Planning to Plan: Creating a Strategic Planning Culture

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Planning to Plan Creating a Strategic Planning
Culture
By Dr. Jairy C. Hunter President, Charleston
Southern University Mr. Jeffrey D.
Babetz Director of Institutional Effectiveness,
Charleston Southern University
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Creating A Strategic Planning Culture
Integrating Planning, Budgeting and Assessment

• Institutional Culture How We Do Planning at
  ___?
• The Planning Team The best and most committed
• CEO Leadership Involvement is essential
• Buy-In Broad-based participation and
  communication
• Assessment Outcomes Close the loop
• Celebrate Achievements Continue to improve

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CSU Quick Facts

• Founded 1964
• Private university
• Faith-based institution
• Suburban setting
• Degrees offered Bachelors Masters
• Enrollment Headcount 3,135
• Expenses Tuition 16,780 Room/board 6,450

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Choosing Your Planning Team

• President
• Vice Presidents
• Deans
• Ex. Dir. of Development
• Chief Information Officer
• Assistant to the President
• Chair, Faculty Senate
• Director of Finance
• Athletic Director
• Dir. of Institutional Effectiveness
• Assoc. Ex. Dir., SCBC
• Chair, Board of Trustees

• President, Board of Visitors
• Faculty Members (3)
• Director of the Library
• President, Alumni Association
• President, Student Government Assoc.
• President, Womens Council
• President, BUC Club
• President, Ministers Support Network
• NCAA Compliance Officer
• Chair, Staff Advisory Committee
• Director of Physical Plant
• Staff Member

Strategic Planning Executive Committee
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Mission Vision

• Mission - Promoting Academic Excellence in a
  Christian Environment.
• Vision - To achieve regional distinction
• Promise Statement Preparing Graduates.
  Transforming Lives.

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Critical Issue
An activity, event, trend, opportunity or threat
that can have a positive or negative impact on
the institutions mission, vision and goals.
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Institutional Goals

• Address Institutional critical issues
• Indicate Key emphases and directions
• Articulate the desired results

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Example of an Institutional Goal
Enroll 3,200 traditional and non-traditional
students, increase retention and enhance career
planning and placement.
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Integrating Planning and Budgeting

• Types of Funds
• Operational
• Strategic (QEP)
• Capital

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Strategic Funds

• One Time Costs
• Feasibility study for BS in Health
• Promotion
• Marketing plan for specific majors
• Video cameras for quad security
• Wellness program implementation
• Furniture and technology upgrades
• Part-time testing coordinator
• Baseball warning track installation
• Soccer scoreboard upgrade
• Direct deposit of student refunds

• Continuing Costs
• Quality Enhancement Plan
• Implementation
• Salary increase pool
• Add a history department professor
• Coach salary supplement plan
• Continue Title III technology upgrade
• Additional student scholarships
• BMA program expansion
• Add a MBA professor
• Add a library assistant

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Developing Priorities
INSTITUTION LEVEL SPEC Prioritizes institutional
objectives for strategic goals
DIVISION LEVEL Each Senior Officer reviews
sends to Strategic Planning Executive Committee
in priority order
DEAN/DIRECTOR LEVEL Review send to appropriate
Senior Officer in priority order.
DEPARTMENT/UNIT LEVEL Develop objectives send
to Dean in priority order.
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Framework for a Quality Enhancement Plan
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Institutional Critical Issue Development

• Retention rates unacceptable
• Graduation rates below peer benchmarks
• Retention and graduation rates are vital to
  institutional quality and student learning
• Assessment data and major stakeholders pointed to
  weaknesses in CSUs developmental studies program
• Ultimately lead to development and implementation
  of CSUs QEP The Bridge Plan

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Linking QEP to Institutional Goal
Enroll 3,200 traditional and non-traditional
students, increase retention and enhance career
planning and placement.
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Integrating Planning, Budgeting Assessment

• Planning that requires changes to pedagogy,
  practice, and curriculum
• Funding from strategic budget with significant
  dollars committed to implementation and
  assessment
• Frequent and ongoing assessment at various levels
  to ensure the plan is achieving desired results

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Additional Opportunities Emerge

• Recruit more, and better qualified, freshmen
• Improve student financial aid program
• Increase student financial aid
• Increase success rates in core (liberal arts)
  courses
• Create a Student Success Center
• Improve Freshman Year experience
• Improve transition between enrollment and
  financial counseling

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Additional Initiatives Implemented

• Established a Student Success Center
• Moved the Career Planning Placement Office with
  the Enrollment Management Division
• Instituted a Freshman Year Experience for
  first-year Fall and Spring Semesters
• Cross-trained admissions and financial aid staff
  for seamless process
• Developed a strong case for fund-raising

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Celebrate Achievements

• Operations budget in black for 21years
• Salaries increased and contributions made to
  health plan for 19 consecutive years
• Implementation of Quality Enhancement Plan for
  improved student learning
• Campus Master Plan updated and implemented
• Evidence of value added in student learning
  outcomes

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Summary

• Institutional Culture How We Do Planning at
  ___?
• The Planning Team Select the best and most
  committed
• CEO Leadership Involvement is essential
• Buy-In Broad-based participation and
  communication
• Assessment Outcomes Informed decisions for
  continuous improvement
• Celebrate Achievements Making the vision a
  reality

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Questions?