1. Wisconsin Dells September 20-21, 2011
Council for Strategic Change
Action Team Summit
Wisconsin Dells
September 20-21, 2011

2. Summit Outcomes Focus the work of each team
Connect the work of all teams
Refine logic models
Produce work plans
Draft indicators and measurements

3. Our Journey: Where have we been?
Steve
Fall 2006: Establishment of Strategic Planning Steering Committee
Summer 2007: Values Design Team
Fall 2007: Situation Analysis – Focus groups, Key Informant Interviews (Internal/External)
2008: Vision Design Team, Issue ID Reactor group, Strategy Development Summit
January, 2009: Release of Strategic Plan Recommendations
Spring/Summer 2009: Implementation Design Team
Fall 2009: Council for Strategic Change
Winter/Spring 09-10: Purpose, Vision, Values and Strategic Directions Finalized
Summer 2010: Comprehensive Budget Planning Focus Groups
Fall 2010: Connections and Engagement Conference – All Colleagues provide input and focus for action teams
Spring 2011: Identification of four Action Teams
That brings us to today….

4. Where are we now? Hedgehog: Transformational Education
Responsibility-based Culture
Multicultural Awareness Program
Organizational Strategic Planning
Rick: Strategic Directions
Guide for making strategic choices
Builds off of foundational work we have done over the last several years
(Inspired by Kathleen Haas)
Community Partner Advisory Groups
Resource Advocacy Network

5. Strategic Directions
Building Awareness about Our Community-based Research, Education, and Outreach Scholarship Niche
Aligning Values, Operations, and Programming
Gaining Resource Engine Momentum
Structuring Ourselves for Success

6. Purpose, Vision, Values, Strategic Directions
Action Teams
Structuring Ourselves for Success: Administrative Resources – Technology Information Systems Staffing – County and Campus
Inclusive Excellence
Political Effectiveness – Awareness Building
Community Based Research, Education and Outreach Scholarship
IEAT, PEABAT, SAT build on the foundation of our Strategic Directions
ARTIST: How can we best align our resources to achieve our PVV and create systems and structures that drive desired behaviors?
StAT: What are the best staffing principles and options to achieve our PVV and how can we help our colleagues be successful in those models
ARTIST and StAT – urgency, need to make recommendations by the end of the calendar year
Purpose, Vision, Values, Strategic Directions

7. Resource Choices Fewer Resources High Demand Rick - Context:
Why Change?
Budget uncertainties expected to continue into the future
Counties and partners committed to filling vacancies
Need to be strategic about our investments and align them with our priorities and PVV
Investments will need to encourage entrepreneurship, flexibility, and provide a structure for growth
This includes reinvestment in areas of particular need, both programmatically and in terms of administrative support

8. FY 2010
Daniel – Budget 101

9. State & Federal Base Resources
State general purpose revenues
FY10 budget = $30,151,724
326 FTE budgeted
Smith-Lever federal formula grant
FY10 budget = $9,008,303
125 FTE budgeted
State budget is being reduced by $400,000
Federal by as much as $1.2M (worst case)
Every $1M base reduction results in the reduction of positions

10. Allocation of federal, state, county, and other budgeted resources (FY 2008)

11. Allocation of federal, state, county, and other budgeted resources (FY 2008)

12. Allocation of federal, state, and county resources (FY 2008)

13. Outcomes for Change Increase effectiveness and efficiencies
Increase programming flexibility and responsiveness
Strong network for applied research
Local presence
Respect life-work balance
Enhance inclusiveness
Rick
Respect life-work balance – can’t simply pass the burden on to someone else

14. CEAC Governance C4SC IEAT
PEABAT
SAT
StAT
ARTIST
IEAT

16. Council for Strategic Change