Strategic Planning
Thursday, March 2, 2006
1:00 - 2:30 p.m.
Friday, March 3, 2006
8:15 – 9:45 a.m.
Dr. Erinn D. Lake, Edinboro University of Pennsylvania
Introduction
 This session will focus on the development of a
campus-wide system of implementing a strategic
plan, including monitoring and communicating
progress.
 Discussion will focus on tangible planning advice
as well as applicable insights. Topics will include
accountability, resource allocation, budgeting,
criteria for evaluation, and the inclusion of
accreditation efforts into the planning process.
About Edinboro University

We are located in northwestern
Pennsylvania.

Our President is Dr. Frank G.
Pogue.

We have 5 vice presidents…
 Provost/VP for Academic
Affairs
 Vice President for Finance
and Administration
 Vice President for
Development and Marketing
 Vice President for
Enrollment Services and
Planning
 Vice for Student Affairs and
Student Success
About Edinboro University


Our enrollment is approximately
8,000 headcount.

1,038 graduate students

76% commuter/off-campus

23% residential
Our MSA self-study type was
comprehensive.
Edinboro is a Member of the PA
State System of Higher Education
Our University Environment
 Highly collaborative
president.
 Frequent and ongoing
communication.
 Family environment.
 Strong planning process
linking planning,
budgeting and
continuous improvement.
Triangulated Institutional
Effectiveness Model
Vision
What we will become
Guiding Principles
What we believe
Leadership Principles
How we behave
Goals
What we do
Results
What we will achieve
Definitions
Mission:
the fundamental reason for the organization’s
existence.
a picture of the future we seek to create
described in the present tense as if it were
happening now.
describe how we intend to operate, on a day-toGuiding
Principles: day basis, as we pursue our vision – a set of
governing variables expressed in terms of
behavior.
represent what people commit themselves to do.
Goals/
Priorities:
Vision:
Edinboro University’s Mission Statement
The mission of Edinboro University is to
create and share knowledge by providing
access to education and learning
experiences for the academic, cultural and
personal growth of the students and the
larger community we serve.
Mission Statements
 Can you articulate your
school’s mission statement?
 Can others?
 How long it is?
 It is easily located on your
web page?
 How does your institution
market its mission?
UCO Mission
The University of Central Oklahoma exists
to provide excellent undergraduate,
graduate, and continuing education to
enable students to achieve their
intellectual, professional, personal, and
creative potential. UCO must also
contribute to the intellectual, cultural,
economic, and social advancement of the
communities and individuals it serves.
Edinboro University’s Vision Statement

Edinboro University is the leading institution of higher education in the
region, and a cornerstone of excellence in academics, technology and the
arts.

Clearly identified with our special mission, we strive to meet the everchanging needs of the world around us by providing access to our
institution for the benefit of all.

Diversity is apparent by the breadth and richness of our programs,
faculty, administration, staff, and students. We provide research,
community services, and educational programs in accordance with the
social, cultural, economic and technical needs of the region and
Commonwealth.

The University meets the specific needs of underrepresented groups,
students with disabilities, and those faced with social or economic
hardship or inadequate educational preparation.
EUP’s Vision Statement
(Continued)

Our faculty, staff, and administration are highly qualified and committed
to our mission and clearly demonstrate a commitment to personal and
professional development.

The environment we create at Edinboro is inspirational, yet challenging. It
is interactive, creative, fair and civil, and it demonstrates the highest
community values. In fulfilling our responsibilities, we nurture a strong
sense of respect and dignity.

Recognizing that knowledge creates opportunity, Edinboro University
instills in our students a corresponding sense of responsibility with their
freedom of choice.

