Strategic Planning Youngstown State University

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Strategic PlanningYoungstown State University

Ellen Chaffee, AGB Senior Fellow and President Emerita, Valley City State University


Attainment Goals

2

to increase the percentage of Americans with high-quality degrees and credentials to

60 percent by the year 2025 – Lumina Foundation for Education

Currently: 39%

“By 2020, America will once again have the highest

proportion of college graduates in the world”

- President Obama, 2/24/09


State Financials: Gaps could approach 7% of spending - “The Lost Decade” of state funding

Source: Don Boyd (Rockefeller Institute of Government), 2009

*


Ohio: More Trouble Ahead?


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HITTING HOME: Quality, Cost, and Access Challenges Confronting Higher Education Today, Travis Reindl, www.makingopportunityaffordable.org

http://www.makingopportunityaffordable.org/


Our Trend Lines of Rev/Exp are Not Sustainable

Start Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Y11 Y12 Y13 Y14 Y15 Y16 Y17 Y18 Y19 Y200

0.5

1

1.5

2

2.5

3

20 Years of Trends

Tuition

Expenditure/FTE

State approp

CPI

AFFORDABILITY GAPSTATE FUNDS GAP


U.S. Conditions

• Economy requires more graduates

• Incoming students have greater challenges

– Preparation

– Participation

– Affordability

• Revenue model is not viable

– All revenue sources are maxing out

– Revenue and expense trend lines are not sustainable

7


• More students (especially over 25, international, study abroad, interns)

• More degrees (especially STEM, 1st generation, Black, Hispanic)

• Higher graduation rates (especially course completions)

• Well-maintained facilities

• Growing endowment

• More federal and industry-sponsored research funding

• Reasonable tuition, fees, out of pocket cost

• More credits in high school and community colleges

• More inventions, start-ups, business satisfaction

And projected changes in funding formula


The Noose is Tightening

Less State Money

Even LESS State Money

High Cost of Innovation

Changing Demography

End of Stimulus Funds

Limited Revenue Sources

More Financial AidKeep Tuition Down

Lower Family Income Deferred

Maintenance

Higher Workloads (furloughs, layoffs, productivity efforts, increased enrollment)


Discussion: Where is YSU? Why do you say that?

1 Revenues keep pace with expenditures; resources for needs, growth, and vision can be identified – “same old”

2

3 Need serious changes so we can fund needs, growth, and vision, as well as rebalance revenue/expense trend lines

4

5 Revenue/expense trend lines are diverging too much; Needs, growth, and vision are essential and require resources; We must make major changes and innovations in the next 5-10 years

10


STRATEGIC PLAN


Guidelines for Success in These Times

• Improve quality, reduce cost – Increase VALUE

• Meet significant, real societal needs

• Through a strategic plan that is

– Purposeful but multi-faceted

– Aggressive

– Data-driven

• Challenge fundamental assumptions and modes of operation

• Re-evaluate the “job to be done,” how strengths could deploy better to meet needs

– New learners, methods, schedules, incentives, teaching strategies, financial resources, human resources, prices, ….


Leading Youngstown State University

13

YSU Mission: why we exist

Urban Research

Open Access

TIME

Founding Vision

Centennial Vision

Vision 2020(What do we want to be?

Strategic

Plan

Strategic Plan

Strategic

Plan

Vitality: Resources, Assets, Capabilities

(How are we? – quality, resilience, strength)


Strategic Plan Missing, Not Communicated, Forgotten

14


ALIGNMENT: Strategic Plan is Working

15


Mission Core ValuesGoals

Critical Priorities

cause indicator change

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2020 Indicators:

Vision # Vitality #

Strategic Plan

Vision

Vitality


Strategic Planning Balancing Act

Begin with the end in mind

• Indicators of achievement by 2020:– Mission, vision

– Institutional vitality

• Strategic plan focuses on CAUSES of these indicators and resource implications

Start at the beginning

• Expectations/issues from:– Higher Learning Commission

– University System of Ohio

– Funding formula

– University conditions

– Community

• Strategic plan focuses on satisfying these expectations and their resource implications

17


Strategic Plan Structure

• Mission

• Vision

18

Cornerstone Indicators Priorities(what) Initiatives (how)

A •Numbers A1 Projects

•Numbers A2 Projects

B •Numbers B1 Projects

C •Numbers C1 Projects

•Numbers C2 Projects

•Numbers C3 ProjectsD •Numbers D1 Projects


Strategic Plan Structure

• Mission

• Vision (V=A+B+C+D)

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Cornerstone Indicators Priorities(what) Initiatives (how)

A Student Success •Numbers A1 Projects

•Numbers A2 Projects

B Urban Research •Numbers B1 Projects

C Regional Impact •Numbers C1 Projects



D University Vitality •Numbers D1 Projects


Sample Future Board of Trustees Scorecard

Indicator 6/10 12/10 6/12 Target Status

Student Success

* 6 yr grad rate 40% 40% 40% 50% =

* Course completion rate 83% 84% 84% 92% +

Urban Research

* Faculty hiring 2 2 4 10 ++

* Lab renovations 2% 15% 25% 100% ++

Regional Impact

* Regional placement 15% 15% 17% 50% +

* New businesses 0 0 0 5 =

University Vitality

* Cost reductions $100K $250K $350K $20M +

* Faculty development $1K/FTE $1.1K $1.1K $3K/FTE

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SP Timeline

• July – Launch, structure, timeline

• August – Data collection, situation statement

• September – Campus kick-off, communication and input, vision draft

• October 1 – progress report to BOT

• October – Communication and input, initial draft

• November – Review priorities, resources; final draft

• November 30 – submit to President Anderson

• December 15 – BOT action

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SP Process

Cornerstone Sponsor, Planning team

Data:-current-2020 indicators

Input Priorities

A Student Success

B Urban Research

C Regional impact

D University Vitality

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Task Who When

YSU situation summary August 15

Drafting (vision, priorities, indicators) On-going

Input on plans Through November 10

Data on current conditions September 15

Cost-benefit tracking On-going

Strategic Planning Youngstown State University

Documents

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