Strategic Planning

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Murray State University

• Strategic Planning

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Contents

• 1. Introduction
• 2. Assumptions
• 3. Who Participates?
• 4. MSU Planning Units
• 5. Brief History of 2003-08 Planning Process
• 6. Charge and Work of the
• SP Commission (2001-03)
• 7. Revised Mission
• 8. Values and Vision Statements
• 9. Revised Characteristics of a Murray Graduate
• 10.Strategic Goals
• 11. The Ongoing Process

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Introduction

• Murray State University utilizes a comprehensive
  strategic planning process which is
  decisionfocused, information-based, on-going,
  structured, and participatory. The process
  emphasizes crafting a shared vision, and
  establishing priorities for institutional action
  University. Strategic Planning is designed to
  produce fundamental decisions and coordinate
  actions to guide the institution with a focus on
  the future.

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What Is Planning?

• Planning is essential to advancing the MSU
  Mission,
• Planning is a process to assure accountability,
• Planning helps us prepare for the future,
• Planning provides documentation of our efforts,
• Planning assists the university in coordinating
  our efforts and linking goals to resources.

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What Is Not Included In Planning?

• Planning is not a wish list
• Planning is not executed by one exclusive group
• Planning is not not a collection of previous
  accomplishments
• Planning is not an additional chore to be put
  off until later

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Assumptions

• The institution utilizes this strategic planning
  engine to help our complex organization make
  decisions. Planning within all the units
  dovetails with the institutions planning
  process. To accomplish this, the terms, planning
  strategies, and processes used in the units are
  synonymous with those used by the institution.
• The framework for planning relies upon certain
  key assumptions. Those assumptions are
• 1.The strategic planning process is a
  participatory planning process. Successful
  strategy planning processes are inclusive. All
  individuals whose commitment is necessary to
  implement planned changes need to be involved.

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• Assumptions
• 2. Planning efforts are recurrent and systematic.
  Planning is a continuous process and a regular
  activity of all university units.
• 3. Planning is integrated into the institution.
  Planning is not isolated from the rest of the
  operations of the units, departments, or offices.
  At all levels, planning reflects our
  institutional mission, institutional goals,
  assessment activities, accreditation activities,
  services, policies, budgets, and procedures.
• 4. Planning is most effective when monitoring
  processes are built into the planning initiative
  to assure that the planned activities are
  initiated and carried to completion. Progress
  is measured through performance indicators.
• 5. The mission and values statements define the
  fundamental reason why the institution exists. At
  its most basic level, planning is centered on
  achieving the institutional mission and values.

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Who Should Plan?

• Everyone!
• Whether you are participating in setting
  departmental annual goals, tracking the results
  of planning in your unit, or serving directly on
  the institutions Strategic Planning Council, we
  will achieve more if everyone takes
  responsibility for planning.

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Planning Units at MSU

• The MSU Strategic Planning Council has
  representatives from across the institution,
  including faculty, staff, students, and
  administrators.
• Current and historic lists of the SPC membership
  are posted on the Strategic Planning Website.

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Planning UnitsThe list below represents the
units with representatives on the SPC. To
determine who represents you on the Strategic
Planning Council, refer to the Strategic Planning
Website (Membership)
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Planning Units, continued
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Planning Representatives, continued
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Strategic Planning Council

• The Strategic Planning Council is responsible
  for shaping our institutional goals, monitoring
  the acquisition of those goals, and tracking the
  implementation of MSUs Quality Enhancement Plan.
  
• There are three major committees under the
  Council Assessment and QEP, Planning, and Goals.
• The deliberations of the SPC are reported to the
  Strategic Planning Executive Committee.
• The Executive Committee is made up of the Chair
  of the SPC, the Vice Presidents, the Provost, and
  the University President.

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History of Strategic Planning in the New
Millennium

• The following slides explain the process used to
  create the 2003-08 Strategic Plan at MSU.