Our programs help students develop an interest in higher social values
and encourage intellectual pursuits, personal development, and a
commitment to lifelong learning and service. All who experience
Edinboro University are inspired to even greater achievement.
UCO Vision
http://www.ucok.edu/planning_and_ana
lysis/ucovision.htm

Case Western Reserve University, Cleveland, OH
 Vision Home Page.
http://www.case.edu/vision/
 Vision Elements.
 Envisioning a New Case.
 “Case Western Reserve University has set out to make
itself the world's most powerful learning
environment. And it's well on its way.”
Strategic Planning
Strategic Planning Process
?
Why are we in
business?
Vision
Mission
?
How do we do
business?
Culture
Values
?
Where are we
now?
Environment
Assessment
Gap Analysis
?
Where do we
want to be?
Strategies
Strategic Planning Process
?
How can we get
there?
?
How will we know
we’ve arrived?
Tactics
Goals
Milestones
Customer
Feedback
Coordination
Reports
Budgets
Jack Welch - GE
 “Face reality, then act
decisively.”
 “Embrace change,
don’t fear it.”
 “Act like a leader, not
a manager.”
 “Have global brains.”
Jack Welch, former CEO of General Electric speaks to
an audience at Nova Southeastern University in Davie,
Florida. He is pictured here with billionaire, H. Wayne
Huizenga.
Edinboro University’s Guiding Principles
 In service to our mission, as a community we recognize the
uniqueness of each individual and embrace the opportunity
and responsibility to:






Pursue excellence in lifelong learning and scholarship.
Promote collaboration, openness, honesty, and respect.
Foster integrity.
Champion fairness, social justice, diversity and civility.
Encourage creativity and innovation.
Serve others within and outside the Edinboro Family.
UCO’s Beliefs & Values






UCO’s fundamental responsibility is excellent teaching, which involves
instilling and fostering in students the joy of learning, the ability to
think critically and a desire to achieve their creative potential.
Our other major responsibilities include scholarly activities, research
and service to students, to other individuals and to the larger
community.
A college degree should represent an education which enables its
recipients to become good citizens and responsible, independent adults
who embrace learning as a lifelong endeavor.
Great universities must require and encourage a free flow of
information, ideas and opinions in a community which fosters social
justice, values diversity and demands the highest standards of ethical
conduct, mutual respect and civility.
UCO as an institution, and all its constituents, must be committed to
continuous processes of self-examination and self-improvement which
encourage innovation, receptiveness and adaptation to change.
UCO must seek and maintain open and mutually beneficial
relationships with its surrounding communities, and must also view
itself and its graduates as part of an increasingly interdependent global
society.
Edinboro’s 9 Priorities
1.
Enhance academic excellence.
2.
Increase enrollment to 8,000 students in the next several years through
enhanced enrollment and retention strategies.
3.
Enhance technology campus-wide.
4.
Create a just community that is student centered.
5.
Enhance the advancement arm of the institution.
6.
Create a collaborative administrative arm team both on and off
campus.
7.
Create an inclusive planning process that ties budgeting to planning.
8.
Increase diversity.
9.
Enhance graduate studies.
Environmental Scans
Create Core Strategies
?
Why are we in
business?
Vision
Mission
?
How do we do
business?
Culture
Values
?
Where are we
now?
Environment
Assessment
Gap Analysis
?
Where do we
want to be?
Strategies
2005 - 2008
Environmental Scans
 SWOT
 Should be democratic and reflect a culture in which
everyone contributes.
 Results should be gathered and organized by themes.
 External environmental assessment.
 International environment assessment.
 Five Year Enrollment History and Projections.
 Cite authorities and time specific.
Example…
1.
External Environmental Assessment
A. Enrollment Services
1. International
 International student enrollment at United States colleges and
universities reached an all-time high in…
 Subsequent to 9/11, the following Patriot Act/SEVIS
requirements have emerged…(insert sources)
 U.S. higher education is a powerful magnet for foreign students
in search of freedom…(insert sources)
Summary: International students will continue to constitute a
likely growing portion of the market…U.S. higher
education markets can expect….
Examples of SWOT
 http://www.lakeheadu.ca/~eventswww/strategy/swot.ht
ml
 http://www.quickmba.com/strategy/swot/
Environmental Scanning Workshops
 James L. Morrison, Professor
Emeritus of Education,
University of North Carolina at
Chapel Hill
 http://innovateonline.info/index
.php?view=person&id=1
 http://horizon.unc.edu/bios/Mor
rison/vita.asp
“New” EUP Priorities
 Academics



