Strategic Plan Update
O
PENING
What you will see here are high level goals and objectives.
Dedicating ourselves to being a force for positive change in the Southern Dallas market.
We began the strategic planning process in late October and held a second session in early
November. Participants included students, community, faculty, staff, College of Law, UNT,
and UNT System.
We move next to the on strategy tactical planning and team assignments/accountable
deliverables.
The essence of our conversations have been to rededicate ourselves to the mission of
serving UNTD’s primary market.
Dedicated to increasing college participation rates in this market.
Dedicated to increasing economic development in this key geography.
1)
Inspiring Learning through Innovative Teaching
P
RACTICAL
V
ISION
2)
Relentless Pursuit of Student Success
3)
Managing Strategic Growth
8)
Bridging Academics to Professional Practice
4)
Fostering Meaningful Community Partnerships
5)
Crystalizing Authentic Identity
7)
Advocating for Student Needs
3)
Managing Strategic Growth
•
Focus on our community
•
Increased enrollment and alumni base
•
Make the most of additional construction and/or physical presence
P
RACTICAL
V
ISION
1)
Inspiring Learning through Innovative Teaching
•
Innovative teaching, critical thinking, teaching and technology
•
Maximized resources for true student centric model
2)
Relentless Pursuit of Student Success
•
Enriched FYE and residential model
•
Improved retention rates
•
All students have mentors
•
Nationally recognized student success
•
More students complete degrees with marketable skills
•
Improved completion
6)
Commit to Data Driven Decision Making
•
Clean up data
•
Data widely shared and drives decisions
•
Data driven and student centered planning
P
RACTICAL
V
ISION
4)
Fostering Meaningful Community Partnerships
•
Become the resource for community engagement
•
Pathways to partnerships with collaborative focus
5)
Crystalizing Authentic Identity
•
Vision for student, staff and faculty recruiting
•
Agreement on identity
•
BUZZ about UNT Dallas
8)
Bridging Academics to Professional Practice
•
Experiential learning for every student
•
Signature programs that set us apart
•
Career and community oriented identity
P
RACTICAL
V
ISION
7)
Advocating for Student Needs
•
Balance needs of student constituencies
•
Establish traditions to engage post traditional students
•
Personal relationship oriented service and accountability
•
Streamline processes across campus
U
NDERLYING
C
ONTRADICTIONS
1)
Culture Reduces Satisfaction Commitment
2)
Unreliable Data Restricts Quality Decision making
3)
Unclear Vision Impeded Goal Achievement
4)
Goal Instability Perpetuates Fragments Efforts
5)
Low Expectations Hinder UNTD Potential
U
NDERLYING
C
ONTRADICTIONS
3)
Unclear Vision Impeded Goal Achievement
•
Too long in startup mode
•
Disjointed vision
•
Unclear mission and vision
1)
Culture Reduces Satisfaction Commitment
•
Frequent changes of leadership
•
Low expectation
•
Low employee moral
2)
Unreliable Data Restricts Quality Decision making
•
Disorganized data management
U
NDERLYING
C
ONTRADICTIONS
6)
Ineffective Communication Precludes Advancement
•
Absence of healthy dialogue
•
Sporadic inconsistent communications
•
Not taking advantage of our size
4)
Goal Instability Perpetuates Fragments Efforts
•
Too reactive, not proactive
5)
Low Expectations Hinder UNTD Potential
•
Fatalistic attitudes
•
Have not been operationally excellent
•
Community not engaged with UNTD
S
TRATEGIC
D
IRECTIONS
1)
Plan, Develop and Decide on a Concise Mission
2)
Communication
3)
Data
4)
Planning and Prioritizing Implementation
5)
Celebrate, Recognition, Improved Expectations for Culture
6)
Service
S
TRATEGIC
D
IRECTIONS
3)
Data
•
Formalize reports to facilitate data sharing
•
Develop consistent and resource for data collection
1)
Plan, Develop and Decide on a Concise Mission
•
Mission Possible!
2)
Communication
•
Promote interdisciplinary meetings
•
Set the right tone at the top
S
TRATEGIC
D
IRECTIONS
6)
Service
•
Excellent customer service
4)
Planning and Prioritizing Implementation
•
Realistic, prioritized targets that are well communicated
•
Clearly defined goals and follow thru
•
Encourage employees and students to participate
5)
Celebrate, Recognition, Improved Expectations for Culture
•
Celebrate Success
•
Create a culture of encouragement and support
M
ISSION
, V
ISION
, V
ALUES
, G
OALS
Mission
UNT Dallas empowersstudents, transforms lives, strengthens communities.
Vision
Through education and community connectedness, UNT Dallas aspires to be the pathway to social mobility in its primary market.
Values
• Resilience • Integrity • Sense of purpose • Efficiency
• Excellence • Strategic
• Mentoring • Diversity
Goals
Rooted in community. Become the leading university in Southern Dallas and nearby suburbs.
