Report to Campus ConstituenciesTimetable for Strategic PlanningReport work completed to date

Seek Responses to work of Strategic Planning Committee

Sets overall direction for the University Identifies institutional distinctiveness and

comparative advantages. Identifies strategic “best fit” with the

University’s environment Develops a small number of goals; refreshes

or replaces those goals as needed.

Constituencies you serveNeed for your programs and servicesConstituencies you could serveYour chosen geographyYour competitorsYour fundersYour human resourcesYours special, distinctive assets

Review, reaffirm, or revise Mission Statement

Decide where you want to be in 3-5 years

Define your strategic objectivesCreate an implementation planDevelop an evaluation mechanism

Required by US Dept of EducationAdministered by six regional

associationsStandards defined by peers;

approved by US Dept of EducationOccurs at regular intervalsGrowing public interest in

accreditation as mechanism for quality assurance

Articulation of Strategic Planning and Accreditation Preparation

Chair: Steve Lohmann

--------------------------Chair: Jessie Schroeder

Original Committee remains as Steering Committee with

Subcommittees for Sections of the Self Study Report

May 2012

Strategic Planning Committee (SPC)

August 2010 Renewal of Strategic Plan

March 2011 Completion of Strategic Plan

Accreditation Preparation

November 2013 Submission of Self Study

Aug ‘10: Strategic Planning

begins Facilitator visits SPC named by Pres.

Sept – Nov ‘10: SPC drafts Mission,

Vision Statement, Core Values, Planning Assumptions; Driving forces

Nov ‘10: 1st Stakeholder’s Mtg SPC makes revisions

Dec 10 – Jan ’11: SPC drafts Distinctive

Characteristics, Comparative Advantages, Strategic Goals, Objectives, Initiatives

Sends drafts to campus

Jan ‘11: 2nd Stakeholders’

Mtg. SPC makes revisions

Feb ‘11: SPC reviews Five

Criteria for Accreditation

SPC develops metrics for Assessment of S. Plan

Mar ‘11: All drafts to campus

Mar ‘11: SPC makes revisions President & Cabinet

review draft Plan Apr ‘11:

Strategic Plan released

May ‘12: Accreditation

Planning Committee begins work

Discussion of Drafts with Campus Constituencies

Northwestern Oklahoma State University provides quality educational and cultural opportunities to learners with diverse needs by cultivating ethical leadership and service, critical thinking, and fiscal responsibility.

Northwestern aspires to be a vibrant innovative regional University of choice whose students, faculty, staff, and alumni succeed and lead in their academic, professional, cultural, and service endeavors.

• Academic Excellence• Accessibility• Community• Diversity• Responsibility

Focus on quality teaching and advising

Respond effectively to the learning needs of each student

Embrace the role of technology in the educational process

Promote opportunities for teaching and learning outside of the classroom

Embrace our mission as a multi-campus regional university

Continually work to maintain affordability

Seek new methods to deliver programs and services to our constituencies

Seek partnerships and initiatives that will improve the quality of life for area residents

Promote institutional and individual service to others

Embrace our role in a global society

Value the differences in every individual

Promote the expression of differing opinions and beliefs

Appreciate the culture and backgrounds of each person

Treat every individual with respect

Act with integrity and accept responsibility

Use our resources in the most effective and efficient manner

Conduct business in an atmosphere of transparency

Promote a culture of continuous improvement

Driving Forces Driving forces are those select factors or trends determined from the environmental scan that will most significantly impact the University in the future

•Demographics•Social•Economy•Technology•Political•Educational

Demographics

• The population of underserved and underprepared students entering college within the state and across the nation will continue to rise. • An increasing number of people in Oklahoma will be of minority ancestry.• The population of northwest Oklahoma continues to decline causing the number of high school graduates also to decline.

Demographics• Competition for students will increase among colleges & universities for a declining student population.• More people returning to school to work on their degree after having been in the workforce for 3-4 years after high school.  This trend may especially be noticed on the branch campuses in Enid and Woodward.

Social• The trend towards increasing mobility of students and ability to use multiple institutions for degree completion.• The number of students with special needs will increase.• Sustainability will become an even more important societal value.

Economy• State economy will continue to be driven by energy production.• State funding will remain stable or decrease.• The gap left in the budget by the lack of stimulus funds.

Technology• Increasing expectations for constant web presence, rapid connectivity, use of mobile technology and up-to-date delivery systems.• Increased needs for alternative methods of delivery of classes.

Political• Increased competition for resources among higher education institutions in the state and region (inconsistent funding formula).• Increased internal and external expectations for accountability and assessment.

Educational • Students attend multiple institutions for degree completion.• Increased need for 24-hour support in student services, education and technology (delivery method).• Assessment expectations relating to accreditation for degree and certificate programs.• Increase in online degree programs offered by other universities.

Planning AssumptionsPlanning Assumptions are statements of projected institutional conditions important as a base for planning.

•Faculty•Grants and Fundraising•Curriculum and Instruction•Student Population•Enrollment Management

Faculty 

• Number of full-time faculty will remain constant.• Demand for qualified adjunct faculty may increase with enrollment.• The ability to recruit and retain qualified faculty will become more difficult in the current and future budget climate.

Grants and Fundraising• Fundraising and grants will become more important to support vitality of the institution.

Curriculum and Instruction• The University will remain committed to offering remedial education classes as required.• The academic student profile will remain consistent over the next five years.• Demand for online courses will increase (from student & faculty perspective).• The need for additional course sections in General Education courses will increase.

Student Population

• The number of students who attend NW will increase instead of opting for a more expensive education elsewhere.•The University will be committed to serving students of varied academic backgrounds.• Students will require additional support services and guidance to meet their academic goals.• The University will continue to assess the need for on-campus housing.

Enrollment Management•The mix of in-state/out-of-state will likely remain the same (80%/20% by 2015).•NWOSU enrollment will remain near current levels by 2015.•Online enrollment at Northwestern will continually grow over the next five years.

Enrollment Management•Enrollment levels are dependent upon the continuance of the Alva Incentive program (scholarship program for first-time students living in Alva).•Affordability will be a positive factor in recruitment.

SLLohman@nwosu.edu