Enhance quality
Promote graduate education
Encourage further collaboration
 Students



Enhance success
Recruit and retain talent
Nurture the learning environment
 Revenue Enhancement

Promote grantsmanship and enhance community alliances
 Community


Meet the needs of the underrepresented and under prepared.
Contribute to the economic and social needs of the region.
Creating Community
 In 1996, Edinboro University sponsored
virtually no activities or events that were
designed to bring all community constituents
together.
Creating Community
 “I needed to get this community talking, interacting,
and creating a vested interest in one another.”
 “I chose to do this, in part, through a series of
University-wide events – many of which have a
direct relationship to our budget and planning
process. University-wide events are not add-ons—
they are integral to the planning and continuous
improvement process.”
…..Dr. Frank G. Pogue, President, Edinboro University of PA
Community-Building
Summary of Outreach Efforts
Since July 1996
Personal visits with leaders and members of internal and external constituent groups:
Internal:
Council of Trustees
Student Government Association
Academic Department Chairs/Departments
Clerical Workers
Housekeeping Workers
Maintenance Workers
University Senate
Union Leaders
Alumni
Retired Faculty
External:
Area Mayors
Elected Officials
Superintendents
Business Leaders
Agency Leaders
Community Center Leaders
Colleague Higher Education Presidents
Prisons
Community-Building
(Cont.)

Creation of University As a Neighbor Advisory Group
-Have hosted community dialogue forums

Service on more than ten regional boards

Leadership of fund-raising initiatives for organizations such as United Way,
MECA/UCP, American Red Cross, Erie Day School

Regular attendance/representation at area annual functions/dinners

University representation on Edinboro Area Chamber of Commerce, Greater
Edinboro Area Roundtable, Civic Coordinating Committee, Erie Area
Convention and Visitors Bureau, Northwest Pennsylvania Workforce
Investment Board
Creating Community
 We incorporate the theme of civility into all of our
campus activities.
 We identified “The Century of Civility” as our theme
for the 1999-2000 academic year and beyond.
 We ask all of our campus citizens to consider their role
in advancing the ideals of civility – fairness, tolerance,
collegiality and civic responsibility – through their
classroom and extracurricular activities.
Creating Community

It was during the first Fall
Convocation in 1996 that we
announced the creation of the
symbolic “Edinboro Family” and
invited the nearly 2,000 people in
attendance to turn to each other to
pin each other with the Edinboro
Family Pin.

The Family concept denotes
respect, caring, collegiality, and
civility.

It also denotes our resolve to create
a “student-centered” community
in which students are our first
priority.
Definition of Strategic Management
 Strategic management “is a continuous, iterative process aimed
at keeping an organization as a whole appropriately matched to
its environment.”
 Iterative means that “the process of strategic management starts
with the first steps, ends with the last step and then begins
again with the first step.” (i.e. cyclical).
Certo & Peter (1991). Strategic Management – Concepts and Applications. 2nd
edition.
What’s the difference?
 Strategic planning can be used to determine mission,
vision, values, goals, objectives, roles and responsibilities,
timelines, etc.
 Strategic planning is only useful if it supports strategic
thinking and leads to strategic management - the basis for
an effective organization.
 Strategic management applies strategic thinking to the job
of leading an organization.
http://www.nonprofits.org/npofaq/03/22.html
Linking Planning and Budgeting
Building an Inclusive Planning
Process
 Consequently, on March 7, 1997, we closed the University
completely for 1½ days to observe what we called
“University Mission Day.”
 We created nearly 30 workshops that involved the entire
campus, including our seven unions, faculty, students,
Trustees, alumni, and representatives of our host
communities, in a discussion of the University’s mission
and their roles in addressing that charge.
 As a result, the mission was modified and updated to
include the importance of community-civility.
Building an Inclusive Planning
Process
 Following “Mission Day,” and in an effort to benefit from
the numerous recommendations made by the break-out
groups, a permanent, thoroughly represented 21st
Century Planning Group was created.
 This group assists in monitoring our inclusive planning,
budgeting and continuous improvement process, as well
as serves as the steering committee for the University’s
Middle States ongoing accreditation efforts.
21st Century Planning Group

