Dr. Joseph H. Silver, Sr. Provost and Vice President for Academic Affairs

DR. JOSEPH H. SILVER, SR.Provost and Vice President for Academic Affairs

Chair, Strategic Planning Steering Committee

Strategic Planning Updateto the Board of TrusteesClark Atlanta University

February 18, 2010

Strategic Planning Oversight Committee

1. Gave the Board the opportunity to reflect on the mission and purpose of the institution.

2. Gave the Board the opportunity to express their expectations for the institution.

3. Gave the Board the opportunity to set the parameters for a new Strategic Plan.

2/18/2010 Slide 2

MAY BOARD RETREAT AND STRATEGIC PLANNING


2004 2009The mission of Clark Atlanta

University is to provide a quality undergraduate, graduate and professional education to a student body that is predominantly African-American and also diversified by students from various other racial, ethnic, cultural and socioeconomic backgrounds. As an institution grounded in the liberal arts, the University is committed to the development of productive and creative students who excel in their chosen careers and who become responsible citizens in their communities and the world.

2/18/2010 Slide 3

Clark Atlanta University (CAU), formed in 1988 as a result of the consolidation of two independent historically black institutions — Atlanta University (1865) and Clark College (1869), is a United Methodist Church-related, private, coeducational, residential, and comprehensive urban research university. The University offers undergraduate, graduate and professional, and non-degree certificate programs.

REVISED MISSION STATEMENT


2004 2009

To achieve its mission, the University attracts and maintains a dedicated faculty that meets high professional standards in teaching, scholarship, research, and service. The University also provides an educational environment in which its students thrive, learn, and develop their potential for leadership and responsible citizenship, and the pursuit and creation of knowledge.

The University maintains an historic relationship with the United Methodist Church and emphasizes sound ethical and moral principles that promote personal integrity and understanding of others.

Approved: February 20, 2004, CAU Board of Trustees

2/18/2010 Slide 4

MISSION

Clark Atlanta University is an institution of high research activity characterized by a focus on the intellectual and personal development of each student. Its purpose is to prepare a diverse community of learners to excel in their chosen endeavors and to become responsible, productive, and innovative citizen leaders, locally and globally. This outcome is accomplished by the provision of access to and excellence in teaching, research, service, and creative activities through continuous engagement in an enriched, challenging, and nurturing environment.

Revised, approved by the Board of Trustees, October 15, 2009

REVISED MISSION STATEMENT(continue

d)


2004 2009

Clark Atlanta University will achieve national prominence for its distinctive capacity and commitment to provide a student-centered, quality-driven learning community that is characterized by excellence in teaching, rigorous academic programs, dedication to the nurturance and development of its students, and cutting-edge basic and applied research.

Approved February 20, 2004, CAU Board of Trustees

2/18/2010 Slide 5

Clark Atlanta University will further extend its national prominence and international presence for its distinctive capacity and commitment to provide a personally transformative learning environment, characterized by excellence in teaching, rigorous and innovative academic programs, dedication to the nurturing and development of its students, and the conduct of research addressing critical local, national, and global issues. Its students and faculty will gather from all parts of the world to discover and apply solutions to many of society’s most pressing problems. Clark Atlanta University graduates will demonstrate finely honed intellectual capability, innovative ideas and practices, inclusiveness, a disposition to serve, and a distinct appreciation for diversity in people, place, and opportunity.

Revised, approved by the Board of Trustees, October 15, 2009

NEW VISION STATEMENT


1. The Board will support the planning process and assist in funding the resulting plan.

2. The President will assemble a team that will carry out the planning process and the implementation of the plan.

3. The down turn in the local, state, national and international economy will have an impact on plan implementation.

4. Recent enrollment challenges will impact plan.5. Inadequate funding has caused the institution to

struggle to carry out its Vision.6. There are increased expectations from external

stakeholders.7. Internal constituents will be cautious in their support

of a new plan, given the failures of planning in the past.

