Presentation on theme: "Our Changing World A Series of Presentations to the University of West Georgia Community August, September, October 2007."— Presentation transcript:
Our Changing World A Series of Presentations to the University of West Georgia Community August, September, October 2007
University System of Georgia Strategic Plan
Strategic Goals 1.Renewing excellence in undergraduate education to meet students’ 21st century educational needs 2.Creating enrollment capacity to meet the needs of 100,000 additional students by Increasing the USG’s participation in research and economic development to the benefit of a Global Georgia 4.Strengthening the USG’s partnerships with the state’s other education agencies 5.Maintaining affordability so that money is not a barrier to participation in the benefits of higher education 6.Increasing efficiency, working as a System
GOAL ONE: Renewing excellence in undergraduate education to meet students’ 21st century educational needs A.Restructure the core curriculum to focus on a common System set of competencies B.Increase institutional six-year baccalaureate degree graduation rates by at least one percent per year so that USG exceeds the national average by 2015 C.Ensure high-quality, consistent academic advisement for students to improve student engagement and success D.Increase study-abroad participation from 21% of baccalaureate degree graduates to 25% of baccalaureate degree graduates by 2012 E.Consistent with the need to attract and retain the best and brightest faculty members to the USG, support and reward faculty members who make a meaningful contribution to undergraduate student learning and success, in addition to their commitment to research and scholarship
GOAL TWO: Creating enrollment capacity to meet the needs of 100,000 additional students by 2020 A.Increase the diversity of the USG’s enrollment and close enrollment gaps for under-represented groups, including minority students, non-traditional-age students, economically disadvantaged students, and first-generation students. B.Increase the use of access institutions from 26% of System enrollment to 28.5% of System enrollment to meet higher education needs C.Create a more robust tier of comprehensive universities, increasing from 42% of System enrollment to 43.5% of System enrollment D.Increase the joint use of facilities within the USG and with external partners E.Position the USG among the leading systems in distance education by increasing the percentage of semester credit hours generated by distance learning from its current level of 4% to a level of 10% by 2012
GOAL THREE: Increasing the USG’s participation in research and economic development to the benefit of a Global Georgia A.Move USG universities from their current rank as 16th in expenditures of federal funds to the top twelve by 2015 B.Increase the number of health profession graduates in USG institutions C.Create a long-term, System-level academic program plan for workforce development
GOAL FOUR: Strengthening the USG’s partnerships with the state’s other education agencies A.Endorse and help implement the goals adopted by the Alliance of Education Agency Heads: 1)Increase the high school graduation rate, decrease high school drop-out rate, and increase post-secondary enrollment rates; 2)Improve workforce readiness skills; 3)Strengthen teacher quality, recruitment, and retention; 4)Develop strong educational leaders, particularly at the building level; 5)Improve the SAT/ACT scores of Georgia B.Create a closer working relationship with DTAE
GOAL FIVE: Maintaining affordability so that money is not a barrier to participation in the benefits of higher education A.Establish a need-based financial aid program to improve access and the likelihood of graduation B.Diversify and increase funding
GOAL SIX: Increasing efficiency, working as a System A.Without compromising academic quality, increase efficiency of back-office functions to best-in-class standards B.Develop a leadership culture within the University System C.Engage the USG workforce in a process improvement initiative D.Implement a System-level energy conservation initiative to move USG institutions to best-in-class energy usage levels E.Create the staff and innovative programmatic capacity within the USO to respond to key needs within the state F.Expand System-level projects for presidents G.Establish accountability metrics for the System
Our Changing World NCLB Spellings Commission Senate Education Committee (chaired by Sen. Kennedy) National academic researchers and authorities such as Art Levine, former President of Teachers College of Columbia University State Leadership – not just in Georgia! USG Leadership
Shared Governance Well-established culture of shared governance. Important that we have a broad representation of interests providing honest input to the decision- making process. While input is welcome, while shared-decision making has a place and a role, it also is critical to establish clear accountability for decisions. The individual who will be held accountable for a decision is, in the end, the one who has the sole responsibility and right to make that decision. "When everyone is responsible, no one is responsible."