The President has placed a priority on strategic planning as a means
by which the University may excel in academics and service. One of
the hallmarks of an effective strategic planning process is the
inclusion of the entire University community in planning
endeavors. We are achieving this by traditional methods of
communication in addition to special efforts and events designed to
bring the community together to discuss the Mission, priorities, goals
and objectives of the University. These efforts are being coordinated
by the University Planning, Institutional Research and Continuous
Improvement function, in consultation with the Provost and
President. The strategic planning process has been greatly assisted
by a special advisory body called the Twenty-First Century Planning
Group.

The Group serves as a recommending body for the establishment
and maintenance of priorities for Edinboro University of Pennsylvania
as we enter the twenty-first century. The Group has been charged
with the responsibility of ensuring that all University programs and
services remain consistent with the University Mission, goals and
objectives and strategic plan.
21st Century Planning Group
One-Year Term
Ms. Linda Askins
Three-Year Term
Ms. Jennifer Butler (Student
Representative)
Dr. Richard Arnold
Mr. William P. Coleman
Dr. R. Scott Baldwin
Dr. David Ferster
Ms. Marilyn Goellner
Dr. Mary Margaret Bevevino, Co-Chair
Dr. Michael Hannan
Dr. Andrew Lawlor
Ms. Patricia Heidelberg (Student
Dr. Patricia Pineo, Co-Chair
Representative)
Dr. Jerra Jenrette
Dr. Eric Randall
Ms. Monica Johnson (Student
Dr. Terry Smith
Representative)
Dr. Rhonda Matthews
Dr. Robert McConnell
Mr. Karl Nordberg, Retired
Dr. Verel Salmon, Retired
Superintendent
Mr. David Tucker
Two-Year Term
Coordinator of 21st CPG
Mr. Gordon Herbst
Dr. Michael Mogavero
Ms. Angela Onderko
Mr. Kahan Sablo
Ms. Loralyn Whitney
University Planner
Dr. Erinn Lake
(Bold = Student/Underline = Faculty)
Our 9 Priorities
1. Increase enrollment to 8,000 students in the next several years through
enhanced enrollment and retention strategies.
2. Enhance academic quality.
3. Enhance technology campus-wide.
4. Create a just community that is student-centered.
5. Enhance the Advancement arm of the institution.
6. Create a collaborative administrative team both on and off campus.
7. Create an inclusive planning process that ties budgeting to planning.
8. Increase diversity.
9. Enhance Graduate Studies.
EXHIBIT A
Summary Sheet
Criteria for Academic Program Evaluation
Dean/Provost Worksheet
Evaluative Criteria
Rating Categories
QUALITY
Quality of Faculty
Exceptional
Strong
Adequate
Quality of Students
High
Medium
Low
Quality of Programs
High
Medium
Low
High
Medium
Low
Present
High
Medium
Low
Projected
Growing
Stable
Declining
Present
High
Medium
Low
Projected
Growing
Stable
Declining
High
Medium
Low
Growing
Stable
Declining
High
Medium
Low
Growing
Stable
Declining
Cost/Revenue Relationship
Good
Adequate
Poor
Other Costs and Benefits
(Listing)
NEED
Centrality to Mission:
Student Demand:
Demand for Graduates:
Linkage/Potential Linkage to Other Programs/Institutions:
Present
Projected
Comparative Advantage: Present
Projected
COST
Weak
EXHIBIT B
Summary Sheet
Criteria for Non-Academic Program Evaluation
Dean/Provost Worksheet
Evaluative Criteria
Rating Categories
QUALITY
Personnel
Exceptional
Strong
Adequate
Resources
Exceptional
Satisfactory
Weak
University Coordination
Exceptional
Satisfactory
Weak
High
Medium
Low
Services/Programs
Weak
NEED
Centrality to Mission
Among the most
central services
Typical of most services
Less central than most
services
High
Moderate
Low
Growing
Stable
Declining
Unique service meeting
a specific need
Typical of most services
Duplication of services
Support for Student Success :
Direct