Grow. Increase enrollment, retention and completion rates with experiential learning while developing critical thinking and marketable skills for every student.
O
BJECTIVES
1)
Learning and Discovery
• Align our work to our market’s greatest needs.
• Identify priority programs that are relevant, distinctive and differentiated, including one that will be the best in North Texas.
• Develop expertise serving under-resourced college students.
• As primarily a teaching university, recruit and retain outstanding teacher-scholars.
2)
Sustainable Growth, Finance and Resources
• Establish strategic priorities. Act on them. Be disciplined. Regularly measure progress.
• Use data strategically to guide better decision-making.
• Attract philanthropy through our mission, vision, student outcomes.
• Increase enrollment, retention and completion rates.
• Benchmark with similar aspirational universities regionally, nationally, best in class.
• Seek operational excellence.
• Keep tuition and fees affordable.
• Align opening of residence hall and third academic building with programs that help UNTD grow and become more appealing.
O
BJECTIVES
3) Quality Outcomes and Experiences
• Active learning. Every student graduates with one or more of these experiential credentials: a paid internship; a demanding research effort; a scholarly work-related project, extensive service learning participation.
• Demonstrated competencies. All graduates demonstrate outstanding oral and written communication skills; strong critical thinking and analytical abilities; ethical decision making; ability to work well with others and take initiative.
• Pathway to social and economic mobility. Become a national leader in producing graduates who make better than expected earnings after graduation.
4)
People and Teamwork
• Plan carefully, execute quickly.
• Practice inter-professional cooperation and respect.
• Provide excellent, student-centered customer service.
• Communicate actively.
• Establish traditions.
• Serve different student constituencies equally well.
What’s been done?
• Strategic planning evolving, coalescing.
• Improved student support and student life.
• Strengthened community partnerships.
• Expanded academic offerings.
What’s left to do?
• Hire outstanding Advancement VP.
• Align tenure and promotion with mission.
• Get new Education Dean onboard and active.
• Expand health care related programs.
• Reimagine first-year experience.
• Create holistic approach to student recruiting, enrollment management, retention and completion.
• Expand academic bridge programs.
• Improve internal and external communications.
• Develop plan for universal experiential learning.
G
OAL
A
CHIEVEMENT
T
EAMS
Goal Achievement Teams
•
Teams will take high level goals and create tactics that will achieve these goals.
•
By January 22, 2016, the teams will submit their recommended tactics. These
tactics must be measurable, relevant and contain a timeline for completion.
3 goals
- All teams must show how their ideas and tactics serve these goals:
•
UNTD will Be Rooted in Community
•
UNTD will Grow
•
UNTD will Serve Students First
Steering Committee
•
Bob Mong, Lois Becker and Dan Edelman
Action Teams
•
Deans, Department Heads, Faculty, Staff and Student Government leadership
On Strategy Team
Mission
Vision
1.)
Learning and Discovery
Lois Becker leads this objective. Teamsinclude:
• Create holistic enrollment plan
• Increase enrollment, retention, completion (part of Edelman’s holistic enrollment plan)
• Align to market needs (including differentiated and distinctive programs, one that is best in North Texas)
• Develop expertise serving under-resourced students
• Teacher-Scholars university expertise
2)
Sustainable Growth, Finance and Resources
Dan Edelman leads this objective. Teamsinclude:
• Data improvement
• Philanthropy
• Benchmark other like institutions
Regionals: UH-Victoria; A&M Central Texas; A&M Texarkana; A&M San Antonio; A&M International
Nationally: Rutgers Newark. U of Washington Tacoma. U Wisconsin-Parkside
• Operational excellence (in close alignment with data team)
• Plan carefully, execute quickly
• Tuition and fees affordable (aligned with enrollment teams)
2)
Sustainable Growth, Finance and Resources (continued)
Dan Edelman leads this objective. Teamsinclude:
• Align residence hall opening with 1st year experience (aligned with enrollment teams)
• Public private partnerships
3)
Quality Outcomes and Experiences
Lois Becker leads this objective. Teamsinclude:
• Every student graduates with experiential credentials. no exceptions.
• Every Student Graduates with demonstrated competencies (Oral/written/ critical thinking/ethical/work with others/ability to take initiative)
• UNTD Becomes Pathway to social and economic mobility. (This includes jobs with above expected earnings, according to DOE)
Here we need to understand how DOE algorithm works. Get us on the way. This is critical.
4)
People and Teamwork
Bob Mong leads this objective. Teamsinclude:
• Practice inter-professional cooperation and respect
• Improve customer service
• Communicate actively
4)
People and Teamwork (continued)
Bob Mong leads this objective. Teamsinclude:
• Establish traditions
• Serve different student constituencies well
• Service learning expertise
