From A Campus Community Core Dialogue to a Strategic Plan

1. From A Campus Community Core Dialogue to a Strategic Plan Moving Beyond the Findings Presented by

2. B A C K G R O U N D

3. 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

4. M E T H O D S & F I N D I N G S

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

6. 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 student’s life • Focusing all services on the ultimate end consumer: the student

7. 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

8. 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

9. 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

10. 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)

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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. S U M M A R Y O F F I N D I N G S

20. Strategic Planning + Strategic Enrollment Planning + Master Campus Facility Plan + ….. Mager, Noel-Levitz

21. 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

22. Communication Strategies http://www.acm.org/crossroads/xrds3-3/taskint.html

23. Key Performance Indicators Key Performance • 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.

24. 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

25. 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

26. KPIs - Image development • Grad. School admission rates • National scholarship finalists • Freshmen applicants scoring >25 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

27. 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

28. 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

29. 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

30. 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

31. 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

32. Moving Beyond the Findings Presented by From A Campus Community Core Dialogue to a Strategic Plan