Strategic Framework

Strategic Planning and Directions

The Strategic Direction planning process has spanned three academic years to date. The five themes listed below emerged during this planning process and WSU's Strategic Planning and Strategic Directions for 2015-2020 is laid out below. 

Founded in 1858, Winona State University in Winona (WSU-W) was the first normal school west of the Mississippi River. In subsequent years, WSU-W has developed into a vibrant institution embodying the spirit and essence of a regional comprehensive university that primarily serves a more traditional residential student population. The main campus is located in southeastern Minnesota in the Mississippi River bluff “driftless” country and shares its campus grounds with the island community of Winona, Minnesota.

Winona State University-Rochester (WSU-R) is located in the state’s third-largest metropolitan area, noted for its concentration of healthcare, technology, and educational institutions and serves a large population of rural, urban, and post-traditional students that provides a unique “laboratory” for many of our distinctive community engagement programs. In 2017, WSU-Rochester will celebrate its 100th anniversary serving the community of Rochester, Minnesota and its continuing partnership with what is now Rochester Community and Technical College (RCTC).

As the Winona State University community faces the future, we recognize the traditions and successes of the past. Yet going forward, the health, vitality, and relevance of Winona State University in both campus locations requires us to evolve into new levels of excellence and dedication as we educate and prepare learners for a world not yet imagined.

 

Winona State University Mission

The mission of Winona State University is to enhance the intellectual, social, cultural and economic vitality of the people and communities we serve.

We offer undergraduate programs based on the traditions and values of the arts and sciences and an array of graduate and professional programs that are especially responsive to the needs of the Upper Midwest.

We prepare our graduates to serve generously, lead responsibly and respond imaginatively and creatively to the challenges of their work, their lives and their communities.

Our students, faculty, staff, and administrators know our mission as: “A Community of Learners Improving Our World.”

History and Data Gathering

Strategic planning for WSU-W and WSU-R required the participation of the entire WSU community. In Fall 2012, President Olson launched his “Hopes and Dreams” sessions to gather ideas, proposals, and perceptions of the future of Winona State under his leadership. These data were gathered, digitized, and studied [see Preliminary Concept Categories (PDF)]. Further analyses of these data were conducted by WSU students and compiled in a report to the campus community [see Hopes and Dreams Report (PDF)].

Planning must be based on more than opinions, perceptions, or reactions to outside potential challenges and opportunities. In the Fall of 2013, the President met with the Cabinet to discuss the various reports on the  Hopes and Dreams data. He characterized the data as falling under five general headings (The 5 P’s) that have since emerged as our guiding values: People, Programs, Price, Place, and Pride. He created three university shared governance committees (Long Range Planning, Finance and Facilities, and Improvement, Accreditation and Assessment) to oversee the processes for moving our Hopes and Dreams to the next level. [Call for Initiatives (PDF)]

Initially, we introduced The 5 P’s (People, Programs, Price, Place, and Pride) as broad categories and planning priorities. We asked the campus communities to reflect on these areas and consider some questions under each heading [(see Call for Initiatives (PDF)] and asked for initiatives that would further clarify and begin to operationalize our Hopes and Dreams data.

Three Governance Committees and Their Role in Planning

The three new committees: Long Range Planning, Finance and Facilities, and Improvement, Accreditation and Assessment, function as all-university advisory and visioning groups. The Long-Range Planning Committee charge is: Review and proposal major long-term projects and programs related to facilities and programs at WSU and make recommendations through WSU's shared governance process on the future direction of the university. The Improvement, Accreditation, and Assessment (ImPAACT) Committee charge is: Propose, review, initiate and coordinate short-term initiatives for university improvement that are based on analysis of institutional-level data in preparation for the next accreditation, and develop assessment tool for evaluation of initiatives from the Long-Range Planning Committee. The Finance and Facilities Committee charge is: Advise on policies for resource allocation within the university. Responsible for reviewing Parking Appeals.

The three committees are evolving into strong shared governance bodies that will take on more detailed responsibilities as the committees adjust their roles within the larger planning and strategic direction-setting process. Long-Range Planning led the work on the Strategic Framework, ImPAACT will work on indicators and measures of success, and the Finance Committee assures that we have the resources to fulfill the gals of the plans.