8. Technology and its appropriate use will be central to the successful implementation of the plan.

2/18/2010 Slide 6

PRE-PLANNING ASSUMPTIONS


Align the University with its revised Mission and new Vision Statement

Develop an integrated and systematic planning process

Establish priorities for the University Integrate planning and budget Create focus and an agreed upon direction Road map to financial support

2/18/2010 Slide 7

EXPECTED OUTCOMES OF THE PLANNING PROCESS


Twenty-four expectations were identified Several of the Board expectations

overlapped The 24 Board expectations can be

categorized into four broad categories The broad categories are:

National Recognition; Clear and Focused Direction; Purposeful Marketing; and Financial and Institutional Stability

2/18/2010 Slide 8

BOARD EXPECTATIONSFROM MAY 2009 RETREAT


1. Innovation and Discovery2. Integrity3. Excellence4. Social Responsibility5. Student Centeredness6. Respect

2/18/2010 Slide 9

PROPOSED CORE VALUES


Developing Definitions Developing Behaviors and Indicators Developing Competencies and

Expectations

2/18/2010 Slide 10

PROPOSED CORE VALUES


National RecognitionReflected in

Proposed Core Values

1. Widely acclaimed recognition. 1 – Innovation & Discovery3 – Excellence4 – Social Responsibility

2. Institutional preeminence and recognition. 1 – Innovation & Discovery3 - Excellence5 - Student Centeredness

3. A Mission Statement that imparts dynamism, excitement and pride for the institution.

1 – Innovation & Discovery3 – Excellence4 – Social Responsibility5 - Student Centeredness

4. A Mission that speaks to institution as a destination university.

1 - Innovation & Discovery3 - Excellence5 - Student Centeredness2/18/2010 Slide 11

BOARD OF TRUSTEES EXPECTATION AND CROSSWALK WITH PROPOSED CORE VALUES


National RecognitionReflected in

Proposed Core Values

5. Greater focus on institutional distinctiveness. 1 - Innovation & Discovery3 – Excellence4 – Social Responsibility5 - Student Centeredness

6. Increased recognition for what we do; focus on achievements.

1 - Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Respect

7. CAU niche/target audience clarity. 1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Respect

2/18/2010 Slide 12


(continued)


Clear and Focused DirectionReflected in

ProposedCore Values

8. Moving from problem-solving mode to critical thinking with compassion.

2 – Integrity4 - Social Responsibility5 – Student Centeredness6 - Respect

9. A Mission Statement with clarity and focus with respect to constituents served.

4 - Social Responsibility5 - Student Centeredness6 - Respect

10.

Greater clarity with respect to institutional outcomes and objectives.

1 – Innovation & Discovery2 – Integrity3 - Excellence

2/18/2010 Slide 13



Clear and Focused DirectionReflected in

ProposedCore Values

11.

Increased opportunities to review fundamentals.

2 – Integrity3 – Excellence5 - Student Centeredness

12.

Defined goals and means to achieve those goals.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Respect

2/18/2010 Slide 14



Purposeful MarketingReflected in

ProposedCore Values

13.

Develop strategy/path to recruiting model student body.

2 – Integrity3 – Excellence5 - Student Centeredness

14.

Development and execution of implementation plan and strategy for branding the institution.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Respect

15.

Marketing to increase public awareness of the university as a brand of excellence.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Respect2/18/2010 Slide 15



Purposeful MarketingReflected in

ProposedCore Values

16.

Perception as a value-added marketing product.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 – Respect

17.

Active role for Alumni in advancing CAU. 2 – Integrity4 - Social Responsibility5 - Student Centeredness6 - Respect

2/18/2010 Slide 16


(continued)


Financial and Institutional Stability

Reflected in Proposed

Core Values

18.

Maximization of Board talent to achieve more effective governance.

2 – Integrity3 - Excellence4 - Social Responsibility6 - Mutual Respect

19.