Positive Impact
Typical of most services
Negative Impact
Indirect
Positive Impact
Typical of most services
Negative Impact
More than current total
cost
Less than current total
cost
None
Yes, but more than
current total cost
Yes, and less than
current total cost
None Available
Significant
Moderate
Low
Demand for Services:
Present
Projected
Fulfillment of Mission
COST
Net Cost/FTE
or other basis
Outsourcing Available for
Similar Service
Perceived Value Added
Index of Contribution to Overhead
 We completed an analysis of departmental revenue and
expense using the criteria outlined by the 21st CPG.
 The criteria included a calculation of revenue using the credit
hour production by school for one fiscal year as a product of PA
resident tuition rates and a comparison of the related expenses
for two previous fiscal years.
 It included a distribution of Instructional Service fees since
revenue is accrued by course enrollment.
 It did not include a pro-ration of overhead expenses relating to
plant, utilities, and other indirect costs; nor is there an allocation
of state appropriation revenue.
Credit Hour Production Analysis
Liberal Arts
Revenue
Expense
Index of
Contrib.
Percent of
Rev.
Total
Credits
Index
Contr/Cred
Music
$741,708
$1,136,431
($394,723)
-53.22%
4,683
(84.30)
For. Lang.
$476,309
$635,135
($158,826)
-33.35%
3,007
(52.82)
Art
$2,498,027
$2,982,793
($484,766)
-19.41%
15,595
($31.08)
Comm. Arts
1,631,586
1,804,005
(172,419)
-10.57%
9,760
(17.67)
Soc-Anthro.
1,414,767
1,361,191
53,576
3.79%
8,928
6.00
English
3,180,514
2,682,863
497,651
15.65%
20,079
24.78
PsyCounsel
2,139,322
1,533,519
605,803
28.32%
13,164
46.02
Philosophy
1,144,757
800,171
344,586
30.10%
7,227
47.68
History
1,327,239
884,456
442,783
33.36%
8,367
52.92
Polit. Sci.
1,279,238
761,244
517,994
40.49%
8,076
64.14
Credit Hour Production Analysis
SM&T
Revenue
Expense
Index of
Contrib.
Percent of
Rev.
Total
Credits
Index
Contr/Cred
Nursing
557,870
1,458,893
(901,023)
-161.51%
3,353
(268.72)
Chemistry
399,168
759,431
(360,262)
-90.25
2,520
(142.96)
Physics
603,029
1,089,811
(486,782)
-80.72
3,807
(127.17)
Biology
1,182,935
1,468,461
(285,526)
-24.14
7,326
(38.97)
Busi/Econ
1,476,100
1,419,271
56,829
3.85
9.314
6.10
Geoscience
1,786,910
1,531,371
255,539
14.30
11,281
22.65
Math &
Computer
2,606,155
2,084,329
521,826
20.02
16,453
31.72
Credit Hour Production Analysis
Education
Revenue
Expense
Index of
Contrib.
Percent of
Rev.
Total
Credits
Miller
School
66,906
532,303
(465,397)
-695.60%
N/A
Child Care
Center
110,125
236,058
(125,933)
-114.35
N/A
Phys. Ed.
1,001,252
1,161,741
(160,489)
-16.03
6,309
(25.44)
Ed.
Services
2,011,971
2,074,077
(62,106)
-3.09
11,887
(5.22)
Counseling
484,019
471,778
12,241
2.53
2,295
5.33
Elem. Ed.
2,080,250
1,953,319
126,931
6.10
12,702
9.99
Special Ed.
1,210,520
901,110
309,410
25.56
7,050
43.89
31,410,676
31,723,761
-313,085
193,183
Index
Contr/Cred
Framework for Planning
Triangulated Institutional
Effectiveness Model
Timelines for Planning 2004-05
Edinboro University Timelines for Planning 2004-2005
Update of Departmental Goals and Objectives
to Deans and Directors
Friday, Oct.1
Updated External & Internal Environmental Scans due to
Dean/Director
Monday, Nov. 1
Updated 5-Year Department/Unit Plans, including proposed
Strategic Initiatives, forwarded to Dean/Director
Wed., Dec. 1
Enrollment Plans forwarded to Dean/Director
Wed., Dec. 1
Budget Instruction to
Department Heads
Friday, Jan. 28
Budget Submission to Budget Director through Deans/VPs
Tues., March 8
Technology Fee Applications Due to Deans/Supervisors
Tues., March 22
Governor Approves Appropriation
Tues., June 28
Budget Committee Recommends Budget to President
July, 2005
Council of Trustees Acts on Budget
August, 2005
Deans report to Department Chairs and Graduate Program Coordinators on state