The Strategic Directions Themes were developed by a small work group, made up of members of the Long Range Planning and the Improvement, Accreditation and Assessment committees, with several objectives in mind:

1. The group sought to identify overarching themes as a means of organizing campus input on Hopes and Dreams, visioning the future, and initiatives. The theme development process considered:

  • Verbatim Hopes and Dreams comments submitted in AY2013
  • Analysis conducted by students in the Education Leadership course EL614
  • Analysis conducted by TLT
  • Group initiatives submitted between November 2013 and Jan 2014
  • 5P Planning Priorities outlined by President Olson in August 2013.

2. The group sought to identify themes that were cross functional and could relate to multiple campus focus areas including:

  • Academic Programs (e.g., Colleges, OCED (now ACE), Summer School, Library, co-Curricular, International Programs)
  • Professional development (e.g., TLT, Human Resources, on and off campus learning options, Faculty Development and other bargaining unit professional development committees)
  • Institutional Advancement (e.g., Alumni, Foundation, Warrior Club)
  • Athletics (e.g., Intramurals, NCAA D2 Teams, IWC, Warrior Club, co-curricular)
  • Facilities (e.g., campus buildings, campus grounds, Facilities department, UCR, university properties)
  • Technology (e.g., Campus technology infrastructure, IT department)
  • Academic Support Services (e.g., Warrior Success Center, Warrior Hub, Wellness, Health and
  • Counseling, Inclusion and Diversity, Housing and Residence Life, Dining, International Services, co- curricular)

3. The university strategic themes had to be broadly written to include the whole university community and to help all of us identify and support the under-lying goals. Thus, the group sought to develop themes that could achieve broad buy-in by many campus focus areas.

4. The group identified the 5Ps as foundational values for the themes.

5. The group sought to establish a consistent format to present the themes and developed:

  1. Vision
  2. Goal narrative
  3. Objectives and Outcomes/Initiatives

6. The themes are written with the intent that existing and short-term future strategic planning will align with the strategic directions of the entire university.

The themes and key ideas were essentially "written" by the entire campus community and form the core of WSU’s Strategic Planning. The themes framework reflects the collective wisdom, ideas, hopes, and dreams for the future of Winona State. Each theme has a Goal and Vision statement. Each Goal has Objectives that capture the multiple details, projects, initiatives, and Hopes, and Dreams identified by the campus community. The themes and ideas will guide us as we develop future strategic plans.

Assumptions

  1. Winona State University has two primary locations, one is that is a more traditional, residential, destination campus, located in Winona and another located in Rochester, Minnesota serving a regional rural, urban, and post-traditional adult-learner population.
  2. The University is likely to experience budgetary constraints during the effective years in which any strategic plan is implemented.
  3. Planning for WSU's future directions must be based upon data and implemented through data-informed decision-making.
  4. All of the themes identified span University functional areas (e.g., ITS) and Divisions (e.g., Finance, Academic Affairs, Athletics, Student Life and Development).
  5. The 5 Ps (Place, Programs, Pride, Price and People) are foundational values of the hopes and dreams of the institution and cross all aspects of the University.
  6. Feedback from the campus communities at every step in our processes is an essential component that informs and shapes our new directions.
  7. Instructional technologies and technology innovations are infused within the themes.
  8. The Mission of the university will be reviewed as the planning evolves during the 2015-2016 academic year.

Strategic Planning: An Organic Process

Based on the parameters established by the MnSU Chancellor, university strategic planning must align under three broad categories:

  1. Ensure access to an extraordinary education for all Minnesotans.
  2. Be the partner of choice to meet Minnesota’s workforce and community needs.
  3. Deliver to students, employers, communities and taxpayers the highest value, most affordable option.

Strategic Direction Themes

  1. Student Learning (programs and people)
  2. Student Success (people, programs, price)
  3. Stewards of Place and Resources (place, programs, price, pride)
  4. Inclusive Excellence (people, price, programs)
  5. Relationships (people, place, pride, programs)

These five strategic directions themes embody the collective thinking of the entire university community. The Vision and Goal statements under each Theme further define and articulate the focus of the Theme, with the understanding that there are many interconnections between and among Themes and intended outcomes. Figure 1 provides the Themes and the specifics under each Theme. 