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History of 2003-2008 Planning Cycle at Murray
State University

• Formation of the Strategic Planning Blue Ribbon
  Commission, Fall 2001
• Charge to the Commission
• The task of the Strategic Planning
  Committee was to identify and review information
  relevant to establishing priorities for
  institutional excellence. To accomplish this, the
  Committee focused on answering several key
  questions
• 1. What challenges and opportunities, or
  strengths and weaknesses shape our paths?
• 2. What institutional priorities must we set to
  address those challenges, honor our mission and
  best serve our students and other constituencies?
• 3. How do we wish to be perceived as a
  university?
• 4. How do we proceed?
• The information gathered will be forwarded to
  the MSU President and Board of Regents in the
  form of a report of findings and recommendations.

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Original Membership of 2001 Commission

• Gary Brockway, Provost and Vice President of
  Academic Affairs (Chair)
• Tim Todd, Assistant Provost (Co-Vice Chair)
• Sandra Jordan, Dean, College of Humanities and
  Fine Arts (Co-Vice Chair)
• Don Robertson, Vice President of Student Affairs
• Tom Denton, Vice President of Administrative
  Services
• Jim Carter, Vice President of Institutional
  Advancement
• Janice Thomasson, Chief Information Officer
• Betty Blodgett, Dean, College of Health Sciences
  and Human Services
• Jack Rose, Dean, College of Education
• Jim Rudolph, Director, School of Agriculture
• John Yates, Dean, Continuing Education and
  Academic Outreach
• Janet Brewer, Interim Dean, MSU Libraries
• Dewey Yeatts, Chief Facilities Officer and
  Associate Vice President for Facilities
  Management
• Joyce Gordon, Associate Vice President of Human
  Resources
• (Continued on next page)

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Original Commission Membership, continued

• Tim Miller, Director, MSU Foundation and
  Coordinator of Planned Giving
• Jim Vaughan, Assistant Vice President for
  Enrollment Management
• Michael Basile, Director, Institute for
  International Studies
• Gerry Muuka, Assistant Dean, College of Business
  and Public Affairs
• Bob Pervine, Assistant Dean, College of Science,
  Engineering Technology
• Steve Jones, Chair, Department of Social Work,
  Criminal Justice, and Gerontology
• Annazette Fields, Director, Office of Equal
  Opportunity
• E.W. Dennison, Director, Athletics
• Jace Rabe, Student Body President and Student
  Regent
• Orville Herndon, President, Staff Congress and
  Information Systems Technician, Department of
  Journalism and Mass Communication
• Mark Wattier, President, Faculty Senate
• Meetings were open to the public and special
  invitations were issued to
• Chairs, Deans, Directors, Alumni, and
  Community Members. During the process, 3 general
  information meetings were held for all campus
  employees.

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Processes Used to Collect Information

• Survey of Faculty, Staff and Administrators
• External Scan
• Internal Unit Scan
• Cross Impact Analysis

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Faculty/Staff Opinion Survey measured the
importance of items against our level of
successful attainment of each item.Example
Survey Item

• Instructions Please circle the number to the
  right of each statement that describes the extent
  to which you agree with the statement
• 1Strongly Agree
• 2Agree
• 3No Opinion
• 4Disagree
• 5Strongly Disagree
• Providing a good place to work should be among
  the highest priorities of MSU. 1.718
• The University is a good place to work.

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Survey Results

• 1337 Surveys 583 Returned (44.0)
• Faculty Responses 179 (32.5)
• Staff Responses 371 (67.3)

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Results of Survey Areas of Greatest Importance
(.should be a focus of MSU)

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Survey Results Three greatest areas of
importance should be

• Establish high expectations for student learning
• Make a strong commitment to academic excellence
• Recognize teaching and learning as the most
  important functions of this institution

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Survey Results Three Top Areas of Agreement in
Match Between Importance and Attainment at
MSU(MSU Values and is Successful at)

• Providing high quality arts and cultural programs
  to the region
• Providing continuing educational opportunities
  for non-traditional learners
• Making a serious effort to increase minority
  faculty and staff hiring

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Survey Results Three Areas of Greatest
Discrepancy Between Importance and Attainment at
MSU (MSU Values but has not yet fully attained)

• Communication need for seamless information
  flow between units and offices on campus
• Salaries need to develop a plan to address
  salary inequities in staff and faculty areas
• Library additional funding needed to support
  size and scope of institution

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Survey Results Interesting Facts

• Both the staff and faculty agreed on the most
  important function of the institution Enhancing
  student learning through academic excellence
• Meeting students requests was a top 10 priority
  which emphasizes the notion of being service
  oriented.
• The number 1 item of greatest concern is
  adequate funding of the library.

