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Strategic Planning Stakeholders’ Conference I. Welcome a. Dr. Wyatt welcomed those in attendance (approximately 110) and introduced Dr. David McFarland and Dr. John Moore of Penson Associates Inc. Penson Associates Inc. has been contracted to assist ASU in the strategic planning process. II. Description of the Process a. Dr. McFarland reviewed the strategic planning process. The following is his PowerPoint presentation: i. Strategic Planning Intent 1. To position the University within the environment ii. Strategic Planning is: 1. A continuous process. 2. An inclusive process. 3. Respectful of existing governance. iii. Today’s Task 1. Determine the first draft of the most important driving forces for the future of ASU. iv. What is a Driving Force? 1. Those select internal and external factors or trends that will impact most significantly upon the institution. 2. The factors can be demographic, social, economic, political, technological, and educational. v. The Planning Structure 1. Strategic Planning Council 2. Environmental Scanning/Driving Force 3. Governing Ideas Task Force 4. Governance Task Force 5. Graduate Education Task Force 6. Committees a. Diversity b. Assessment c. Enrollment Management (not included in PowerPoint but included in discussion) 7. Stakeholders’ Planning Conference, Forums, and Focus Groups 8. Governing Groups 9. Coordinator to Manage the Process (Dr. Lynita Cooksey) 10. Public Relations Official to Design and Implement a Communication Plan 11. Non-voting Secretary to take notes vi. Target Time Schedules 1. Driving forces determined and distributed to other task forces and Council by end of this semester. 2.
Governing Ideas task force completes review
and revision of vision, mission, and core values statements by 3.
Task force and committee reports to Governing
Ideas task force by 4. Stakeholders’ Conference with Strategic Planning Council, Governing Ideas Task Force and representatives of other task forces/committees to determine preliminary strategic directions in February 2004. 5. Test and validate the strategic directions against the university community immediately thereafter. 6. Stakeholders’ Conference in April with broad representation from the university community to determine the draft strategic initiatives. 7. Test and validate these strategic initiatives with the university committee immediately thereafter. vii. Completing the Plan 1. The President and the Strategic Planning Council work throughout the remainder of the spring and summer to assign responsibilities and time schedules to each of the strategic initiatives. 2. Significant portions of the operational plan are often also determined during the summer months, as appropriate. III. Driving Forces Panel a. Dr. David Cox introduced each member of the panel and explained the panel would present what they saw as the most significant driving forces and, after all panelists finished, they would then answer questions from the audience. i. Mr. Chris Thyer, first term as State Representative, stated he believed the most significant driving force would deal with money. The K-12 crisis will influence the availability of money. However, he felt that ASU could position itself by partnering with K-12. Also, he said higher education institutions viewed themselves as separate entities and that it would be to all institutions’ benefit if they were united.
ii.
Mr. Joe Turney,
President of Union Planters Bank – iii. Mrs. Marilyn Hummelstein, Partner of Hummelstein Iron and Metal Inc., defined what she, as an employer, looked for in employees who could be ASU products. A significant driving force for ASU would be the needs of business and industry. Some consideration should be given to those students who are not seeking a 4-year degree. Also, she felt that it would be important to strengthen partnerships with the community and region around ASU. iv. Mr. Mike Medlock, ASU Board Trustee and President of Insurance Network, identified three significant driving forces: money, geography, and ASU’s role. 1. ASU is under pressure to be more accountable and must be aware of what is going on around ASU. Specifically, funding at other institutions. FTE funds may never fund at what is needed. Cost shift may be in the future for tuition/donors. 2.
ASU is in the delta and should be for the
delta. The delta is going through a
shift in population resulting in a different student base. Recruitment should be expanded beyond the
delta and 3.
