Northeastern State University University Planning Group Minutes: November 20, 2009 Approved December 11, 2009 3-5 p.m. (NET614, BA-A215, SYN141). General Session Agenda
Call to order: 3:02 p.m.
All motions on Strategic Goals refer to the content of the goals, understanding that Nancy Garber and Dave Kern will work with team leaders to ensure consistency and accuracy of wording.
Key comments include:
Introduction of Strategic Goals – Dave Kern: The primary objective of the meeting is to produce Working Draft Strategic Goals to distribute to the university community as the start of a two-way communication process with multiple stakeholders. A note will be published in RiverHawks Daily with links to the Strategic Planning website and a new blackboard site. The Strategic Goals will be finalized in the spring after broad distribution, including input from academic and administrative units.
Goal 1: Questions were raised on several issues:
Goal 2: Questions raised as follows:
Goal 5: Some discussion of this goal relative to consistency. This goal was approved with only the bullet point header being changed for consistency with goals 1, 2 and 3.
Goal 4: Some minor word changes and deletions were made, along with the change to the bullet point header for consistency.
Goal 3: Some discussion on bullet one on “equal access and opportunity,” as implying no standards. This is not the intention and may require clarification. Dropped application bullet point as unnecessary and some minor word changes. The issue of developing a principle-based decision-making model was emphasized as critical, and it must have an outcome – will identify later. Goal 6 (which will become Goal 7 if we add the following goal on entertainment): Will be distributed when we meet again, adding growth in it. Review at the December 11 meeting.
Potential New Goal: Athletics, NCAA & entertainment value needs to go in, Jeff will provide something to Dave Kerns. Jeff – can we draft 7th goal discussion of entertainment experiences, etc. Laura feels we are missing an important element. Dr Kinder, important point. At president’s retreat, look at arts and culture downtown on long term basis. Quality of life. Review at December 11 meeting. Purpose that Jeff and Laura will craft one sentence goal and suggest who should be involved in developing. To be submitted by Monday afternoon.
Adjourned 4:55 p.m.
Members in attendance: April Adams, Janet Bahr, Laura Boren, Jym Brittain, Craig Clifford, Sheila Collins, Denise Deason-Toyne, Mark Giese, Kay Grant, John Gyllin, Tom Jackson, Christee Jenlink, Dave Kern (chairperson), Mark Kinders, Jeff Konya, Pamela Louderback, Shu Nakai, John Schleede, Martin Venneman, Chuck Ziehr
Members absent: Martha Albin, Richard Carhart, Sue Catron, Kim Cherry, Della Combs, Liz Cook (NSGA), Tim Foutch, Nancy Garber, Michael Gibbons, Kaylyn Handshy (NASA), Ed Huckeby, Christy Landsaw, Tim McElroy, Doug Penisten, Mia Revels, Randy Shelton, Joe Spence, Mike Turner, Andrew Vassar.
Northeastern State University Charting the Second Century: 2010/2014 Working Draft Strategic Goals@: November 20, 2009
Strategic Goal 1: Develop a culture of learning and discovery throughout the University.
Strategic Goal 2: Build a Sustainable Campus and Sustainable Communities.
Strategic Goal 3: Build and reinforce an environment that values full inclusion, collaboration and shared-leadership in the life of the university and in all external relationships.
Strategic Goal 4: Encourage and nourish a commitment to civic engagement by our students, our faculty, and our staff.
Strategic Goal 5: Develop an environment which encourages global knowledge and cultural sensitivity.
Strategic Goal 6: Resource acquisition, development and stewardship.
@ Definition of working draft of strategic goals: A working draft has received serious and meaningful consideration by a group of individuals who are interested in the topic and represent a range of university units, organizations and stakeholder groups. It is a work in process that is to be exposed to a broader spectrum of those stakeholders, including the full University Planning Group, university organizations and individuals, all facilitated by the UPG teams. These strategic goals will be considered working drafts until they have been fully reviewed by the university community and our colleagues in each of the units to ensure full communication and consideration of all feedback.
Strategic Goals articulated in this document (Charting the Second Century: 2010/2014) are fully articulated statements designed to provide meaningful and adequate direction in the development of academic and administrative unit 5-year Growth and Development Plan updates, with the intention that our colleagues throughout the university will provide critical and important input in charting the future of the university. The final “Charting the Second Century: 2010/2014” will be completed after full 2-way communication with university stakeholders and with all units in a collaborative effort.
The Strategic Goals are derived directly from the Mission, Vision, and Values of Northeastern State University.
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Goal 1. Develop a culture of learning and discovery throughout the University.
The two components of the Culture of Learning and Discovery are inextricably bound (interwoven). Together, these two components form the basis for developing intellectual inquiry on a university campus. Learning implies that everyone in the university is interested in promoting learning among all individuals on campus (not just students). It also implies that learning is an important investment for the organization and that others take a personal interest in the success of learners (student success, faculty success, staff success).
Discovery is multifaceted and relies not only on traditional research, but also takes the forms of basic, applied, action research, synergistic experiences, observational opportunities and community oriented service.