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External Scans

• Work groups gathered to collect and analyze
  information in the following areas
• Trends and Characteristics of Student Body
• Budget and Financial Trends in KY
• Issues in Kentucky Politics and Higher Education
  Reform
• MSUs Competitors (public, private, corporate)

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Internal Scans

• Work groups gathered in each functional unit of
  MSU to
• discuss strengths and weaknesses within the unit,
  
• create a cross-impact analysis diagram,
• identify the units key performance indicators to
  monitor success,
• articulate support relationships with other units
  on campus,
• establish goals.
• This information was shared with the SPC.

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Strategic Planning Process Map
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Results of Commission Work

• The following slides outline the work of the
  commission, including the Mission Statement,
  Vision Statement, Value Statement,
  Characteristics of the MSU Graduate (learning
  outcomes for baccalaureate students), and the
  2003-2008 Strategic Goals.

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MSU Mission and Statement of Purpose

• Murray State University serves as a nationally
  recognized residential comprehensive university,
  offering high-quality baccalaureate and masters
  degree programs. Academic programs are offered in
  the core areas of arts and sciences, agriculture,
  business, health and human services, teacher
  education, communications, engineering, and
  applied technologies. Teaching, research, and
  service excellence are core values and guiding
  principles that promote economic development and
  the well-being of the citizens of the
  Commonwealth of Kentucky and the region.
• Murray State University places a high premium on
  academic outreach, collaborative relationships
  with alumni, the public schools, business and
  industry, governmental agencies, and other
  colleges and universities at home and abroad. 
• Murray State University prepares graduates to
  function in a culturally diverse, technologically
  oriented society and increasingly interdependent
  world. The university is committed to
  international education as an integral dimension
  of the university experience.
• Murray State University emphasizes
  student-centered learning and educational
  experiences that include first year experience,
  the honors program, internships, study-abroad
  programs, service learning, research and creative
  projects, residential colleges, and student
  organizations. 
• In sum, Murray State University fosters an
  exciting and challenging learning environment.

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MSU Value Statements

• Excellence
•  Murray State values a sustained commitment to
  teaching, research, and service excellence.
• Integrity
•  Murray State values an environment that demands
  high levels of professional and academic ethics.
• Nurturing Environment
• Murray State values a safe, friendly, and
  supportive campus and community environment.
• Shared Governance
•  Murray State values a culture of shared
  governance, open communication, and understanding
  among administration, faculty, staff, and
  students.
• Student-Centered Learning
•  Murray State values an environment that fosters
  the engagement of the student in the learning
  process both in and beyond the classroom

• Accessibility
•  Murray State values broad, equal, and
  affordable educational access for all.
• Academic Freedom
•  Murray State values the generation and free
  exchange of ideas in a peaceful and orderly
  environment that encourages communication and the
  resolution of differences.
• Accountability
•  Murray State values a comprehensive
  accountability system through outcomes assessment
  and institutional effectiveness, supporting our
  primary mission as a university.
• Diversity
•  Murray State values attracting, developing, and
  maintaining a diverse, high-quality faculty,
  staff, and student body.

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Characteristics of a MSU Graduate

• The excellence of a universitys baccalaureate
  program is ultimately best demonstrated by the
  qualities, characteristics, and performance of
  its graduates. Murray State University sets as
  its goal a baccalaureate experience that ensures
  graduates who
• Engage in mature, independent, and creative
  thought and express that thought effectively in
  oral and written communication
• Understand and apply the critical and
  scientific methodologies that academic
  disciplines employ to discover knowledge and
  ascertain its validity 
• Apply sound standards of information gathering,
  analysis, and evaluation to reach logical
  decisions
• Understand the roles and applications of
  science and technology in the solution of the
  problems of a changing world
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Characteristics, continued

• Demonstrate a critical understanding of the
  worlds historical, literary, philosophical, and
  artistic traditions
• Understand the dynamics of cultural diversity,
  of competing economic and political systems, and
  of complex moral and ethical issues
• Understand the importance of and engage in
  ethical behavior and responsible citizenship
• Understand the importance of the behaviors
  necessary to maintain a healthy lifestyle
• Demonstrate mastery of a chosen field of study,
  and 
• Value intellectual pursuit and continuous
  learning in a changing world.