(Programs & People)

Vision: WSU offers the most innovative and highest-quality programs that serve our students and our communities.

Goal: Create and sustain a coordinated and rigorous set of learning experiences inside and outside the classroom in order to prepare students for their post-graduate life 

Item Initiative
Admin
Progress
Deadlines
 A.

Develop and implement Academic Plan 2015-2020

  1. Enhance teaching and learning by increasing opportunities for engaging and authentic experiences (This may include labs, online learning, community outreach, study abroad, interdisciplinary work, professional and career development opportunities, intergenerational learning opportunities, connection with the larger community, community partnerships, etc.)
  2. Foster a supportive environment for faculty and staff to promote excellence in teaching and learning
  3. Design and deliver academic programs that overcome barriers of time, place, and tradition
  4. Foster an environment that promotes and supports student research and creative scholarship
  5. Develop an extended campus that delivers appropriate academic programs that address regional economic needs through strategic partnerships and resource development
  6. Engage and explore academic and co-curricular programs to support regional and community needs
Provost & VPAA
Up and running
Ongoing
Running. Needs Radar
 
In Development
Some progress by Spring 2018
Up and running
Ongoing
In Development
Spring 2018
In Development
Some progress by Spring 2018
 B.

Coordinate university-wide assessment plans and processes

  1. Develop a university-wide assessment plan that includes student learning outcomes, methodology, measurement, measures, and improvement processes to “close the loop”
  2. Assess the quality of delivery modes: synchronous, asynchronous, apprentice models, online, other
  3. Share best practices in teaching and learning
Associate VP for Academic Affairs
Running. Needs Radar Fall 2017-Spring 2018
Objective needs Revision
Fall 2017
Running. Needs Radar
Some progress by Spring 2018
 C.

Maintain public accountability

  1. Strengthen and maintain accreditation and standing for our academic and co-curricular programs (e.g., AACSB, NCAA, CSWE, ABET, CAEP, NASM, etc.)
  2. Complete requirements for HLC 2016 follow-up report and choose an HLC Quality Initiative project
  3. Maintain relevant memberships in national and international organizations
Provost & VPAA
Up and Running
Ongoing
Completed
7/15/17
Up and Running
Ongoing

(People, Programs & Price)

Vision: WSU is recognized as a student-centered university, where faculty, staff, and administrators are dedicated to promoting a culture of student success, which includes eliminating barriers, and maximizing students’ academic, emotional, and social growth and development as they reach their educational goals.

Goal: Enhance the student experience while evolving to meet the needs of future students by providing comprehensive support programs and services so that students can successfully meet their goals.

Item
Initiative
Admin
Progress
Deadline
A.

Develop and implement a Strategic Enrollment Plan for 2014 – 2019 that addresses recruitment, retention, and graduation of students

  1. Monitor enrollment trends and demographics to address the needs of future students
  2. Build on the current first-year experience at WSU by creating a more comprehensive early warning system and investing in a sophomore year experience
  3. Maximize integration of admissions, financial aid, residence life, orientation, and registration systems to create a seamless “point-of-entry” experience for incoming first-year, transfer and graduate students, regardless of location or delivery mode
  4. Increase available scholarship opportunities for both incoming and continuing students
  5. Design and deliver student support services that overcome barriers of time, place, and tradition
  6. Seek collaboration among all the WSU stakeholders for student recruitment and community building
VP Enrollment Management & Student Life
In Development
Summer 2019
VP Enrollment Management & Student Life
   
VP Enrollment Management & Student Life
In Development
 
VP Student Life and VP Advancement
Up and Running
Ongoing
VP Enrollment Management & Student Life
   
VP Enrollment Management & Student Life
   
B.

