strategic planmy.woodbury.edu/faculty/saddocs/shared documents/wscuc...and make critical decisions...

STRATEGIC PLAN 2012 - 2025

STRATEGIC PLAN

1 Guiding Principles à Three Horizons à Balanced Scorecard à Strategic Initiatives for Capacity Building à Strategic Priorities for FY 2014

MISSION STATEMENT CORE PURPOSE Why we exist and what we do Woodbury University empowers people to do extraordinary things. We transform students into liberally educated professionals and socially responsible citizens by integrating transdisciplinarity, design thinking, entrepreneurship, and civic engagement into all programs. We achieve academic excellence by creating external partnerships, implementing effective internal processes, and ensuring quality in all programs and services.

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2 Guiding Principles à Three Horizonsà Balanced Scorecard à Strategic Initiatives for Capacity Building à Strategic Priorities for FY 2014

MISSION STATEMENT OUR CONTRIBUTION TO SOCIETY What our graduates do Successful Woodbury graduates are ambassadors for the university. They are innovative leaders who help individuals and communities flourish. They are known for being strong communicators, ethical thinkers and creative problem-solvers with a deep commitment to sustainability and social justice. They are knowledgeable in their disciplines and eager for collaboration and continuous learning. They integrate professional skills with global citizenship, entrepreneurial energy, and intellectual curiosity. Woodbury graduates make a difference.

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3 Guiding Principles à Three Horizonsà Balanced Scorecard à Strategic Initiatives for Capacity Building à Strategic Priorities for FY 2014

MISSION STATEMENT VISION Our desired future state By 2025, our distinctive ability to integrate transdisciplinarity, design thinking, entrepreneurship, and civic engagement in education and scholarship will have secured us a place among the top 100 regional universities in the United States.

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MISSION STATEMENT CORE VALUES The principles that guide us v  COMMUNITY

v  INTEGRITY

v  PROFESSIONALISM

v  ASPIRATION

v  AGILITY

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Horizon II Horizon III

Enr

ollm

ent (

FTE

) and

E

ndow

men

t (%

Rel

ativ

e to

Bud

get)

2012 2020 2025 2015

2,000 FTE Gross Tuition Revenue $60 million Endowment $30-$35 million

3,500-4,000 FTE Gross Tuition Revenue $75 million Endowment $45-50 million

Capacity-Building Growth Sustaining Excellence

Build strategy, organization, systems, and a creative and innovative culture to enable the achievement of a competitive advantage.

Achieve growth in enrollment and resources resulting from realized competitive advantage and innovations.

Achieve sustainable development and excellence by total integration of strategy, people, organization, systems, and creative and innovative culture.

WOODBURY STRATEGY’S THREE HORIZONS Horizon I

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SPATIAL DIMENSIONS OF WOODBURY STRATEGY Strategy has a face and an address: a university system with three campuses.

Burbank From 1,527 to 2,100 FTE

San Diego From 100 to 1,000

Cyber Campus From 0 to 800+

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STRATEGY MAP

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BALANCED SCORECARD Top-Level Institutional Performance Measures KEY RESULTS AREA

MEASURE OF ORGANIZATIONAL PERFORMANCE 2013 2015 2020 2025

Student Learning and Success

150% Gradua4on Rate (freshmen/transfers) First-‐Time Freshmen 53% 60% 70% 80% Transfer Students 60% 70% 80% 90%

Return on Investment on Woodbury Educa4on (Payscale survey)

7% 8% 10% 12%

Student Loan Default Rate 5.9% 3.4% 2.0% 1.0% Financial Sustainability CIC/NACUBO Composite Financial Index (CFI) 2.5 2.8 3.2 3.6

FTE Enrollment 1,627 1,824 2,975 3,894 Tui4on Dependency 92% 80% 70% 60%

Academic and Opera4onal Excellence

Composite Academic Excellence Index (under construc4on) TBD TBD TBD TBD Endowment per FTE Student ($1,000) 10,632 10,978 11,577 12,175 Student Financial Aid Gap (Unmet Need, in $) 10,000 8,333 4,168 0

Faculty and Staff Sa4sfac4on and Engagement

"Great Colleges to Work For" Survey (average overall score) -‐-‐ 40% 60% 80%

Note: The President’s Cabinet will track 22 additional institutional-level measures.

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STRATEGIC CHALLENGES 1.  Differentiation of Woodbury’s liberal arts-based professional

education in light of new workforce demands of a diverse and global 21st century environment

2.  Educating students for professional competence and responsible citizenship in a democratic society

3.  Sustainability of Woodbury’s commitment to access to quality higher education

4.  Woodbury University as the best kept secret of Southern California higher education

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THE MOTHER OF ALL CHALLENGES “We are currently preparing students for jobs that don’t yet exist, using technologies that haven’t been invented, in order to solve problems we don’t even know are problems yet.”

―Karl Fisch The Realities •  Our students will no longer be competing with people in our hometowns for jobs.

They will be competing with people all over the world. •  Technology allows companies to do more with less. •  The amount of new technical information in the world doubles every two years.

To Build Competitive Advantage Teach students to learn strategically—organize data, process new information efficiently, and make critical decisions under conditions of VUCA (volatility, uncertainty, complexity, and ambiguity).