An institution that embraces a culture of learning and discovery:
Goal 2: Develop Sustainable Communities, encompassing environmental responsibility and community capacity-building.
Strategic Goal 2: Building a Sustainable Campus and Sustainable Communities
Sustainable communities can be communities of interest (e.g., the arts, business, education) and/or communities of geography (e.g., Northeastern State University, Cherokee County, Green Country).
On campus this entails adopting practices to reduce, re-use and recycle as they apply to all resources. We will model the way in innovative and best sustainability practices on campus to reduce our carbon footprint , and share them with others off-campus.
In NSU’s external service area, it implies building holistic “re-localized” societies that incorporate sustainability principles adopted from the program “Making Place Matters” (American Association of State Colleges & Universities) and The Natural Step that are applied to economic development initiatives, the environment, sociological issues and building community residents’ leadership capacity.
Through a holistic, systems-thinking approach in Northeastern State’s external service area, faculty experts, student interns, and research teams will be coordinated to address the breadth and depth of leadership capacity building as well as sustainability-based community planning, development, commercial, social and cultural opportunities that ultimately define the quality of life on our campuses and across the region.
By encouraging economic improvement through community capacity building and sustainability best practices, communities will generate resources that may be applied to resolve sociologic problems and enhancing cultural development.
An institution that embraces sustainability practices on campus and in its service region:
Strategic Goal 3: Build and reinforce an environment that values full inclusion, collaboration and shared leadership in the life of the university and in all external relationships.
Our commitment to inclusion, collaboration and shared-leadership is designed to harness the power of diverse skills, backgrounds, experiences and capabilities of our many stakeholders. Our commitment to these values drives the way we act, how we treat each other and how we make decisions in every aspect of university life.
A culture that embraces inclusion encourages all to feel that he or she is a valued member of our larger community, and that each individual’s contributions to the university is recognized, welcomed, and respected. Collaboration encourages and rewards cooperation across functions/ colleges/departments, among faculty, staff, and students, and alumni, among leaders and associates at all levels of the organization, across our three campuses, and between internal and external constituents. Shared leadership provides meaningful opportunities for input from all stakeholders, builds mutual trust and ensures transparency in decision-making.
An institution that embraces inclusion, collaboration and shared leadership:
Civic engagement at Northeastern State University is individual commitment to act on one’s obligation to the larger community. This is achieved by taking personal and social responsibility through study, reflection and necessary action in our individual fields of interest and in our communities. Civic engagement requires collaboratively working together with civility toward with a common purpose that is driven by controversy with civility for the desire to create positive change.
Civic engagement is moral and ethical leadership; is contributing to a larger community; is caring about the rest of the world; is awareness of social, political, and economic issues within the U.S. and globally; is advocating for a cause; is active in contributing to community; is making place matter.
Our intention is to pursue, but is not limited to, these possibilities:
Success in an increasingly globalized world requires an understanding of the interconnectedness and interdependence of human and environmental processes around the world. Such Global literacy allows one to engage more effectively in challenges and opportunities from an international perspective.
Cultural sensitivity not only requires global knowledge but also the ability to view a situation from diverse perspectives and to communicate and interact appropriately and effectively with people from different cultures.
An institution that embraces a global knowledge and cultural sensitivity Our intention is to pursue, but is not limited to, these possibilities:
Under development
Who can participate? Anyone who cares deeply about the future success of Northeastern State University, our students, our colleagues, our stakeholders and our communities is encouraged to join in the conversation.
What is the purpose? To successfully update, enhance, and reframe the 2006 Strategic Plan, we want to engage you in Charting the Second Century as we focus on the next five years.
Why do we need to update, enhance and reframe the Strategic Plan? The 2006 Strategic Plan addresses many important issues and initiatives that are being incorporated into Charting the Second Century: 2010/2014. But let’s be realistic. Much has changed in the past three years, from the economy to increased global competition. This is our opportunity to integrate our Mission, Vision and Values into the culture, plans and actions of the university. It is an opportunity for true collaboration and shared leadership. Northeastern State also plays an important part in our communities – striving to partner with local organizations, businesses, and government in making this part of Oklahoma a better place to work and live.
What is your role and contribution? Provide your ideas about the direction of the university by engaging in a series of conversations with people who want to create an environment at NSU that supports our Mission, Vision and Values. You will have the opportunity to interact with a broad spectrum of individuals within the NSU community who volunteer their time as members of the University Planning Group, charged with the task of laying the groundwork for our future plans.
Where can I go to find out more information about Charting the Second Century: 2010/2014, and the strategic planning process? The Mission, Vision and Values of the university, the proposed reframed Strategic Goals, team members, the minutes of University Planning Group meetings, and the 2006/2007 Strategic Plan, are posted on the university website (click here, or go the university home page, click “Administration” at the bottom of the page, then “Strategic Plan”).
How can you join the conversation? We are eager to hear from you. You can start or join a blackboard discussion (click here to go to the blackboard site titled “Charting the Second Century: 2010/2014”) or contact a team leader or team members who have contributed to the working drafts of the Strategic Goals (click here for team members). A series of opportunities for two-way conversations will be available through electronic communication, and in face-to-face sessions in January and February 2010.