Promote a culture of student success

  1. Provide increased support programs and services for diverse populations of students, such as post-traditional students, underrepresented minority students, extended-campus students, international students, low-income students, first- generation students, and students dealing with physical/mental/chemical-health issues
  2. Engage WSU faculty more in retention efforts by creating opportunities for increased student-faculty interaction and providing more and improved advisor training for faculty advisors
  3. Establish and communicate clear pathways to graduation for students and other more robust advising and planning tools
  4. Promote and support a culture of high-quality advising that includes academic and career planning
VP Enrollment Management & Student Life
In Development
Summer 2020
Up and Running
Summer 2017
In Development
 
Up and Running
Summer 2017
C.

Promote lifetime personal well-being of all students through active and engaged participation in the WSU “Seven Dimensions of Wellness” (intellectual, physical, occupational, social, environmental, emotional, and spiritual)

  1. Continue and expand partnerships and collaboration within the campus community
  2. Explore the role of wellness in the development of curriculum and programs
  3. Expand and encourage student participation in extracurricular activities that enhance student engagement
VP Enrollment Management & Student Life
In Development
Summer 2018
Idea Stage
Summer 2019
In Development
Fall 2018
         

(Place, Programs, Price, Pride)

Vision: WSU community members are wise stewards of our resources who make decisions that allow future Warriors to carry on this tradition.

Goal: Enhance a culture of learning and stewardship of resources at Winona State University, and prepare students to become responsible citizens and community members.

 Item
Initiative
 Admin  Progress Deadline
 A.

Develop and implement a 2015 facilities master plan

  1. Implement bonding projects, including Education Village
  2. Consider the needs of departments, units and diverse students when planning for future uses of vacated spaces and new additions to the campus
  3. Update all classrooms with a focus on adequacy of size and technology needs of the contemporary learning environment
  4. Incorporate the residence hall master plan
  5. Develop a facilities master plan for Winona State Rochester
  6. Communicate with and include the university community during the planning process
VP of Finance
Completed
6/1/17
VP of Finance
In Development
Ongoing
VP of Finance/CIO
In Development
Ongoing
VP of Finance
In Development
Ongoing
VP of Finance
Idea Stage
2018
VP of Finance
Completed
12/15/16
 B.

Practice and teach sustainability

  1. Establish a structure to ensure that WSU continually works to understand and meet the broader scope of its sustainability responsibilities (This may include developing investment strategies, purchase agreements, and facility guidelines that result in the use of cleaner energy sources and energy conservation; creating a Department of Sustainability Studies; and establishing a Sustainability Coordinator position.)
  2. Identify and fund a sustainability flagship project that would become symbolic of the vision (e.g., wind turbine, adoption of an alternative fuel source, establishment of an environmental education center)
  3. Pursue closer collaboration with local and regional groups to promote sustainable practices
VP of Finance
In Development
Ongoing
VP of Finance, Director of Sustainability
Idea Stage
Ongoing
VP of Finance, Director of Sustainability
Idea Stage
Ongoing
 C.

Make use of the distinctive attributes of our initiatives and local environments to create rich and unique learning experiences. Explore ways to capitalize on:

  1. Learning opportunities at WSU-Rochester
  2. Other signature learning centers (such as Education Village and STEM Village),
  3. Community-engaged learning programs,
  4. Extended campuses (such as Austin and La Crescent)
  5. Innovative programs that enhance the concept of the “outdoor university” (such as the Cal Fremling Interpretive Center and Classroom, Winona State Arboretum, Outdoor Education and Recreation Center and other natural learning environments)
Provost & VP of Academic Affairs
Ongoing and new items in development
Some progress Spring 2018
Provost & VP of Academic Affairs
In development
Some progress Spring 2019
Provost & VP of Academic Affairs
Ongoing
Some progress Spring 2020
Provost & VP of Academic Affairs
Ongoing and new items in development
Some progress Spring 2021
Cabinet
Completed
8/1/17
 D.

Four Pillars

Winona State University has asked its Foundation Board of Trustees to assist in defining paths forward in helping the University and the community become a regional destination for areas of 1) learning and education, 2) the arts, culture, and entertainment; 3) recreation, athletics, and wellness, and 4) entrepreneurship and innovation.