A road map to exploit human and financial resources on behalf of the university.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Mutual Respect

20.

A road map to resources. 1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Mutual Respect2/18/2010


Slide 17




Core Values

21.

Maximization of existing resources. 2 – Integrity4 - Social Responsibility6 - Mutual Respect

22.

Precise plan to achieve financial stability. 1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Mutual Respect

2/18/2010 Slide 18


(continued)




Core Values

23.

Increased utilization of social capital within university, among alumni and faculty for financial gain.

1 – Innovation & Discovery2 – Integrity3 – Excellence4 - Social Responsibility5 - Student Centeredness6 - Mutual Respect

24.

Avoidance of “failure of nerve” and recognition of necessity to make tough decisions.

2 – Integrity4 - Social Responsibility6 - Mutual Respect

2/18/2010 Slide 19


(continued)


Will evolve from the Board Will evolve from the internal

stakeholders Will evolve from the external

stakeholders

2/18/2010 Slide 20

PRIORITIES: HOW ARE THEY SHAPING UP?


Strong focus on graduate programs Build research capacity Diverse student population Become more international

2/18/2010 Slide 21

BOARD VIEW OF PRIORITIES


Will evolve from the planning process

Will evolve from surveys Will evolve from Focus Groups Will evolve from constituent

discussions

2/18/2010 Slide 22

INTERNAL AND EXTERNAL STAKEHOLDERS’ PRIORITIES


Board – establish the parameters and direction

President – establish the protocol and operationalize the process

Steering Committee – direct the planning process

Sub-Committees – provide the continuity of planning

2/18/2010 Slide 23

THE STRUCTURE FOR PLANNING


Process Planning Budget Communication Assessment

2/18/2010 Slide 24

SUB-COMMITTEES


Faculty Staff Students Alumni External Stakeholders

2/18/2010 Slide 25

FOCUS GROUPS

Strategic Planning Oversight Committee2/18/2010 Slide 26

STRATEGIC PLANNING TIMELINEMAY 2009 – SEPTEMBER 2010

Activity Timeline• Board Retreat to lay the framework for the Strategic Plan. May 2009• Research and data search. June – Sep 2009• President meets in mini-retreat with Executive Cabinet to discuss parameters of the planning process and to discuss core values. December 2009

• Planning Process shared with faculty and staff at Opening Workshop.• President shares the process for the new Strategic Plan.• President names and charges the Strategic Planning Steering Committee.• President names the sub-committees of the Strategic Plan.

January 2010

• Weekly meeting of the Strategic Plan Steering Committee. Jan – May 2010• Focus Groups to respond to research questions related to the Strategic Plan.• Link Board’s interest in outcomes crafted at the retreat to proposed core values resulting from the Focus Groups.• Develop communication plan.• External feedback from alumni and business and civic community. • Send strategic planning questions to campus community.• Internal feedback from faculty, staff and students.• First report to the Board on strategic planning update.

February 2010

Strategic Planning Oversight Committee2/18/2010 Slide 27

STRATEGIC PLANNING TIMELINEMAY 2009 – SEPTEMBER 2010 (continue

d)

Activity Timeline• Update provided to the campus community. Feb – Sep 2010• Gather and analyze data collected from internal and external stakeholders. March 2010

• Review data and begin drafting the strategic plan.• Update provided to the campus community. April 2010

• Second report to the Board on Strategic Plan update. May 2010• Bi-weekly meeting of the Strategic Plan Steering Committee June – Sep 2010• Write reports and send drafts out for review.• Updates provided to the campus community. June – July 2010

• Final draft of the of the Strategic Plan completed. August 2010• Roll out plan and begin implementation of the new Strategic Plan September 2010

C O M P L E T E D


THANK YOU!

Questions??

2/18/2010 Slide 28

Dr. Joseph H. Silver, Sr. Provost and Vice President for Academic Affairs

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