UPG Minutes - November 20, 2009

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

  • Opening & approval of minutes from October 30 meeting -- (2 pages + attachments).
  • Review and revise Working Draft Strategic Goals for distribution to the university community:
  1. 3:05-3:25 Strategic Goal 1 (Learning and Discovery -- Janet Bahr)
  2. 3:25-3:40 Strategic Goal 2 (Sustainability -- Mark Kinders)
  3. 3:40-3:55 Strategic Goal 5 (Global -- Chuck Ziehr)
  4. 4:00-4:15 Strategic Goal 4 (Civic Engagement -- Laura Boren)
  5. 4:15-4:30 Strategic Goal 3 (Inclusion, Collaboration, Shared-leadership -- Craig Clifford)
  6. 4:30-4:40 Confirm changes and approve Working Draft Strategic Goals for distribution to the university community
  • Revise and approve the proposed communications to start engaging the university community on the Strategic Goals -- Dave Kern and Nancy Garber (see attached)
  • Distribution of Goal 6 on Resources, and spring communications program schedule (to be distributed at the meeting)
  • December 11 meeting opportunities:
  1. Academic Prioritization Process
  2. January/February Communication Program for Strategic Goals
  3. Schedule for setting university level priorities, outcomes, strategies, responsibilities, and measures
  4. Annual planning calendar, integrated with budget process
  5. Strategic Planning Review process

Call to order: 3:02 p.m.

Actions taken:

  • Motion to pass October 2009 minutes, motion to approve without changes passed.
  • Motion to approve changes on goal 1 as presented, passed. No opposed, no abstaining. (Attachment A for all changes to goals).
  • Motion to approve changes on goal 2 as presented, passed. No opposed, no abstaining.
  • Motion to approve changes on goal 5 as presented, passed. No opposed, no abstaining.
  • Motion to approve changes on goal 4 as presented, passed. No opposed, no abstaining.
  • Motion to approve changes on goal 3 as presented, passed. No opposed, no abstaining.
  • Motion to approve an introduction for the strategic goals similar to Attachment B (Dave Kern and Nancy Garber authorized to make appropriate changes). Motion passed.

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:

  • Recruitment seems to imply restrictions on admission in bringing people of promise/raising standards – intention was to increase recruitment – the other issue deserves more discussion. Consider adding graduation as well. This dot-point was simplified to avoid confusion and over-prescription at this stage.
  • Some question as to where diversity should be – ok to leave and get outside input.
  • Dot-points on collaboration and communication were eliminated. They are covered in Goal 3.
  • Janet Bahr reviewed the concept of the full articulation. It is not designed to prescribe all possible things that may go into the goal. More to understand the essence of what the goal is, giving a feel of perspective. Discussion needed with colleges, faculty, cabinet, etc. As we engage the community we will also discuss with community and others to gather input. Good question to discuss. Follow up on priorities on university level outcome and priorities,etc.

Goal 2: Questions raised as follows:

  • Paragraph three is redundant to four – agreed – revise.
  • We need to address growth for the university – is this the right place? Suggest that it should be added to Goal 6, Acquire, develop and manage the resources of the university to support a growing, vibrant community, modeling sustainability principles.
  • Key issue: Within goals, what are some of the key outcomes at university level we need to address with out missing the fact that our academic and administrative units will be defining their own objectives,, plans, etc.? We will not try at university level to cover everything.
  • Chuck, Economic development activity, should be in goal #2? Promote sense of place here, etc. More opportunities for those who live in our area. Janet, bullet 4 may cover. It covers part of what we’re discussing.
  • Bullet 1 is a measurable outcome. Do we set an objective to reverse our trend? Dr Grant- we want to be a part of the solution for whatever community we are part of. Dave Kern, health care is one of our priorities. Nothing wrong with a bullet point that addresses that. Language, be a partner in addressing the problem and make significant improvement. Benchmark to improve healthcare. Economic, also could address what our targets can be. Janet, is this part of what we discussed in Learning and Discovery? In improving life and well being, could have specific objectives. Laura, falls in each college or units strategic plan. Kay Grant, keep broad at university level.
  • Simplify points 3, 4 and 5 as per attached.

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.

ATTACHMENT A: Changes recorded by Carlye Parkes at the Nov 20 meeting

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.


