate
    program is ultimately best demonstrated by the
    qualities, characteristics, and performance of
    its graduates. Murray State University sets as
    its goal a baccalaureate experience that ensures
    graduates who
  • Engage in mature, independent, and creative
    thought and express that thought effectively in
    oral and written communication
  • Understand and apply the critical and
    scientific methodologies that academic
    disciplines employ to discover knowledge and
    ascertain its validity 
  • Apply sound standards of information gathering,
    analysis, and evaluation to reach logical
  • Understand the roles and applications of
    science and technology in the solution of the
    problems of a changing world

Characteristics, continued
  • Demonstrate a critical understanding of the
    worlds historical, literary, philosophical, and
    artistic traditions
  • Understand the dynamics of cultural diversity,
    of competing economic and political systems, and
    of complex moral and ethical issues
  • Understand the importance of and engage in
    ethical behavior and responsible citizenship
  • Understand the importance of the behaviors
    necessary to maintain a healthy lifestyle
  • Demonstrate mastery of a chosen field of study,
  • Value intellectual pursuit and continuous
    learning in a changing world.

Strategic Goals 2003-08
  • Goals Related to Students and Student Enrollment
  • The University shall conduct sustained
    recruitment operations in a five-state area and
    internationally to meet the enrollment goals
    established by the Council on Postsecondary
    Education and the Board of Regents.
  • The University shall establish academic and
    student life policies and programs to meet the
    retention and graduation rate goals established
    by the Council on Postsecondary Education and the
    Board of Regents.
  • The University shall create a campus
    environment and student life program that values
    diversity, encourages and supports active
    involvement, and promotes student success and

Goals Related To Academics
  • Quality teaching and learning shall be the
    pre-eminent activities at the institution.
  • The campus focus shall be on developing
    information literacy and academic excellence
    through active learning.
  • The University shall be committed to excellence
    in the general education curriculum, which is
    based upon the academic traditions of
    broad-based, liberal education.
  • The University shall sustain a balanced range
    of liberal and professional programs of
    excellence and endeavor to prepare students for
    their chosen professions.
  • The University shall promote the cultural and
    scholarly activities of the University and serve
    as a cultural center for the campus and the
    surrounding community.
  • The University shall develop and sustain at
    least one program of national distinction.
  • The University shall maintain its commitment to
    a competitive program in selected intercollegiate
    athletics for both men and women, consistent with
    the other educational goals of the institution.
  • The University shall support the
    internationalization of the campus and
  • The University shall maintain national
    accreditation in the academic disciplines and
    professional programs currently accredited and
    pursue additional discipline accreditation as
    opportunities arise.
  • The University shall continue to provide
    greater educational access and academic outreach
    to Kentuckys population. 
  • The University shall encourage academic

Goals Related To Faculty Staff
  • The University shall attract, develop and
    retain high quality, diverse faculty and staff.
  • The University shall foster high faculty, staff
    morale, and productivity.
  • The University shall create and implement an
    enhanced service plan that encourages and
    recognizes quality service to all constituents.
  • Research and service shall be important
    functions of the University.

Goals Related To External Relations
  • The University shall maintain regular
    communication with alumni and involve them in the
    University, its priorities, goals, and
  • The University shall recognize the growing need
    to raise private funds and establish an ongoing
    comprehensive campaign to maintain excellence in
    all programs of the University, including student
  • The University shall play an active role in
    regional economic development.
  • The University shall enhance its national
    reputation through ongoing marketing initiatives
    emphasizing quality and academic excellence.
  • The University shall support the region through
    arts, cultural, and professional programs.
  • The University shall engage in public service
    programs with business, industry and labor,
    public and private schools, governmental
    agencies, and the general public.
  • The University, through its leadership, shall
    engage in discussions that shape the educational
    policies in the region and Commonwealth.

Goals Related To Needs Uses
  • The University shall continue to seek a fair
    and equitable percentage of state funding. 
  • The University shall develop a strategy to
    examine current facilities, allocate space
    efficiently, prioritize maintenance and
    renovation projects, and communicate the
  • The University shall review institutional
    processes and procedures to encourage effective
    and efficient operations.
  • The University shall support the pursuit of
    external funding.
  • Goals Related to Institutional Planning
  • The University shall maintain its reputation as
    a public university of high quality.
  • The University shall implement ongoing,
    collegial and effective strategic planning which
    enhances a strong sense of community and a shared
  • The University shall endeavor to keep tuition
    affordable and make education accessible to a
    diverse population.

  • Questions and comments are welcome. Please
    contact the Office of Planning and Assessment or
    send an email to