Number of People Consulted Quality of Decision
Number of People Consulted Quality of Decision 91% If we are willing to accept ~ 9% deterioration in Quality, we could consult half the number of people. The implication is that it takes half the time, and therefore we can make twice as many decisions in the same period!
Number of People Consulted Quality of Decision 84% If we are willing to accept ~ 16% deterioration in Quality, we could consult one-third the number of people. The implication is that it takes 1/3 the time, and therefore we can make three times as many decisions, in the same period!
Tenure Need your help in making sure the public understands the proper role of tenure. It is often misunderstood as a lifetime contract without supervision and without accountability. We know that is not true. Chang(e) the language of the public debate from one of entitlement to one of preserving academic values. Cannot be an excuse for boorish, arrogant behavior, for insubordination, …
Salaries Higher education is in a very competitive market. I recognize and understand the importance of compensation in attracting and retaining quality people. After all, our primary asset in higher education is our people. Public higher education operates under many unique constraints due to our relationship with our state funding partners We will continue to make the strongest case possible for compensation packages that reward excellence. But here again, you are part of the solution. But, I cannot cruise by and periodically throw money over the transom to eagerly outstretched hands.
Salaries (continued) You need to work with your leadership to provide compelling indicators of performance. I use the word "compelling" because your indicators must wow people and compel them to give. The reality is that you are not going to get increases merely because you are here or happen to be a lot smarter than most. It takes more than that to separate people from their money these days!
Customer Service Our customers -- students, government, business -- demand our maximum efficiency and total focus on meeting these challenges. If anyone has doubts about this and the expectations of the academy that exist, then the Spellings Report should dispel those. We will respond to our customers -- all of them -- and we will meet and exceed expectations.
Culture Shift Right now in the University System, we have a number of actions underway -- and more planned -- to strengthen our effectiveness and efficiency. Fundamentally, some cultural change is necessary. It means moving on a fast track to create a culture geared toward truly using all of System's combined resources on behalf of this state and this nation.
FY 2008 Objectives (Not Shown, for lack of time)
GOAL ONE: Renewing excellence in undergraduate education to meet students’ 21st century educational needs FY 2008 Objectives 1.Establish the implementation structure for the project, produce initial core curriculum competency recommendations, and design initial core curriculum framework 2.Implement the initial recommendations of the System-level project team on Retention, Progression, and Graduation. 3.Evaluate the effectiveness of the new RPG programs established through strategic budget allocations at five institutions. 4.Implement the initial recommendations of the System-level project team on Advisement. 5.Make full use of technology so that course scheduling is simplified, allowing for better use of faculty time in advising.
GOAL ONE: Renewing excellence in undergraduate education to meet students’ 21st century educational needs FY 2008 Objectives (Continued) 6.Develop metrics for knowing when and by how much advisement has improved. 7.Adopt a new policy to facilitate improved management of study abroad programs. 8.Develop policies for Board consideration on undergraduate faculty work that include faculty contributions in areas such as student advising, experiential learning, mentoring, instructional innovation, the scholarship of teaching and learning, the scholarship of engagement, and collaborative institutional planning aimed at improving student learning. 9.Identify campus pilot programs on experiential learning that can be replicated at other institutions. 10.Create a Regents distinguished faculty title in recognition of outstanding undergraduate instruction.
GOAL TWO: Creating enrollment capacity to meet the needs of 100,000 additional students by 2020 FY 2008 Objectives 1.Make creating additional enrollment capacity one factor in strategic budget allocations in May 2007 BOR meeting. 2.Assign responsibility for meeting needs for access institutions to specific state and two-year colleges at the June 2007 BOR meeting. 3.Develop long-range plans for providing access to two-year colleges in areas of the state with limited geographic access. 4.Use increasing capacity as one factor in allocating strategic capital category in August 2007 BOR meeting. 5.Create an internal USO process for assessing need, reviewing location of branch sites for access institutions, and providing recommendations to the BOR. 6.Make creating additional enrollment capacity one factor in strategic budget allocations in May 2007 BOR meeting. 7.Set enrollment targets through 2012 for the comprehensive universities at the June 2007 BOR meeting. 8.Use as one factor in allocating strategic capital category in August 2007 BOR meeting.