4. As a Trustee of the ASU Board, Mr. Medlock also emphasized the importance of strategic planning. v. Dr. Lynita Cooksey concluded the panel’s discussion by disclosing what The Higher Learning Commission identified as what could be considered driving forces. 1. Transition being the greatest driving force (thinking as a system, moving toward a doctoral level institution, hiring faculty and staff). 2. Assessment (i.e., how we assess and use that assessment to make change). 3. Shared Governance. 4. Diversity in students, staff, faculty, administration. vi. Questions from the audience. 1. Jack Zibluk – What does the outside expect from ASU? a. Chris Thyer – While the legislature is made up of different persons, some view ASU as a stepchild. It would be to all higher education institutions’ benefit to unite. 2. Lynn Howerton – Could the panel give a short phrase regarding the purpose of ASU? a. Joe Turney – educate first and prepare for careers. b. Marilyn Hummelstein – students should leave with a sense of belonging. c. Mike Medlock – The legislature is not where the greatest opportunity lies. Change the perceptions of the students who come here. 3. Jerrod Lockhart – Are we going to lose the sense of family? What will businesses do to retain ASU graduates? a. Mike Medlock – No, ASU will not lose sense of family. b.
Marilyn Hummelstein
– 4. William Allen – We talk about community, region, and state. Is global still appropriate in the mission statement? a.
Mike Medlock –
Global is still pertinent and is not defined by the boundaries of the
state. ASU continues to look at ways
in which to bring in students from outside 5. John Hall – What have we done really well? a. Joe Turney – educating students, colleges are nationally recognized b. David McFarland – While not on the panel, Dr. McFarland wanted to point out that many individuals agreed that ASU is good at undergraduate education and that Dr. Wyatt has stated that undergraduate education will remain important. 6. Bill Rowe – In what way has higher education been involved in the consolidation process? a. Chris Thyer – Higher education has been involved at all levels. President Wyatt and Robert Evans have been at the capital regularly. The role ASU plays regarding Lakeview will be very important. 7. Malathi Srivatsan – did not have a question but wanted to point out that as ASU develops its research and graduate education, their success would enhance undergraduate education and the ability to attract high-quality faculty and students. IV. Driving Forces Discussion a. Dr. John Moore listed the following as what is being seen nationally at other institutions as driving forces: i. Expanding public expectations (being accessible, affordable). ii. Expected to do more with fewer resources. Increasing pressure to diversify resource base (become less dependent upon state funds/seek more private funds).
iii.
Changing demographics of iv. Globalization – recognize the world is smaller, economically and politically. v. Impact of advanced computer technology. vi. Emergence of society’s awareness and increased commitment to lifelong learning. vii. Changing approaches to governance (Trends showing increased authority of the Board of Trustees). viii. Competition for students and fair share of resources (public/private). b. Dr. Wyatt, at this point, stated that his opinion regarding the Lakeview case was that ASU should not be overly worried that it would lose funds but that the probability would be that ASU would not be given any new funds. V. ASU Driving Forces Identified – Group Discussion a. Dr. Moore directed each table (18 tables of approximately 6 people) to focus on the following four statements: i. Identify external forces that present opportunities. ii. Identify external forces that present threats/concerns. iii. Identify internal forces that present opportunities. iv. Identify internal forces that present threats/concerns. b. The following page is the result of the table discussions: Driving Forces - Group Work
VI. Identify Highest Priority Driving Forces a. Dr. Moore asked everyone to individually complete the “Analysis of Driving Forces” page which included the following three questions: What do you believe are or will be the most important external or internal forces that are or will have significant implications for the future of the university; Which one will have the greatest impact, positively or negatively on the university and why; What does the university need to do in order to take advantage or minimize the disadvantages of this driving force? Without interruption or criticism from the group, each person disclosed his or her answers. They were then instructed to reach consensus on all questions. After each table presented their findings, the participants were to take 5 blue dots from the packets they were given that morning and attach one to what they considered to be the 5 highest choices. b. The following is a list of the items the participants chose and the number of blue dots that item received:
c. Dr. McFarland suggested there were a number of items listed that indicate ASU has a lack of identity and a problem with image and asked if there were any other observations. i. Dr. Hall pointed out that HLC identified shared governance as an important issue yet today’s participants didn’t. ii. Dr. Howerton questioned why a request for new resources was on the list when the vision had yet to be made known. iii. Dr. Moore pointed out that the majority of the driving forces are internal; there is some restlessness involving the image and mission; that tension exists regarding instruction, research, and service. He concluded by saying that the strategic planning process should bring resolution to some of those issues. |