1. Learning and Education
     a. Assist in the creation of a revolutionary teacher
training program in facilities once owned by the
Diocese of Winona to the east of the main campus
     b. Develop a fundraising plan for the College of
Education using the naming opportunities in the
proposed Education Village as giving vehicles.
2. Arts, Culture, and Entertainment
     a. Working with the Art faculty, create the Laird Norton Center for Art and Design in the heart of Winona as an interactive laboratory for community art engagement including a fundraising plan to refurbish the Laird Norton Lumber Building.
     b. Create a partnership with the Winona area arts community and provide assistance in the promotion of the arts in Winona.
3. Recreation, Athletics, and Wellness
     a. Develop the concept of Winona as an outdoor
recreation destination in order to enhance the attractiveness of the city and university to traditional age college student and young professionals.
     b. Develop a fundraising plan for the proposed additions and renovations of athletic program facilities including a new baseball field, athletic and student field house, football stadium upgrades, and Memorial Hall renovations.
4. Entrepreneurship and Innovation
     a. Assist academic affairs and faculty, especially within
the College of Business, with the creation and promotion of campus-based entrepreneurial learning opportunities.
     b. Develop structures within the university and community to promote entrepreneurship and innovation with our students and aspiring entrepreneurs in order to create new entrepreneurial ventures within Winona and southeast Minnesota.
1. VP for Advancement
1. In Development
8/1/18
2a. VP for Advancement
2a. Completed
5/1/17
2b. Foundation Coordinator
2b. Completed
9/1/16
 3a. VP for Advancement
3a. In Development
12/1/18
3b. VP for Advancement
3b. In Development
8/1/18
4a. VP for Advancement and Dean of the College of Business
4a. Up and running
Ongoing
4b. Foundation Coordinator
4b. Up and running
12/1/18

(People, Price, Programs)

Vision: WSU is a welcoming and inclusive university preparing culturally competent students, faculty, and staff to live, work, and become valuable contributors in a global society. WSU strives to be a culturally competent and pluralistic institution.

Goal: Increase diversity in the university community and embrace a culture of inclusive excellence.

 
 Item  Initiative  Admin  Progress Deadline
 A.

Refine and implement the 2014 university diversity plan

  1. Increase equity in access, opportunity, and success for underrepresented students (particularly racial/ethnic minorities, first generation, low-income, veterans, post-traditional, GLBTQ, and students with disabilities) by strengthening strategic partnerships and community relationships
  2. Increase and improve programmatic efforts in academic and non-academic areas to develop cultural competency and global awareness among students and employees
  3. Strengthen the efforts to recruit and retain diverse employees in all areas
President, AVP Inclusion/Diversity
Diversity Mapping, Campus Climate Survey, Inclusive Excellence Committee, AVP for Inclusion/Diversity
Summer 2020
Provost, VP Student Life
   
VP Finance
Idea Stage
 
 B.

Assess and address the strengths and gaps in the current practices for diversity and inclusivity in the WSU community

President
Diversity Mapping, Campus Climate Survey, Inclusive Excellence Committee, AVP for Inclusion/Diversity
Summer 2020
 C.

Create organizational structures and processes that ensure the enhancement of a culturally competent, welcoming, and pluralistic university

  1. Develop greater awareness and understanding of the priorities and needs of all learners by sharing institutional knowledge about learner characteristics and by gaining insights from practices and research available inside and outside of the university
  2. Identify and empower diversity champions.
  3. Provide professional development opportunities for underrepresented employees to compete for leadership position.
President, AVP for I&D
i. Idea Stage
  Fall 2019
ii. Idea Stage
Fall 2019
ii. with Provost
iii. Idea Stage
Fall 2019
iii. with VP for Student Life
Idea Stage
Spring 2019
2. President, AVP for I&D
Idea Stage
Fall 2018
3. President, AVP for I&D

(Place, People, Pride & Programs)

Vision: WSU is recognized as an engaged university where community and university members work in respectful collaboration to address campus and community identified needs, to deepen students’ civic and academic learning, to enhance community well-being, and to enrich the scholarship of WSU.

Goal: Strengthen internal and external relationships by promoting an environment that enriches WSU, Winona and Rochester community constituents.

 

 Item  Initiative  Admin  Progress Deadline
 A.

