Slippery Rock University Strategic Planning Steering Committee
September 30, 2010
Russell Wright Alumni House and Conference Center, Slippery Rock Campus
President Robert M. Smith called the meeting to order and welcomed the Steering Committee members.
As an introduction to the work of the Trend Chairs and their respective sub-committees, President Smith offered the following:
1) Our University Strategic Plan is the driver for moving Slippery Rock University forward. Its uniqueness is the focus on the outcomes of our students.
2) The work of the five sub-committees is brought to the Steering Committee for review and approval.
President Smith welcomed our leaders of the five TREND sub-committees:
Dr. Katrina Quinn, chair TREND 1 sub-committee
Dr. Steve Strain and Dr. Athula Herat, co-chairs TREND 2 sub-committee
Dr. Eva Tsuquiashi-daddesio, chair TREND 3 sub-committee
Mr. Eliott Baker, chair TREND 4 sub-committee
Dr. Langdon Smith, chair TREND 5 sub-committee
During the spring semester, the sub-committees presented their draft reports to the campus community in an open forum. At the end of the spring semester, the TREND sub-committees prepared a report for the Steering Committee’s review.
Dr. Langdon Smith, chair TREND 5 sub-committee, provided an overview of the work of the sub-committee now that the global work is completed. The next task of the committee is to prioritize strategies into feasible actions by the University and to identify metrics that could track how well we are succeeding as we pursue these strategies.
As Chairperson Smith indicated, the TREND 5 group started out brainstorming ideas, moved to student based/outcome based strategies, and then broke these strategies into three areas.
Once strategies were identified, the sub-committee then considered if they want all of the strategies as part of the report. The reports are quite extensive; therefore, it was decided by the sub-committees that the best course of action was to identify 3 or 4 top strategies to give priority to the work of the institution. Three or four strategies from each trend are a significant amount of work for the institution to approach.
A related issue for the TRENDS sub-committees was to consider approaching the Liberal Studies Committee to discuss ways to identify strategies that could fit in with the liberal studies program and be included in every student’s education. Discussion ensued related to bringing ideas to the Liberal Studies Committee as well as to other areas of the institution.
As our theme groups work through indentifying strategies it is apparent the area responsible for collecting/reporting data must be identified.
Dr. Katrina Quinn, chair Trend 1 subcommittee, shared an update of the work of her group as well. She indicated the challenge is to identify strategies workable within TREND 1 while also being cognizant that some of these strategies overlap with our other TRENDS. In particular, Dr. Quinn has been working closely with Dr. Tsuquiashi-Daddesio’s Trend 3 group.
Understanding the Narrative Assessment Statement
The Narrative Assessment Statement is completed annually and submitted to PASSHE. The NAS is focused on performance results that are observable but not easily quantified. Using a standardized format, universities report accomplishments in five broad categories:
- Academic Quality
- Student Achievement/Success
- High-Need Academic Programs
- Economic Development Activities
- Resource Development and Utilization
President Smith shares an update to the revised Accountability and Performance Funding Program
The PASSHE Accountability and performance funding program was recently revised and has moved to a new level: measuring more closely what matters, measuring results rather than process, and allowing for greater alignment between the university’s strategic directions and the measures on which it will be held accountable. The Committee will continue to refine the program, establish new measures, data collection strategies, evaluation methodologies, and transition issues.
The major changes to this document include:
· Placing the performance funding program in the context of the overall PASSHE strategic directions;
· Equating the current level of funding to overall E&G budget
· Eliminating the “exceeds” category;
· Redefining the distribution methodology;
· Refining the list of measures to focus more on outcomes/results (additions, revisions and deletions); and
· Adding a mandatory measure in the stewardship category (private fundraising), reflecting the increasing need to diversify sources of revenues.
President Smith thanked the Steering Committee and our chairs and co-chairs of the TREND sub-committees for their leadership in moving forward the University Strategic Plan for Slippery Rock University. Following brief discussion, President Smith adjourned the meeting.
Next Meeting Date
To be determined
Respectfully Submitted – Tina L. Moser