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Strategic planning briefing (june 2011)


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Strategic planning briefing (june 2011)

  1. 2. APPROACH <ul><li>As we chart our course in the coming years, we will favor </li></ul><ul><li>initiatives that feature partnerships and interdisciplinary </li></ul><ul><li>approaches to problem solving for the university, the Central </li></ul><ul><li>Florida city-state and beyond. All the while, UCF will stay </li></ul><ul><li>focused on the sustainability of its people, resources, and </li></ul><ul><li>environment. </li></ul>
  2. 3. PARTNERSHIPS <ul><li>UCF has rich history of successful partnerships… </li></ul><ul><ul><li>Center for Research and Education in Optics and Lasers (CREOL) </li></ul></ul><ul><ul><li>Institute for Simulation and Training (IST) </li></ul></ul><ul><ul><li>Rosen College </li></ul></ul><ul><ul><li>Florida Interactive Entertainment Academy (FIEA) </li></ul></ul><ul><ul><li>College of Medicine </li></ul></ul>
  3. 4. INTERDISCIPLINARITY <ul><li>The purposeful focus of talent and enterprise across academic disciplines provides an advantageous organizational model for solving complex problems. </li></ul><ul><li>Institutes, centers and academic units organized as teams designed to collaboratively pursue solutions to significant issues, questions, and problems can best leverage our </li></ul><ul><li>far-reaching talent and confer competitive advantage to </li></ul><ul><li>the Central Florida city-state. </li></ul>
  4. 5. SUSTAINABILITY <ul><li>Attract, develop, support, and retain the very best students, faculty and staff members, and university alumni </li></ul><ul><li>Efficiently steward available assets to achieve desired outcomes and position for a successful future </li></ul><ul><li>Fully leverage existing strengths and wisely pursue new capabilities </li></ul><ul><li>Purposely concentrate resources on key endeavors </li></ul>
  5. 6. CONSTANCY OF PURPOSE <ul><li>Sustain bedrock capabilities and continue to be </li></ul><ul><li>“ the people’s university” (accessible and affordable) </li></ul><ul><li>Champion and support a wide range of scholarship in the classic disciplines and selected emerging fields of study </li></ul><ul><li>Pursue a rigorous, relevant portfolio of research activity </li></ul><ul><li>Consistently strengthen commitment to diversity and inclusiveness, community service, excellence in every endeavor, and opportunity for all </li></ul>
  6. 7. THE CHALLENGE <ul><li>Be a leader in the central Florida city-state by being . . . </li></ul><ul><li>AWARE of opportunities, </li></ul><ul><li>RESPONSIVE to needs, </li></ul><ul><li>and EMPOWERED to act </li></ul><ul><li>in support of the university’s mission, goals, and values </li></ul>
  7. 8. PLANNING PROCESS <ul><li>University level “strategic” plan (rolling wave approach) </li></ul><ul><ul><li>Division level “operational” plan </li></ul></ul><ul><ul><ul><li>Unit level “tactical” plan </li></ul></ul></ul><ul><li>Each level of plan should include </li></ul><ul><ul><li>Mission, vision, SWOT analysis, goals, KPIs </li></ul></ul><ul><ul><li>Plan specifics should tie to parent plan </li></ul></ul><ul><ul><li>KPIs should allow measurable accountability </li></ul></ul><ul><li>Annual “action plans” tied to Institutional Effectiveness Assessment tools </li></ul>
  8. 9. TOUGHEST ISSUES <ul><li>Determining “Fit” </li></ul><ul><ul><ul><li>Prioritizing “Effort” </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Sequencing “Objectives” </li></ul></ul></ul></ul></ul>
  9. 10. STRATEGIC PLAN <ul><ul><li>Mission </li></ul></ul><ul><ul><ul><ul><li>Vision </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Goals </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Values </li></ul></ul></ul></ul></ul>