Strategic Plan 2012

Process | Scorecards | Strategy Map [pdf] | 2011 Themes | 2011 Brochure [pdf]

Strategic Planning Process

The strategic planning process at UW-Green Bay has included input and comments from a cross section of the University and greater Green Bay communities. The plan you see detailed here is a living document. The scorecard tool will be updated three times a year providing a transparent and accountable mechanism to track goals and objectives as they are achieved and as new goals are established. In addition to the ongoing scorecard updates, the University’s Cabinet will focus on the strategic plan specifically at a yearly recap and update meeting.

Timeline of Strategic Planning Process

Spring/Fall 2010 2011 Winter 2011/2012

Identifying the Strategic Themes
(Affinity Mapping Sessions)

 

Development and Communication of the Seven Strategic Planning Themes

Applying a Simple Performance Measurement Framework

17 listening sessions/forums were held with input gathered from faculty, staff, students and members of the community. Results were discussed with a wide variety of groups and reviewed by the Leadership Council, Faculty Senate, Academic Staff Committee and the Cabinet.

As a result of the listening sessions and subsequent discussions, input was consolidated into seven Strategic Planning Themes. These themes were developed to provide guidance and context as planning moved into the various administrative units. Those areas involved in developing a unit strategic plan included:  Academic Affairs, Advancement, Athletics/Kress Events Center, Business and Finance, Chancellor’s Office (sustainability), and the Weidner Center. These individual unit plans were shared with a variety of internal audiences such as the Faculty Senate, Leadership Council and others in a draft strategic plan mapping the goal statements of the plan to the strategic themes.

In order to bring the individual unit plans back into a common campuswide whole under the Strategic Planning Themes, a commonly used strategic planning tool was applied to the goals/objectives of the administrative units called a Balanced Scorecard.

Balanced Scorecard

“The Balanced Scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more ‘balanced’ view of organizational performance.” (balancedscorecard.org)

The Balanced Scorecard framework views the organization from four perspectives on which metrics are tracked. For a non-profit organization such as UW-Green Bay, those perspectives include:

Our seven Strategic Themes were assigned to these four perspectives (see 2011 Strategy Map [pdf]) to allow development of the scorecard tool. Key points from each of the Strategic Themes were used as another level of organization to more clearly delineate the goals from the multiple unit plans under an appropriate perspective.

The strategy map also shows the connection between the perspectives. Generally, improving ‘performance’ in the bottom tiers enables the organization to improve efforts and outcomes in the next row up.

This site uses the Balance Scorecard approach to present the goals and objectives of the compiled administrative unit plans. See the Fall 2011 Strategic Goals and Objectives [pdf] for individual unit plans mapped to multiple themes.

The links in these tables bring you to the Scorecard, which displays current status toward achievement of the goals and objectives. The next update of the Scorecard will occur in July 2012.