GOAL TWO: Creating enrollment capacity to meet the needs of 100,000 additional students by 2020 FY 2008 Objectives (Continued) 9.Create pathways to more differentiation of mission within the comprehensive university sector: –Create a distinct, recognized set of limited doctoral granting institutions with strong undergraduate and master’s programs to retain more students in Georgia who desire a traditional college experience. –Develop further specialized strengths and missions: Liberal arts, fine arts, HBCU’s, and technology, to name four. 10.Use (joint use of facilities) as one factor in allocating strategic capital category in August 2007 BOR meeting. 11.Evaluate the effectiveness and efficiency of existing academic programs of access institutions operating at comprehensive universities and of comprehensive universities operating at access institution sites. 12.Create standard operating models for access institutions operating at comprehensive university locations and for comprehensive universities operating at access institution sites. 13.Implement an on-line master’s degree in education in Spring Develop an RFP process to award a “franchise” for a specific on-line degree program to a particular institution and award an initial set of “franchises.” 15.Phase in System standards for Prior Learning Assessment to give students credit for the knowledge and skills they already have and to shorten their time to competency, when warranted, in specified degree programs. 16.Explore alternative tuition models within the context of the Fixed-for-Four Guaranteed Tuition Plan. 17.Survey students on their attitudes toward off-peak tuition pricing to estimate price sensitivity.
GOAL THREE: Increasing the USG’s participation in research and economic development to the benefit of a Global Georgia FY 2008 Objectives 1.Use as one factor in allocating strategic capital category in August 2007 BOR meeting. 2.Explore a state matching program to provide some portion of matching dollars for federal and industry dollars received for research, to increase incentives for federal and industry research funding. 3.Develop plan for improving graduate education in targeted areas, including meeting the needs for competitive graduate student recruitment. 4.Establish R & D metrics. 5.Planning for expansion of MCG in medicine and dentistry. 6.Implement the recommendations of the System-level Task Force on Health Professions. 1.Increase Nursing graduates by 50%. 2.Increase the production of nursing faculty. 3.Create a System-level health policy unit. 7.Use as one factor in allocation of strategic capital category. 8.Identify future workforce needs. 9.Align ICAPP initiatives with the Strategic Industry needs of the state as identified by the Commission for a New Georgia.
GOAL FOUR: Strengthening the USG’s partnerships with the state’s other education agencies FY 2008 Objectives 1.Recommend policy changes in accelerated learning options. 2.Create a pre-K through college student tracking system. 3.Implement Early College and Gateway to College programs. 4.Begin implementation of the recommendations of the System- level project on STEM. 5.Meet targeted increase in teachers. 6.Provide high-level support for the American Diploma Project. 7.Redesign preparation programs for school leaders. 8.Identify opportunities for joint programming. 9.Identify opportunities for efficiency at geographically close institutions. 10.Adopt a System-level approach to articulation of college-level courses.
GOAL FIVE: Maintaining affordability so that money is not a barrier to participation in the benefits of higher education FY 2008 Objectives 1.Identify a need-based aid strategy, identifying funding alternatives and mechanisms. 2.Prepare need-based aid policies/legislation. 3.Set fund-raising targets for institutions. 4.Develop additional metrics to show the return on the investment in the USG.
GOAL SIX: Increasing efficiency, working as a System FY 2008 Objectives 1.Identify best-in-class standards for back office functions. 2.Begin consolidation of back office functions, where appropriate. 3.Create a System-level human resources function. 4.Implement the recommendations of the System-level project on employee training and development. 5.Implement Lean Six Sigma training program. 6.Create incentive compensation plan. 7.Develop customer service metrics. 8.Identify energy conservation opportunities. 9.Set energy conservation targets. 10.Identify key areas of strategic need across the System, develop policy/action units, and attract talent. 11.Establish working relationships among USG institutions in key areas of strategic need. 12.Attract grant support for the work of these units. 13.Implement Phase II by adding five to ten more projects. 14.Publish baseline accountability metrics.
We’ve Got Our Work Cut Out For Us! Thank You for Coming!