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STRATEGIC INITIATIVES DURING HORIZON I Strategic Challenge Differentiation of Woodbury’s liberal arts-based

professional education in light of new workforce demands of a diverse and global 21st century environment

Strategic Initiative Distinctive Curriculum

Woodbury University will not only excel in teaching and learning, but will provide educational programs and offerings that are distinctive in the marketplace. That distinctiveness will be created as a result of our unique ability to integrate transdisciplinarity, design thinking, entrepreneurship, and civic engagement in all our educational programs and offerings. We will build on a solid foundation of transdisciplinarity to bring a distinctive focus on solving human problems using solutions that transcend traditional academic disciplines.

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STRATEGIC INITIATIVES DURING HORIZON I Strategic Challenge Educating students for professional competence and

responsible citizenship in a democratic society Strategic Initiative Memorable Student Experience

Woodbury University will be distinguished because of our recognized competence in preparing our students—whether undergraduate, graduate, non-traditional, or multi-generational—for lives of discovery, innovation, leadership, and citizenship. Our distinctive competence will come from the integrated portfolio of curricular, co-curricular, and extra-curricular experiences that all our graduating students will possess.

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STRATEGIC INITIATIVES DURING HORIZON I Strategic Challenge Sustainability of Woodbury’s commitment to access to

quality higher education Strategic Initiative Operational Excellence

Woodbury University will be a role model in efficiency in internal processes—education design and delivery, student services, and business and support processes—enabling our continued investment in the tools for success and ensuring continued student access to the benefits of a Woodbury education.

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STRATEGIC INITIATIVES DURING HORIZON I Strategic Challenge Woodbury University as the best kept secret of Southern

California higher education Strategic Initiative Institutional Reputation

Woodbury University’s institutional brand and reputation will be established and recognized, thereby resulting in long-term academic quality, increased enrollments, financial health, and organizational sustainability.

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STRATEGIC PRIORITIES FOR FY 2013/14

STRATEGIC ACTION PROGRAMS FOR 2013/2014

STRATEGIC INITIATIVES FOR 2012-‐2015 Dis@nc@ve Curriculum

Memorable Student

Experience

Opera@onal Excellence Reputa@on

Four Pillars of Woodbury Educa@on X X X

Woodbury Integrated Student Experience X X X

Civic Engagement X X X Healthy and Sustainable Campus X X X X

Revenue Diversifica@on X X X X Process Improvement X X University as a Community Leader X X X

Technology Acquisi@on X

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STRATEGIC PRIORITIES FOR CAPACITY BUILDING, FY 2013/14 (1) Four Pillars of Woodbury Education Outcomes: Four pillars of Woodbury education—transdisciplinarity, design thinking,

entrepreneurship, civic engagement—defined in clear, concise, and impactful sentences; four pillars infused into academic assessment and program review for the purposes of achieving Balanced Scorecard metrics for student success and academic excellence

Owner: Provost David P. Dauwalder (2)  Woodbury Integrated Student Experience (WISE)

Outcomes: Woodbury University becomes known for its exceptional student experiences based on high-impact educational practices, including internship, civic engagement, study-away, faculty-mentored scholarship, and leadership development

Owner: Chief Marketing Officer Shari Bowles Gibbons

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STRATEGIC PRIORITIES FOR CAPACITY BUILDING, FY 2013/14 (3) Civic Engagement Outcomes: Recognition in the President’s Higher Education Community Service

Honor Roll; methodology developed and implemented for collecting and deploying university-wide civic engagement information

Owner: Vice President Donald E. St. Clair (4) Healthy and Sustainable Campus

Outcomes: Participation in the Sustainability Tracking, Assessment, and Rating (STAR) system of the Association for the Advancement of Sustainability in Higher Education; recognition at the STAR Reporter level or better

Owner: School of Architecture Dean Norman Millar

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STRATEGIC PRIORITIES FOR CAPACITY BUILDING, FY 2013/14 (5) Revenue Diversification Outcomes: Business plans for fifth school (professional, adult, and continuing education), cyber

campus, and at least five revenue-generating opportunities (including online degree programs) prepared, based on Academic Program Marketability Assessment

Owner: Vice President Steve Dyer (6) Student Interface Process Improvement Outcomes: Positive student interface that ties together the student’s full experience from initial

contact as potential applicant through successful graduation and placement in a grad program or first employment opportunity of high quality; development of alumni who embrace responsibility to their alma mater; professional development of all those involved in the interface (staff, faculty, administrators) so that their work is effective, satisfying, meaningful, and provides personal/professional growth.

Owner: Associate VPAA & Presidential Assistant M. Victoria Liptak

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STRATEGIC PRIORITIES FOR CAPACITY BUILDING, FY 2013/14 (7) University as a Community Leader Outcomes: Integrated Branding Strategy and Comprehensive Marketing Plan that

drives enrollments to FTE goals; Fund Raising Campaign Plan that moves us to higher contributed revenue to 10% of expense budget by 2015, 15% by 2020, and 20% by 2025; Volunteer Program with 500 active alumni and friends

Owner: School of Business Dean André van Niekerk (8) Technology Acquisition

Outcomes: Gaps in academic and administrative technologies closed to enable the accomplishment of strategic plan goals

Owner: Provost David P. Daulwalder

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NEXT STEPS 1.  Action plans, goals, timelines, responsibility charts, and resource

requirements have been identified for each strategic action program. The President’s Cabinet will integrate these plans into a cohesive implementation plan and performance accountability system for FY 2014.

2.  The strategic plan will be translated into a Strategic Enrollment Plan by program and location.

3.  The strategic plan will be deployed to the schools, with each school developing its strategic plan. The Provost will integrate the schools’ plans into a cohesive Strategic Academic Plan.

4.  The strategic plan will be deployed to the non-academic divisions, with each division developing its own strategic plan, aligned with the Strategic Academic Plan.

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