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Strategic Goals 2003-08

• Goals Related to Students and Student Enrollment
• The University shall conduct sustained
  recruitment operations in a five-state area and
  internationally to meet the enrollment goals
  established by the Council on Postsecondary
  Education and the Board of Regents.
• The University shall establish academic and
  student life policies and programs to meet the
  retention and graduation rate goals established
  by the Council on Postsecondary Education and the
  Board of Regents.
• The University shall create a campus
  environment and student life program that values
  diversity, encourages and supports active
  involvement, and promotes student success and
  satisfaction.

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Goals Related To Academics

• Quality teaching and learning shall be the
  pre-eminent activities at the institution.
• The campus focus shall be on developing
  information literacy and academic excellence
  through active learning.
• The University shall be committed to excellence
  in the general education curriculum, which is
  based upon the academic traditions of
  broad-based, liberal education.
• The University shall sustain a balanced range
  of liberal and professional programs of
  excellence and endeavor to prepare students for
  their chosen professions.
• The University shall promote the cultural and
  scholarly activities of the University and serve
  as a cultural center for the campus and the
  surrounding community.
• The University shall develop and sustain at
  least one program of national distinction.
• The University shall maintain its commitment to
  a competitive program in selected intercollegiate
  athletics for both men and women, consistent with
  the other educational goals of the institution.
• The University shall support the
  internationalization of the campus and
  curriculum.
• The University shall maintain national
  accreditation in the academic disciplines and
  professional programs currently accredited and
  pursue additional discipline accreditation as
  opportunities arise.
• The University shall continue to provide
  greater educational access and academic outreach
  to Kentuckys population. 
• The University shall encourage academic
  innovation.

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Goals Related To Faculty Staff

• The University shall attract, develop and
  retain high quality, diverse faculty and staff.
• The University shall foster high faculty, staff
  morale, and productivity.
• The University shall create and implement an
  enhanced service plan that encourages and
  recognizes quality service to all constituents.
• Research and service shall be important
  functions of the University.

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Goals Related To External Relations

• The University shall maintain regular
  communication with alumni and involve them in the
  University, its priorities, goals, and
  objectives.
• The University shall recognize the growing need
  to raise private funds and establish an ongoing
  comprehensive campaign to maintain excellence in
  all programs of the University, including student
  scholarships.
• The University shall play an active role in
  regional economic development.
• The University shall enhance its national
  reputation through ongoing marketing initiatives
  emphasizing quality and academic excellence.
• The University shall support the region through
  arts, cultural, and professional programs.
• The University shall engage in public service
  programs with business, industry and labor,
  public and private schools, governmental
  agencies, and the general public.
• The University, through its leadership, shall
  engage in discussions that shape the educational
  policies in the region and Commonwealth.

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Goals Related To Needs Uses

• The University shall continue to seek a fair
  and equitable percentage of state funding. 
• The University shall develop a strategy to
  examine current facilities, allocate space
  efficiently, prioritize maintenance and
  renovation projects, and communicate the
  priorities.
• The University shall review institutional
  processes and procedures to encourage effective
  and efficient operations.
• The University shall support the pursuit of
  external funding.
• Goals Related to Institutional Planning
• The University shall maintain its reputation as
  a public university of high quality.
• The University shall implement ongoing,
  collegial and effective strategic planning which
  enhances a strong sense of community and a shared
  vision.
• The University shall endeavor to keep tuition
  affordable and make education accessible to a
  diverse population.

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• Questions and comments are welcome. Please
  contact the Office of Planning and Assessment or
  send an email to
• sandra.jordan_at_murraystate.edu