Moving Beyond the Findings

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From A Campus Community Core Dialogue to a
Strategic Plan

• Moving Beyond the Findings
• Presented by

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B A C K G R O U N D
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C O N C E P T U A L F R A M E W O R K
Core Dialogue Sessions Engaging
Research-based Inclusive

Positive
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M E T H O D S F I N D I N G S
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F O R C E S O F I N N O V A T I O N
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F O R C E S O F I N N O V A T I O N

• Spirit of Humanity
• Kindness, compassion, respect, and support for
  others
• The central belief in the importance of loving,
  supportive relationships
• Belief and commitment to the transformative
  value of education
• Making a difference in a students life
• Focusing all services on the ultimate end
  consumer the student

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F O R C E S O F I N N O V A T I O N

• Self- Efficacy
• A belief in the ability to produce the necessary
  or desired results
• Motivated, visionary, committed to getting
  better and going to the top
• Can do. Will do. No one will stop us attitude
• Perseverance
• Committed to growth

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F O R C E S O F I N N O V A T I O N

• Collective Individualism
• The balance between the collective good and what
  is good for the individual
• Feeling connected with the university community
• Importance of being involved and giving back to
  the external community we serve
• Being part of a team, seeing teamwork and
  collaborating, working toward common goals

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F O R C E S O F I N N O V A T I O N

• Heritage/ Tradition
• Traditional culture that passes from one
  generation to the next a body of
  long-established customs and beliefs viewed as a
  set of precedents
• Welcoming, warm, friendly, supportive, and
  inclusive culture
• Staying with or coming back to Southern Miss
  because of family tradition or being a former
  student
• External recognition of University happenings
  and accomplishment
• Feeling home in the South

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F O R C E S O F I N N O V A T I O N

• Diversity
• Valuing and enjoying the diversity of students,
  faculty, and staff
• The importance of respecting differences (race,
  culture, ethnicity, interests, thoughts,
  socio-economic backgrounds, beliefs)

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A R E A S O F S T R A T E G I C F O C U S
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A R E A S O F S T R A T E G I C F O C U S

• Image Development
• Desire to be recognized, being at the top, or
  having a high status in the regional, national,
  and international community
• Increase visibility of Southern Miss, tell our
  story, create positive image in the market place

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A R E A S O F S T R A T E G I C F O C U S

• Connection to the Community
• Improve connections with the bigger world
  community, industry, business
• Greater involvement in Southern Miss all
  stakeholders need to increase involvement and
  self-identification with Southern Miss

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A R E A S O F S T R A T E G I C F O C U S

• Top-Flight Education
• Improved Technology
• need for technology to achieve state-of-the-art
  status in community, as well as improve student
  services, accessibility, and unity among
  campuses
• Improved Internal Systems Processes
• includes communication, management styles,
  culture-related attitudes and behaviors remove
  barriers to student success

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A R E A S O F S T R A T E G I C F O C U S

• Top-Flight Education cont.
• Faculty Staff Development and Support
• realizing importance of supporting staff and
  faculty and offering services for development,
  advancement, training, etc. also includes
  compensation issues and resources for staff and
  faculty
• Adequate Facilities Infrastructure
• improving or expanding facilities for Southern
  Miss

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A R E A S O F S T R A T E G I C F O C U S

• Top-Flight Education cont.
• Reinforcing the Values of Diversity
• being sensitive to and aware of diversity
  offering services for a variety of students,
  creating equal opportunity for all students,
  faculty, and staff (regardless of race, gender,
  age, or academic status) walking the talk of
  our expressed values.
• Increased Focus on Research
• expand undergraduate and graduate research

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A R E A S O F S T R A T E G I C F O C U S

• Top-Flight Education cont.
• Strengthen Unity Among Campuses
• need to create a system that unifies all the
  teaching/research campuses and makes the
  programs that are offered at those campuses
  comparable also includes unifying the cultures
  of the two campuses improving relations
  between them

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A R E A S O F S T R A T E G I C F O C U S

• Culture of Healthy Minds Bodies
• Go Green
• desire to be innovative in green practices
  engage in environmentally friendly behavior
  facilities processes
• Health
• need to improve physical health of campus
  community and be a model for wellness

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S U M M A R Y O F F I N D I N G S
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Strategic Planning Strategic Enrollment
Planning Master Campus Facility Plan ..
Mager, Noel-Levitz
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Proposed Planning Process