of initiatives (Chairs and program coordinators feedback to departments.)
September 1-8,
2005
Fall University-Wide Convocation/Founder's Day
September, 2005
Example
Priority One: Increase enrollment to 8,000 students in the next several
years through enhanced enrollment and retention strategies.
Initiative
Measure of
Success
Implement on-site
admission decision
program at top feeder
high schools in area.
Expedited admission
process in place at
area high schools.
Action Steps/
Timeline/
Costs
Responsible
Individual
AVP for Enrollment
Management and
Retention
Results
 Each quarter action steps,
costs and timelines are
noted.
 Periodic Planning Reports
become the President’s
Annual Report to the
campus community.
 The campus community
must know the successes
and failures in order to refocus our efforts.
Chapter I
Strategic Initiatives
Chapter II
Strategic Study Group Recommendations
2003-2004
Chapter III
Middle States Self-Study Recommendations
Examples of Effective Linking of
Planning to Budgeting
 Campus laboratory school
 Day care facility
 Men’s baseball
 Tennis
 Master’s in Social Work
 Certification programs – Letter of
Eligibility for Superintendents, etc.
 Forensic chemistry
 Four Associate degree programs at
Porreco campus
Reaccreditation
Regional Reaccreditation
Process
 The regional
reaccreditation process
should be an extension
of the planning
process and methods
to develop the
reaccreditation plan
from University plans
will be put forth.
What is Middle States
Accreditation?
 "The Commission on Higher Education is the unit of
the Middle States Association of Colleges and
Schools that accredits degree-granting colleges and
universities in the Middle States region.
 It examines the institution as a whole, rather than
specific programs within the institution."
Middle States Accreditation
We participated in a highly-collaborative MSA self-study.
We will share how our University incorporated the selfstudy recommendations, and those of the visiting team,
into the university’s planning and budgeting process
and the next iteration of a strategic plan.
What is accreditation?
"Accreditation is a means of self-regulation and
peer review adopted by the educational
community."
What was the MSA subcommittee
structure?
1.
2.
3.
Advancement
Enrollment Management and Retention
Facilities
4.
5.
6.
7.
8.
Faculty, Teaching and Curriculum
Finance and Administration
Governance
Institutional Effectiveness
Library
9.
10.
Mission, Goals and Objectives
Student Services
11.
Technology
Who Comprised the MSA
Steering Committee?
 Members of the 21st Century Planning Group
 Having an already-existing planning group serve as the
steering committee provided a distinct advantage.
What Were Their Duties?
 During the Spring 2001 semester, the Twenty-First
Century Planning Group created draft charges.
 Then they developed the draft self-study design which
was reviewed and approved by MSA/CHE.
 They also served on subcommittees during the selfstudy.
Goal
 To develop the next generation of priorities
using the Middle States process.
How Many Recommendations Did
the Study Produce?
 59 from the Middle States Self-Study Report.
 19 suggestions that were introduced by the
visitation team.
 78 Total
A Sample of Recommendations
Recommendation – MISSION GOALS AND OBJECTIVES
1. Edinboro University has consistently defined itself as an institution
dedicated to the best possible education for its students, whether it has
been to educate future teachers or to prepare students in a number of
different disciplines. Since 1996, Edinboro University has highlighted
institutional priorities in its public documents. While the intent was not to
elevate institutional priorities over academic priorities, they do not
appear to be addressed equally in our documents. It is recommended