Develop and enhance programming to strengthen a culture of civility and collegiality on our campuses and in our local communities

  1. Promote citizenship and responsibility
  2. Sustain commitment to shared governance
  3. Promote openness and transparency
President
Running, Needs Radar

Running, Needs Radar

In Development

 B.

Develop and enhance planning around the recruitment, retention and professional development of employees

  1. Assess and improve search processes and remove barriers to the recruitment of quality employees
  2. Improve access to professional development opportunities among all employees
  3. Promote lifetime personal well-being of all employees through active and engaged participation in the WSU “Seven Dimensions of Wellness” (intellectual, physical, occupational, social, environmental, emotional, and spiritual)
President
Idea Stage
Fall 2018
VP Finance
In Development
Summer 2019
VP Finance
In Development
Spring 2019
 C.

Provide life-long value to our community of learners (including faculty, staff, students, alumni/ae, retirees, and friends of WSU)

  1. Strengthen alumni/ae and donor connections to and pride in WSU
  2. Explore career counseling for life, increase outreach programs for p-12 students and families, and increase camp offerings and participation

1. VP of Advancement

2. VP of Enrollment Management & Student Life

Up and Running
Ongoing
Up and Running
Ongoing
 D.

Enhance community engagement that supports teaching and learning

  1. Expand and enhance academic and co-curricular programs to support regional industry and community needs (Foster strategic and mutually beneficial partnerships that leverage strengths and build capacity through consultation and collaboration with our Winona, Rochester and Southeast Minnesota communities)
  2. Establish ways to track, monitor, and recognize student community engagement. (e.g., transcript notation, research project awards, certificate programs)
  3. Establish ways to facilitate, track, monitor, and recognize community engagement in employee activities, including assessment and measurement of the impact of institutional and community engagement
  4. Strengthen the relationship between academic programs/departments and University Advancement
  5. Strengthen community connections with underrepresented populations

VP of Enrollment & Student Life and VP of Academic Affairs

In Development
Summer 2020
Up and Running
Fall 2017
In Development
Ongoing
VP or Enrollment & Student Life
Up and Running
Ongoing
VP of Finance
In Development
Fall 2018
VP of Advancement
President, VP Advancement

 

Relationship Between the Chancellor’s Categories & WSU Themes

To further illustrate the relationship between the Chancellor’s categories, WSU Strategic Themes, and the specifics within each Theme, see Figure 2.

Figure 2: Cross-Walk Minnesota State System-Level Expectations, WSU Strategic Themes: Aligned Yet Separate.

WSU Strategic Themes Framework

Theme I: Student Learning (programs and people)

Theme II: Student Success (people, programs, price)

Theme III: Stewards of Place and Resources (place, programs, price, pride)

Theme IV: Inclusive Excellence (people, price, programs)

Theme V: Relationships (people, place, pride, programs)

Theme I: Student Learning (programs and people)

Theme II: Student Success (people, programs, price)

Theme III: Stewards of Place and Resources (place, programs, price, pride)

Theme V: Relationships (people, place, pride, programs)

Theme II: Student Success (people, programs, price)

Theme III: Stewards of Place and Resources (place, programs, price, pride)

Theme IV: Inclusive Excellence (people, price, programs)

