1. Charting the Course: The Strategic Direction For Boise State University May 2, 2005

2. . Goals for today’s forum Explain our strategic process Let you know what hundreds of you told us Outline next steps Respond to questions received

3. . What we now say about ourselves “Boise State is a metropolitan university reflecting the character of Idaho's capital city - a center of business, government, finance, and technology - and serving the academic needs of the state through graduate and undergraduate programs, research and public service.”

4. . Charting our Future is about Continuing Boise State’s trajectory to become a leader in higher education Focusing on our vision of what it means to become a Metropolitan Research University of Distinction Defining the role of metropolitan universities in this century Creating a plan for action Establishing benchmarks to measure our progress

5. . Why? Organizations are most effective when they have a well articulated and ambitious vision for the future “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” Barker We want to make sure that we take charge of our future and the direction we wish to move as a university

6. . Assumptions As a university, our primary mission is the pursuit of knowledge Students have been and always will be our focus Our plan will be strategic Through planning we will be better positioned to make appropriate decisions

7. . What is the planning process? Our institutional role and mission Mission Our vision Our current situation Need to understand the gap between them Goals, strategies and actions Strategic targets KPIs

8. . We started with the question: What does a Metropolitan Research University of Distinction look like?

9. . How we solicited your help Invitation for all of you to participate in one of 30 focus groups Web input Close to 600 of you did so in either focus groups or via the web http://www2.boisestate.edu/vpaa/strat egicdirection/

10. What you said

11. . Informed by meaningful assessment Metropolitan was defined by these prevalent themes A Curriculum that is: Progressive, forward thinking, relevant Student focused Wide variety of majors Mix of doctoral, masters and undergraduate programs Flexible programs Link theory to practice High Academic Quality

12. . A Culture that is: Defined by and help defines the metropolitan area Where the university is the center for metropolitan events for sports, arts, and business Partnerships with the community are embraced Addresses issues relevant to the city The center of things International/global Active Innovative Sophisticated Vibrant

13. . Policy/Politics that are: Influential Closely tied with city/regional and state government

14. . An Integration of Teaching and Scholarship that: Finds a “balance between teaching and research Involves students Links Theory and Practice

15. . That is Diverse due to its: Inclusiveness Promotion of cultural awareness International dimensions Meeting the needs of many

16. . External Relationships/Partnerships through: Business support Recognition as a community resource Internships and service learning opportunities for students Community based research Being responsive to business/community needs Having employers look to the University for ideas Shared resources Working with business, education, government Reciprocal and mutually beneficial collaborations

17. . Is Accessible through: On and off-campus facilities shared with the community Serving a broad geographic area Technology Physically accessible Offering convenient transportation options Having a range of classes/programs in evenings and weekends Service beyond “normal business hours”

18. . Has Students who are: Non-traditional Ready for opportunity Life-long learners Diverse

19. . Creates an Impact Locally by: Being central to supporting the community Providing a range of post secondary educational opportunities Serving as an economic engine

20. . Research was defined by these prevalent themes A Graduate Program array that has : Wide array of Doctoral programs Post-Doctoral opportunities Certificate programs Professional Schools

21. . High academic standards that put an emphasis on: Quality students Integrating scholarship at all levels of the curriculum Learning

22. . National Recognition evidenced by: Visibility Attracting high quality students Top student placement

23. . Forward thinking: Shaping the future Fostering innovation Breaking new ground Meeting challenging needs Experimental

24. . Has a Distinguished Faculty who are: Leaders in education Foster creativity and curiosity Visibility through publication Engaged in scholarship throughout every discipline Highly skilled Properly credentialed Experts in their field

25. . Integrates teaching and scholarship by having: Flexible faculty workloads Undergraduate research opportunities Teaching informing scholarship and scholarship informing teaching

26. . Research Infrastructure with: Facilities that support research Advanced technologies Graduate student support Personnel to support research activity Time for creativity creativity

27. . Funding sources that include: Grant funds State dollars for research Federal appropriations Gifts Contracts Endowed professorships

28. . Collaborations with: Other departments and colleges within the university Industry/business/government/ non-profits Other universities

29. . Distinction was defined by these prevalent themes Having an Impact: Regionally Meeting community expectations Locally

30. . Reputation by: Academic excellence Being know as a destination campus Exceeding benchmarks Faculty, staff, student, alumni and community pride

31. . Adhering to Values: Emphasizes student needs Promotes success Guiding principles

32. . Quality: Noticed Quality students Quality faculty/staff

33. . Being Unique: Specialized Different Niches Distinct offerings

34. . Next steps Constitute the Strategic Directions Planning Team Conduct a gap analysis Develop and present strategies and goals to realize actions Continue to seek campus input Create clear and measurable KPIs to monitor our progress

35. . “As organizations change the process should be an organic, cumulative transformation—not a revolution” Jim Collins

36. .

37. How can we maintain a focus on excellent teaching if we emphasize research?

38. Where will the resources come from to implement this vision?

39. How does becoming a Metropolitan Research University of Distinction coincide with creating a Boise State University Community College?

40. Where did the idea for BSU to be a “Metropolitan Research University of Distinction" come from?

41. How can you be a metropolitan university in Boise, Idaho?

42. This label is just fluff, how will the words and vision make the school better?

43. Why do we want to change Boise State?

44. Will you include ideas from the outside community in creating this vision?

45. Are we trying to be something we are not?

46. Is this just a fad? How long will this vision last?

47. .