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:

  • Focuses on student learning outcomes;
  • Inspires individuals to become life-long learners;
  • Provides excellent curricular & co-curricular programs that meet student, community, and/or state needs;
  • Collaborates with community partners to improve the lives of its citizens;
  • Encourages creativity and innovation in solving real world problems;
  • Provides an investment in human potential/capital for students, faculty, staff, and administrators;
  • Promotes intellectual inquiry (discovery/scholarship) using a teacher/scholar model;
  • Fosters excellence through continuous quality improvement, transformative learning, best practices, accreditation, and impeccable integrity;
  • Recruit, retain and graduate students from diverse settings. Recruits students from diverse settings who have the potential for success at the institution (recruitment, retention, and graduation);
  • Sets academic priorities which foster growth and vitality of the region and state;
  • Develops various teaching/learning modalities and schedules to accommodate a variety of student learning needs;
  • Encourages effective communication throughout the university;
  • Provides a comfortable, clean and safe learning environment that supports technology.

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:

  • Becomes a "Model for Cash Positive - Carbon Negative, Sustainable Campus / Community Design";
  • Benchmarks indicators and tracks integrated data on ecologic integrity, social justice, and economic vitality;
  • Achieves maximum self-sufficiency and commercial value through vertically integrated campus, business and community models for localized food, fuels, water, shelter, clothing, transportation, native habitat, carbon sequestration, employment, and commerce;
  • Creates synergistic partnerships to build sustainable economic development, community arts, health care, and education through collaboration with community leaders and other forms of civic engagement Creates synergistic partnerships across all social contexts, from green entrepreneurship, job training and professional development, to community arts, health care, place-based experiential education, inter-governmental collaborations, faith community initiatives, and all other forms of civic engagement and cultural advancement; and,
  • Enables communities to find common ground by developing the abilities of community residents to in their technocratic, public policy and political leadership skills sets so as to enhance their decision-making to achieve preferred outcomes to the benefit of all.

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:

  • Ensures equal access to all services and opportunities;
  • Proactively seeks input from diverse groups ensuring that these voices are not only heard, but actively sought;
  • Prioritizes robust, comprehensive and honest 2-way communication at all levels;
  • Develops specific mechanisms and structures that encourage collaboration across the university in a broad spectrum of activities and programs, specifically capitalizing on the strength-in-diversity of our three campuses;
  • Creates and lives by a principle-based decision-making model that is fully transparent, includes the right stakeholders, focuses on the most important issues, values diversity, builds trust, accepts failure-in-learning, and encourages leaders at all levels of the university;
  • Engages our alumni and external stakeholders by providing the opportunity to influence and impact the success of future generations;
  • Provides early information on major issues and initiatives to promote understanding and to give stakeholders an opportunity to be heard. Specifically includes those most affected, those most interested and those most capable of contributing to success in decision-making process.
  • Provides professional development programs to prepare the next generation of leaders, thus guaranteeing the sustainability of Northeastern and its partner communities.
  • Ensures that these principles are specifically addressed in all plans and processes at the university level and in all functions and units.

Strategic Goal 4: Encourage and nourish a commitment to civic engagement by our students, our faculty, and our staff.

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:

  • Integrated service learning in academic curriculum.
  • Volunteering in programs or activities that benefit others.
  • Service addressing community needs.
  • Co-curricular programs drawing attention to and awareness of local, national and global issues.
  • Contribute to community development by identifying and increasing human and economic assets of a community.
  • Mobilizing students to influence public policy through voting and political participation.
  • Scholarly activity that serves public interest resulting in community or societal benefits.

Strategic Goal 5: Develop an environment which encourages global knowledge and cultural sensitivity.

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:

  • Increased numbers and diversity of international students at NSU
  • International learning and travel opportunities and funding for Northeastern students, faculty, and staff
  • Campus conversations regarding international current events explored from multi-cultural perspectives
  • Incorporating global knowledge and cultural sensitivity into the curriculum and co-curricular opportunities
  • Using technology to connect the campus community more fully with the world
  • Exchanges between NSU and international institutions
  • Campus events that feature diverse cultures
  • Using opportunities within the U.S. to experience multi-cultural communities
  • Awareness of the interconnectedness of global systems and the importance of developing sustainable solutions to human and environmental problems
  • Contributions by international faculty—tenure track, non-tenure track, and Fulbright scholars
  • Recruiting ethnically and racially diverse students, faculty, and staff

Strategic Goal 6: Resource acquisition, development and stewardship.

Under development

ATTACHMENT B: Proposed Communication after changes


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.