Strategic Planning Process: The Pursuit of Distinctiveness
Prior to October, 2000, shortly after the appointment of Richard H. Wells as Chancellor of the University of Wisconsin Oshkosh, he initiated a strategic planning process and requested counsel and information from hundreds of people from all areas of the University community: administration, faculty, academic staff, classified staff, students and alumni, as well as governmental and community representatives.
In February, 2001, he reported the findings of this request during an open campus-wide forum. Focus groups were then conducted by outside consultant, Dr. John Moore, a U-PLAN Council, composed of the representatives of all campus governance groups, was formed and task forces were assigned. A series of four planned retreats were held over the next eight months. During the same period, ten public forums were held to review the evolving document, which was finally adopted by all the governance groups and published as the University of Wisconsin Oshkosh Governing Ideas. The Governing Ideas—that is the mission, vision, core values and strategic directions— provide the context for assessment and decision-making in the University’s planning process.
The campus community elected to pursue ”horizontal” distinctiveness in developing the initial set of action priorities. “Horizontal” refers to university-wide programs and services. “Distinctiveness” refers to those attributes and characteristics for which the institution seeks to be valued and respected in the academic marketplace. The initial set of action priorities represented the campus-wide commitment to engagement, collaboration and the principles of a “green” environment. A progress report on the initial set of 23 action priorities is available in the 2004 Annual Report.
In 2004, Chancellor Wells called on the campus community to begin identifying initiatives that would develop and implement “vertical” distinctiveness. “Vertical” refers to college-based disciplinary and multidisciplinary programs, pedagogy, research and service. In August, 2004, a planning retreat attended by 185 members of the academic community was held to identify and assess accomplishments and persistent challenges, sharpen the focus and enhance the understanding of the Governing Ideas, provide advice to colleagues in the colleges regarding their “Pursuit of Distinctiveness” reports and better align the university’s and colleges’ strategic plans, priorities and actions.
A summary of the retreat outcomes and a report by the deans on what they learned was presented during the fall of 2004 in open forums and discussed with the governance groups to solicit the full consideration, input and support of the campus community. At a midyear retreat held in January, 2005, the development of a new set of strategic action priorities that emphasize college-based initiatives and the drafting seven key operational plans were begun. Members of the University community were asked to provide advice and counsel on the drafts of the seven key operational plans during fall 200. This feedback will be discussed with governance groups and at open forums across campus in spring 2006 to revise and refine the draft key operational plans.
Below are listed some UW Oshkosh Examples of Distinctiveness.
Horizontal: Campus Wide
Engagement
Student Compact
Center for Community Partnerships
Living Healthy Community Clinic
Lion Project
Collaboration
Key Operational Plans
NEW ERA / NEW NORTH
Shakespeare on the Fox
UWO / UWGB Collaborative MSW Program
Green Principles
Facilities Master Plan
Earth Charter
Center for Aquatic Studies
New Environmental Studies Major
Vertical: College Based
COBA
Student-Owned and Operated Business
Global MBA Degree
Center for Family Business Research and Services
COEHS
Student Portfolio Assessment Program
Alternative Licensure Programs for Teachers
Collaboration with COLS
COLS
Student/Faculty Research Collaboration
Promotion of the Liberal Arts
International/Ethnic Studies Programs
CON
Innovative Clinical Internships and Partnerships
Collaboration with UW Colleges and Tech Colleges
Community Clinical Experiences for Cultural Competency
Governing Ideas
Mission Statement
Vision: Engaging People and
Ideas
Six Sets of Core Values
Five Strategic Directions
Description
A second outcome of the strategic
planning process was a series of strategic
initiatives that were developed to implement the strategic
directions of the Governing Ideas. Each of these
initiatives was articulated in the form of a
Decision Item Narrative (DIN) in order to be
considered for state funding during the 2003-05
biennial budget process. These DINs, as well
as the additional initiatives which were subsequently
developed, represent the initial action phase
of the ongoing strategic planning process.
List of Strategic Action Priorities
