Demography is NOT Destiny

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Presented by Larry Gould, Provost
Hays, Kansas, May 2012

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Demography is NOT Destiny

  1. 1. Demography is NOT Destiny “The best way to predict the future is to invent it”. ---Alan Kay Larry Gould Provost May 25, 2012 1
  2. 2. About Fort Hays State University• Institutional Accreditation Founding member in 2001 of the Higher Learning Commission’s (HLC/NCA) alternate accreditation track known as the Academic Quality Improvement Program (AQIP)• Academic Programming  Two associate degrees(AGS and AAS)  54 undergraduate degrees (Latest: THM, International Finance and Global Business English/construction management in process)  21 graduate degrees (Latest: PSM and MPS/student affairs leadership in process)  40 programs accessible off-campus fully online or in blended form• University Structure  Three divisions: academic affairs, student affairs, admin-finance  Four academic colleges, Graduate School, Forsyth Library, Center for Teaching Excellence and Learning Technologies (CTELT), Office of Strategic Partnerships (OSP), distance education delivery unit called the Virtual College (VC) 2
  3. 3. About Fort Hays State University• Enrollment: The Way We Were (Fall, 1998)  On-campus: 4718  Off-campus: 839  Grand total: 5557• Enrollment: The Way We Are (Fall, 2011)  On-campus: 4900  Off-campus: 8100 (3500 in China)  Grand total: 13000 3
  4. 4. Mission, Vision and Tagline New University MissionFort Hays State University (FHSU) provides accessible quality educationto Kansas, the nation, and the world through an innovative communityof teacher-scholars and professionals to develop engaged global citizen- leaders. VisionBy 2020, FHSU will be recognized as one of the nation’s fastest growing universities in students served and quality of education provided. Tagline Forward thinking. World ready. 4
  5. 5. A Select List of Change-Drivers Creating Turmoil,Destabilization and Global Turbulence in Higher Education • The emergence of a more demanding, educated consumer with a “shopper’s mentality”  More choices among a wider array of options  Convenient, relevant and close to home learning experiences  Readiness to use several educational organizations on the way to one or more credentials/degrees • Growing pressure for flexibility/nimbleness to meet learner needs • Competition: new providers/old players • A growing, worldwide demand for learning 5
  6. 6. A Select List of Change-Drivers Creating Turmoil, Destabilization and Global Turbulence in Higher Education•Changing demographics/diversity•Continuing need to integrate/apply technology•The realization of a lifelong relationship between work and learning•Caught in the squeeze: declining public funds vs. marketopportunities•The national public reform imperative: access, affordability,assessment and accountability 6
  7. 7. How Can FHSU Take Charge of Change in this Time of Turmoil and Turbulence? Real-Time Strategic Planning• What “Big, Hairy, Audacious Strategy” Guides the FHSU Choice of Strategic Themes and Competitive Capabilities? The Real-Time Strategy for Shaping the FHSU Future: Mission-Centered, Market-Smart, Politically-Savvy 7
  8. 8. Translating the Mission-Centered, Market-Smart, Politically-Savvy Strategy into Themes and Competitive Capabilities Strategic Approach Mission-Centered, Market-Smart, Politically-Savvy Innovation/ Lifelong Strategic Learning/ Themes Entrepreneurship Growth Global Engagement Social Relevance/ Intellectual Learner Outcomes Fusion InteractiveCompetitive People Strategic Focus OperationsCapabilities and and and Leadership Alignment Management 8
  9. 9. Using Themes to “Stretch” the Strategy: Competing on Innovation/Entrepreneurship• Introducing Innovative Curricular Products – Online BBA in Management/Marketing (sustaining innovation) – Global Business English(new market disruptive innovation) – Professional Science Masters (low-end disruptive innovation) – Construction Management (incremental innovation)• Innovative Institutional Organization & Reorganization – Office of Strategic Partnerships – Kansas Academy of Math and Science (KAMS) – Denver Higher Education Opportunity Center – College of Business and Entrepreneurship 9
  10. 10. Using Themes to “Stretch” the Strategy: Lifelong Learning/Intellectual Fusion-- Distance Education as a Strategic Asset (retention)– Virtual College Call Center (customer service)– Competing in the “Age of Brands” - New Process for Virtual College Course Development (quality assurance)– Undergraduate Research (multi-skill sets)– Masters of Professional Studies (flexible degrees) 10
  11. 11. Using Themes to “Stretch” the Strategy: Growth= 20,000 by 2020Distance Education for Kansas ResidentsContiguous State StrategiesDomestic, Corporate, Governmental and Global PartnershipsConcurrent EnrollmentVirtual College Summer SessionNew Residential and Greek Living FacilitiesNew Scholarship ProgrammingKAMS AcademyNew Transfer and Articulation Strategies 11
  12. 12. Using Themes to “Stretch” the Strategy: Global Engagement=4,750 by 2020 Curriculum International Business and Finance Tourism and Hospitality Management Global Business English Study Abroad/Student Exchanges (ISEP, SIAS) Faculty Opportunities/Exchanges (Fulbright) On-campus International Students (363 as of today) Globalization 3.0/Global LeadershipProgramming Institutional Partnerships/Cross Border Education 12
  13. 13. Using Themes to “Stretch” the Strategy: Social RelevanceStewards of Place (AASCU)Distance Education as a Strategic Asset (Complete CollegeKansas)Civic and Community Engagement (Convention Center)American Democracy Project (Swipe Hunger/Forsyth Library)Center for Civic Leadership (AAUW/Women’s Leadership Project) 13
  14. 14. Using Themes to “Stretch” the Strategy: Learner OutcomesRegents Foresight 2020 (system outcomes linked to writing, oralcommunications and transliteracies as an approach to Gen-Ed)Diversity and Democracy (new IDS course)Inside the “RED BALLOON” Project (Next Generation Scholars andthe Evolution of Learning)Mobile Learning (Smartphone Applications)New Approaches to Assessment and Accountability (RegentsPerformance Agreements, Eduventures) 14
  15. 15. Mission-Centered, Market-Smart, Politically-Savvy: The Big Value Proposition• “….when the history of American higher education….in the 21 st century is written, we hope that becoming more market smart proves to be only part of the tale. The rest of the story ought to be about using market smarts to regain control of institutional mission---about the restoration of American colleges and universities as places of public purpose.” ---Zemsky, Wegner and Massey, Remaking the American American University: Market-Smart and Mission-Centered (2005), p. 202. 15
  16. 16. The Division of Academic Affairs Needs Your Help:Priorities for Meeting the Competition and Building the Brand 1. Naming/New Unit Opportunities (Colleges, Departments, Programs, Facilities, etc. 2. Faculty Of Distinction Opportunities 3. Study/Travel Abroad/International Scholarships 4. Co-Curricular Learning(Honors, Lecture Series, American Democracy Project, Swipe Hunger,etc.) 5. New Spaces and Special Places (Outdoor Learning Commons, Democracy Plaza, Art Gallery, etc.) 16
  17. 17. • In closing, let me re-emphasize why FHSU thinks it’s so important to compete by “taking charge of change”: On the plains of hesitation, bleach the bones of countless millions who at the dawn of victory, sat down to wait….and waiting, died. George W. Cecil, 1923 Thank you. Questions? 17

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