that “quality in academic programs” be included as a top priority in
all public forums promoting the University’s goals so as to give
proper emphasis to the importance placed on teaching and
learning.
Recommendations
CHE 9. As the institution develops new specific goals and
plans for action, it must assure that data on which these
decisions are based is collected in a consistent manner
for fair comparison.
Recommendations
Recommendation - GOVERNANCE
1.
Create an orientation process for each governance group
and each new leader that covers roles, expectations,
responsibilities, inclusive decision-making, and
organizational information about the University. Assess
this process annually for effectiveness.
2.
Develop a component of orientation for new students that:
(a) specifies the various means by which students may
register concerns and make suggestions and
(b) explains the process by which each type of concern or
suggestion is reviewed and acted upon if deemed appropriate.
CHE 11. If graduate studies is an area of focus, the institution might
consider the elevation of the Graduate Student Council to parallel
status with the Student Governance Association.
Sesquicentennial Dialogues – Middle States Self-Study
Fall University-wide Convocation and Founder’s Day Celebration
Thursday, September 18, 2003
8 am to 11 am – University Center
Group #1:
Faculty, Teaching and Curriculum
Facilitator:
Dr. Kathleen Dailey
PEC member:
Dr. Robert Weber
21st CPG:
Dr. Patricia Pineo/Dr. Scott Baldwin/Dr. Eric Randall
Location: UC Seminar Room
Group#2:
Governance
Facilitator:
Dr. Karim Hossain
PEC member:
Dr. Terry Smith/Ms. Emily Sinsabaugh
21st CPG:
Dr. Richard Arnold
Location: UC 302
Group #3:
Mission, Goals and Objectives & Institutional Effectiveness
Facilitator:
Dr. Dave Ferster
PEC member:
Dr. Michael Mogavero
21st CPG:
Dr. Michael Mogavero/Dr. Jerra Jenrette/Ms. Erinn Lake
Location: UC301
Group #4:
Admissions/Enrollment Management and Retention
Facilitator:
Mr. James Parlin
PEC member:
Dr. Herb Tolbert
21st CPG:
Dr. Peg Bevevino
Group #5:
Student Services
Facilitator:
Dr. Carol Gleichsner
PEC member:
Dr. Naomi Johnson
21st CPG:
Mr. Kahan Sablo
Location: UC303
Group #6:
Library
Facilitator:
Dr. Elliot Wreh-Wilson
PEC member:
Dr. Donald Dilmore
21st CPG:
Mr. Karl Nordberg
Location: UC305
Group #7:
Technology
Facilitator:
Dr. Ron Craig
PEC member:
Dr. Andrew Lawlor
21st CPG:
Ms. Angela Onderko/Dr. Patricia Hitchings
Location: UC306 AB
Group #8:
Facilities
Facilitator:
Dr. Ali Mohamed
PEC Member:
Mr. James Sheehan
21st CPG:
Dr. Bob McConnell/Mr. Greg McMillan
Location: UC304
Group #9:
Advancement
Facilitator:
Dr. Tim Thompson
PEC member:
Mr. Bruce Whitehair (represented by Mr. Joe Grisanti)
21st CPG:
Dr. Verel Salmon/Dr. Karl Gombert
Location: UC – South Atrium
Group #10:
Finance and Administration
Facilitator:
Ms. Sharon Miller
PEC member:
Ms. Janet Dean
21st CPG:
Mr. Gordon Herbst/Ms. Marilyn Goellner
Location: UC - West Atrium
MIDDLE STATES SELF STUDY RECOMMENDATIONS/SUGGESTIONS FOR SESQUICENTENNIAL DIALOGUES
DRAFT #5 – 10/17/03
MISSION, GOALS AND OBJECTIVES
Action Steps?
Prioritization?
Recommendation
1.Edinboro University has consistently defined itself as
an institution dedicated to the best possible education
for its students, whether it has been to educate future
teachers or to prepare students in a number of different
disciplines. Since 1996, Edinboro University has
highlighted institutional priorities in its public
documents. While the intent was not to
elevate institutional priorities over academic priorities,
they do not appear to be addressed equally in our
documents. It is recommended that “quality in
academic programs” be included as a top priority
in all public forums promoting the University’s