• Select/Prioritize/Cull/Add Key Performance
  Indicators -
• Committee as whole with input from constituencies
  (communication maintained throughout process)
• Set Goals by Subcommittees within Areas of
  Strategic Focus
• Image Development
• Connection with Community
• Top-Flight Educational Experience
• Culture of Healthy Minds, Healthy Bodies
• Plan Strategies Tactics Departments
  Colleges
• Review draft plan Committee as whole
• Approve plan

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Communication Strategies
http//www.acm.org/crossroads/xrds3-3/taskint.html
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Key Performance
Key Performance Indicators

• Definition
• A measure of an essential outcome of a particular
  organizational performance of a particular
  performance activity, OR
• An important indicator of a precise health
  condition of the institution

Rowley, D.J., Lujan, H.D., Dolence, M.G.
(1997). Strategic change in colleges
universities Planning to survive and prosper.
San Francisco Jossey-Bass.
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Key Performance Indicators

• A measure of an essential outcome of a particular
  organizational performance of a particular
  performance activity
• Measurement of a specified outcome of an
  essential activity over which the institution has
  some control
• Activities that have direct bearing on the
  perceived well-being and success of the
  university.
• Effectiveness of academic programs
• Academic reputation
• Administrative operations
• Patterns of communication
• Abilities to fulfill expectations of significant
  internal external constituencies

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Key Performance Indicators

• An important indicator of a precise health
  condition of the institution
• Conditions over which the institution may have
  little to a great amount of control
• State allocations
• Public opinion

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KPIs - Image development

• Grad. School admission rates
• National scholarship finalists
• Freshmen applicants scoring gt25 on the ACT
• US News Ranking
• Out-of-state international admits
• Students from Gulf South region listing Southern
  Miss as preferred
• Faculty on editorial boards of top journals
• Start-up companies founded by USM
  students/employees
• Top tier Carnegie research status
• National coverage of sports events
• Students elected to state and/or national boards
• Professional certification scores

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KPIs - Connection with Community
KPIs - Connection with Community

• Attendance at arts, athletic and cultural events
• Number of endowments
• Amount of endowments
• Courses delivered at Gulf Coast sites
• Student community service hours
• Number of student internships
• Hours of K-12 outreach
• of alumni giving
• Faculty on local boards
• Service learning offerings
• Participation in international programs
• of institutional partners
• Graduates employed in local agencies/organizations
  
• Off-campus jobs created
• Intellectual property fees

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KPIs - Top-Flight Education
KPIs - Connection with Community

• or of courses taught in "SMART" classrooms
• or courses taught through enhanced technology
• or of courses taught through online delivery
• NSSE ratings
• Faculty/staff retention
• Successful advisement
• Employee salaries
• staff completing professional development
  workshops
• per FTE
• Professional accreditations
• Maintenance schedule
• Faculty/student ratio
• Staff/student ratio
• Faculty with terminal degrees

More
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KPIs - Top-Flight Education (continued)
KPIs - Connection with Community

• Minority applicants for faculty positions
• Racial diversity in key leadership
• Students engaged in undergraduate research
• Graduation rate
• Number of large inter-disciplinary research
  initiatives
• State of the art research and practice labs for
  students
• dept. chairs completing leadership development
  programs
• Average ACT scores for first-time, full-time
  freshmen
• Faculty top-tier publications
• Grants funded
• Published theses/dissertations
• Graduate/Undergraduate ratio

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KPIs - Culture of Healthy Minds, Healthy Bodies
KPIs - Connection with Community

• of programs teaching the mechanics of green
  practice
• of students/employees adhering to comp. health
  inventory
• Smoke-free campus
• students/employees participating in fitness
  activities
• Green spaces
• students involved in intramural athletics
• participation in projects with health/mental
  health focus
• student/employee obesity
• LEED certified facilities
• Campus Sustainability activities
• Tons of recycled waste
• or of paperless forms
• of of health alternatives in campus vending
  or eateries
• of employees with medical insurance

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Proposed Planning Process

• Select/Cull/Add/Prioritize Key Performance
  Indicators February 22
• Committee as whole with input from constituencies
  (communication maintained throughout process)
• Set Goals by Subcommittees within Areas of
  Strategic Focus April 11
• Plan Strategies Tactics Fall 2008 (Convocation
  announcement)
• Departments Colleges
• Review draft plan Committee as whole
• Approve plan

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From A Campus Community Core Dialogue to a
Strategic Plan

• Moving Beyond the Findings
• Presented by