Theme 1 Specifics 1A.1, 1A.2, 1A.3, 1A.4, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3 1A.3, 1A.5, 1A.6, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3 1A.4, 1A.5, 1B.1, 1B.2, 1B.3, 1C.1, 1C.2, 1C.3
Theme 2 Specifics 2A.1, 2A.2, 2A.3,2A.4, 2A.5, 2A.6,2B.1, 2B.2, 2B.3, 2B.4, 2C.1, 2C.2, 2C.3 2A.1, 2A.4,2A.5, 2A.6, 2B.1, 2B.3, 2B.4, 2C.1 2A.1,2A.3, 2A.4,2A.5, 2A.6, 2B.1, 2B.2, 2B.3, 2B.4,
Theme 3 Specifics 3A.1, 3A.2, 3A.33A.4,3A.5,3B.1, 3C.1, 3C.2 3A.5, 3B.1, 3B.2, 3B.3, 3C.1, 3C.2 3A.1, 3A.2, 3A.33A.4,3A.5, 3B.1, 3B.3
Theme 4 Specifics 4A.1, 4A.2, 4A.3, 4B,4C.1 4A.1, 4A.2, 4A.3, 4B,4C.1 4A.1, 4A.2, 4A.3, 4B,4C.1
Theme 5 Specifics 5A.1, 5B.1, 5B.2, 5B.3, 5D.3, 5D.4 5A.1, 5A.2, 5A.3, 5B.1, 5B.2, 5B.3, 5D.1, 5D.2, 5D.3, 5D.4 5A.1, 5A.3, 5B.1, 5B.2, 5B.3, 5C.1, 5C.2
Minnesota State Chancellor’s Strategic Framework 1. Ensure access to an extraordinary education for all Minnesotans. 2. Be the partner of choice to meet Minnesota’s workforce and community needs. 3. Deliver to students, employers, communities and taxpayers the highest value, most affordable option.

 

Charting The Future (2015- 2016)

Specific initiatives for WSU determined by WSU campus processes and workgroups

Strategy 1: Establish clear pathways for students that lead to increased retention and completion

Strategy 2: Expand innovative use of technology

Strategy 3: Close the opportunity gap and increase equity across our colleges and universities

Strategy 1: Work together under new models to be the preferred provider of comprehensive workplace solutions through programs and services that build employee skills and solve problems for business across the state

Strategy 2: Broaden students’ opportunities to earn credit for prior learning by developing a certification process to award transferable competency-based credit

Strategy 1: Deliver to students the most affordable option to an extraordinary education

Strategy 2: Redesign our financial and administrative models to reward collaboration, drive efficiencies and strengthen our ability to provide access to an extraordinary education for all Minnesotans

WSU Approach to Initiatives under CTF

A
B
C

A
B
C
A
B
C

 

The President required that planning at WSU be an organic process rather than a top-down or highly structured task. Some planning was already underway, while other plans had just begun in 2014. Based on the Strategic Directions Framework with its five organizing Themes, WSU aligns current and future plans under the Strategic Framework (see Figure 3).

Figure 3: Winona State University Strategic Planning 2015-2020

WSU Strategic Planning Figure 3

Alignment of plans to the Strategic Directions Framework Themes includes developing the interconnections between and among the plans to serve the entire university. For example, technology planning cannot be completed without knowledge of academic planning, athletics, or enrollment planning.

Level 1 Strategic Directions Framework This level sets the direction and tone for WSU planning. Based on two years of data gathering and consultation, the Themes reflect the direction and will of the WSU community.

Level 2 Planning includes all planning across the university: academic, athletics, facilities, enrollment, student life, technology, library, foundation, etc. These Master Plans include specifics on how the planning aligns with WSU Strategic Themes Framework and specifically address aspect of the Framework and how each items will be accomplished to achieve the higher level goals of the Themes.

Level 3 Planning provides workplans and strategies to implement and assess the goals and objectives in specific plans to meet the larger university Theme goals.

Summer 2015

  • Convene the Council of Administrators in a short retreat to establish goals for strategic planning (Mid- Late July).
  • Document President’s vision for WSU’s long-term goals.

Fall 2015

  • Long-Range Planning, Finance, and ImPAACT Committees will oversee the university strategic planning processes. Committees will oversee student, faculty, and community focus groups to gain external and internal insight as planning progresses.
  • Academic master planning, Library, Foundation, and new Technology planning begins. Master facilities, Athletics, plan is finalized. Enrollment plan is revisited and aligned to the Strategic Framework and academic master plan.
  • ImPAACT continues its work on accreditation reports and develops a plan for program review and “closing the loop” assessments.
  • Workplans are implemented where appropriate.

Spring-Summer 2016

  • Academic Master Plan, Library, Foundation, and Technology plans are in final form.
  • One-year workplans for implementation for all plans are developed.

Fall 2016-Fall 2020

  • Workplan and review cycles continue. Assessment and “closing the loop” activities continue with data decisions made on enhancements, changes, or innovative additions.
  • Prepare for next Strategic Planning cycle beginning Fall 2018.