goals so as to give proper emphasis to the
importance placed on teaching and learning.
Academic quality is now
one of the 9 priorities.
There is more to do in
terms of promotional
materials, planning &
budgeting and academic
programs.
Academic quality is the #1 priority. Quality and
integrity in academic programs ARE EUP’s mission
and the top priority. If we say we’re good, we’d
better be.
Internal challenge is to focus on what we do well
and finding the fiscal resources.
External challenge is to inform (market ourselves)
to the community and the region.
1.The survey revealed potential concerns in two areas
that warrant further examination. It is recommended
that the University examine what part of the
statement “fairness, equitable treatment, and
civility and respect for all” contributed to some
respondents reporting that it is not evident in their
work environment.
Commission on Civility
created.
Guiding Principles
developed.
We want to insure that civility is a focus on
campus. We want to move toward a culture to
address concerns with each other. Aggressive
pursuit of candor, collegiality, etc.
How Did the 21st CPG Prioritize the
“78” Into a Plan?
 We dedicated five meetings of the 21st CPG during
Spring 2004 to prioritization.
 We conducted a Nominal Group Technique to score
the recommendations.
 We developed quintiles to sort. Those with the
highest score appear in the highest quintile.
Highest Quintile (4.56-3.68) MSA
Recommendations
Score
Source
Recommendation
4.56
EMR 1
Leadership for retention initiatives should be more
clearly defined in order to increase retention efforts,
improve data collection and analysis, and enhance
retention initiatives.
4.47
EMR 2
The University should update strategic and
operational plans to prepare for enrollment growth
and allow for the commensurate growth of quality
academics and services.
Progress on Implementing
Recommendations
EDINBORO UNIVERSITY OF PENNSYLVANIA
MIDDLE STATES SELF-STUDY RECOMMENDATIONS
Highest Quintile (4.56 – 3.68)
Score
Source
Recommendation
4.56
EMR 1
Although several collaborative retention efforts
have occurred, we recommend that these
approaches be more carefully coordinated.
Leadership for retention initiatives should be
more clearly defined in order to increase
retention efforts, improve data collection and
analysis, and enhance retention initiatives.
4.47
EMR 2
In anticipation of reaching the enrollment goal of
8,000 students, the University should update
strategic and operational plans to prepare for
enrollment growth and allow for the
commensurate growth of quality academics
and services.
4.35
EMR 4
The use of technology should be expanded to
assist in both recruitment and retention of
students.
Action Steps
Responsible Individuals
New University-wide Priorities Are
Developed
 After analyzing the quintile distributions, the
university’s mission and vision statements, the
current priorities, the performance indicator results
from the State System and the proposed State
System strategic plan…the 21st CPG then developed
NEW university-wide priorities…
 Developed in April 2004, discussion by the campus in
July 2004, and adopted by the campus in academic
year 2004-2005.
 Implementation began in January 2005.
New Priorities
 Academics



Enhance quality
Promote graduate education
Encourage further collaboration
 Students



Enhance success
Recruit and retain talent
Nurture the learning environment
 Revenue Enhancement

Promote grantsmanship and enhance community alliances
 Community


Meet the needs of the underrepresented and under prepared.
Contribute to the economic and social needs of the region.
New 5-Year Plan
 With the new priorities,
the new State System
plan, and a fresh
academic year, we have
now updated our fiveyear strategic plan.
Questions?