Running Head: STRATEGIC PLAN

ASSESSMENT 1

Strategic Plan Assessment

Amanda Sherman

Post University
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Introduction

Effective strategic planning is instrumental in the success of every college and university

in the United States. Strategic planning charts the course for the future of an institution. A

useful strategic plan identifies and justifies what an organization wants to become, it

communicates broad goals for the institution and the reasoning behind these ambitions

(Kaufman, 2016, p.57). Each individual goal is inspected and broken down into attainable

objectives, then measurement metrics are defined for evaluating progress on each objective. And

finally accountability on follow-up and evaluation of progress is established. The following will

introduce Bowie State University, evaluate the key elements of their strategic plan, and provide

analysis and recommendations on their process.

Bowie State University

Founded in 1865, Bowie State University is one of the oldest historically black

institutions in the United States. Located in Bowie Maryland on a rural 300 acre campus, Bowie

students can easily access Washington DC as well as Baltimore. The 5,669 Bowie students

include 4,711 undergraduate, 958 graduate, and 967 first-time freshmen. Undergraduate tuition

for in-state residents is $7,880, while out-of-state students pay $18,416. Tuition for graduate

students is $12,249 for in-state residents, and $19,185 for out-of-state students. The academic

programs consist of 22 undergraduate majors, 19 masters programs, two doctoral programs, 13

post-baccalaureate certificates, three certificates in advanced study, and one post-masters

certificate. The governance of the university includes the President and his cabinet, a faculty

senate, staff council and a division of academic affairs, administration and finance, institutional

advancement and student affairs. Because Bowie is a state university, it falls under the authority

of the Board of Regents in the University System of Maryland (Bowie State University, 2017)
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Evaluation of Strategic Plan

Mission. Vision. Values.

The mission statement as stated in the 2013 2018 Strategic Plan is as follows:

Bowie State University empowers a diverse population of students from Maryland, the

nation, and the world to reach their full potential through its high-quality, liberal-arts-

based bachelors, masters, and doctoral programs. The University provides a nurturing

environment distinguished by a culture of success that supports students in completing

their course of study. As Marylands first historically black university, Bowie State

inspires and prepares ethical and socially responsible leaders who can think critically,

discover knowledge, commit to lifelong learning, value diversity, and function effectively in

a highly technical and dynamic global community. (Bowie State University, 2013, p4)

This mission statement communicates multiple messages to its target population. First, Bowie

establishes itself as a liberal arts school, with high-quality programs at all levels of higher

education. It is also clearly important that the school mentions its long history and African

American heritage. Branding the school this way distinguishes it from competitors with similar

demographics in the area. Finally the university establishes a goal for its student population and

portrays the world they will be prepared for upon completion of their degree.

Bowie State Universitys visions can be broken down into key target areas. First, the

university provides a goal of achieving academic success for its student population, including

degree completion time. Second, Bowie stresses the importance of having a culturally diverse

student population, and preparing that population for effectively contributing to the community.

The remaining objectives are geared toward the university and its effectiveness. Bowie seeks to
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increase brand recognition and explore additional revenue sources, as well as supporting faculty

in scholarly development. This vision clearly stated cites achievement for students academically

and within their communities, while focusing on the growth and success of the school as a

whole, along with support of faculty.

The core values of Bowie State University are clearly displayed and fully explained. The

core values stated are: Excellence, Civility, Integrity, Diversity and Accountability. Excellence

is described as students, faculty, staff and administrators operating at outstanding levels of

performance. Civility includes cultivating an environment of value, respect and appreciation.

Integrity references a high level of ethical standards for students, faculty, staff and

administrators. Diversity states that Bowie State University fosters awareness of issues on race,

gender, ethnicity, national origin, culture, sexual orientation, religion, age and disability. Finally,

accountability represents that each member of the community is responsible for the outcomes of

their efforts and actions (Bowie State University, 2013).

Strategic Goals. Measures and Metrics.

The first strategic goal is to deliver high quality academic programs and relevant co-

curricular experiences (Bowie State University, 2013, p8). Within this goal Bowie strives to

continuously improve its academic programs and identify two signature programs. There are ten

initiatives within this goal, with measurement metrics provided for each to evaluate outcomes.

The initiatives include: enhancing rigor and relevance of existing programs and developing new

programs, select and promote signature programs to attract new students, provide optimal

learning experiences in STEM programs, support strong liberal arts core curriculum, continue

assessing student learning and implementing curricula improvements, offer educational

experiences that prepare students for success in their professional careers, develop a plan to
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promote campus diversity, establish programs designed to prepare faculty and students for

integrative teaching and learning, enhance the honors program and promote academic

scholarship and research among faculty (Bowie State University, 2013). Of these initiatives,

the majority are action based improvements, and some are maintenance objectives. Maintenance

objectives do not require change on the universitys part, but simply reinforce the current

trajectory. For example, select and promote signature programs requires action, while offer

general education experiences that prepare students for success in their major is a maintenance

statement which is cited to reinforce the values of the university (Bowie State University, 2013,

p10). The measurement metrics established for each initiative are general departments and/or

topics. For example, the initiative referencing selecting signature programs, metrics listed are

enrollment, retention and completion rates, distinctiveness, regional, national and global impact,

cost and sustainability; quality assessment (Bowie State University, 2013, p10). These

measurement metrics are extremely broad and the collaboration required to effectively evaluate

the data collected and used to analyze progress would be overwhelming.

The second strategic goal is to develop and implement program and services that promote

access, affordability and completion for a diverse student body with an emphasis on underserved

populations (Bowie State University, 2013, p11). There are eight initiatives within this goal:

assess and increase need-based and merit financial aid for under-served students, develop

financial aid strategy that maximizes institutional financial resources, provide financial literacy

training and counseling, design and implement service delivery model to increase satisfaction

levels, revise academic and administrative policies to conform to current university practices and

promote success, provide effective academic support services, enhance recruitment of student

athletes and develop a coordinated approach to academically support students needing

developmental coursework, as well as students entering directly into credit courses (Bowie State

University, 2013). The goals established assist underserved populations in two regards financial

and academic. The measurements and metrics for these initiatives mostly work with pre-existing

data and research, such as student satisfaction levels and pass rates. This allows the institution to

maximize efficiency and work with existing departments and procedures.

Strategic goal three is to conduct and sustain academic transformation initiatives to

improve student success and promote greater faculty collaboration (Bowie State University,

2013, p14). There are six initiatives outlined to achieve this goal: encourage faculty to

experiment with new pedagogies and technologies, promote intellectually rewarding

interdisciplinary collaborations, identify and implement online academic programs, ensure

comparable experiences between face-to-face and distance education, expand and enhance

technology support services and promote faculty professional development in curriculum design,

instructional delivery, assessment, evaluation and application of instructional technology

(Bowie State University, 2013). These initiatives map out the direction of the online program

and academic development at the university. They focus on curriculum development and

expansion of the online program, while maintaining standards for academics. The metrics for

these initiatives range from measuring the support staff to faculty ratio and number of online

programs offered cross-referenced with enrollment in these programs. Such metrics are

measurable and well defined to capture quantitative data for future development.

The fourth strategic goal is to develop a comprehensive model of regional, national and

global engagement to address societal needs (Bowie State University, 2013, p17). The five

distinct initiatives include: expand community outreach efforts to middle and high schools,

cultivate partnerships with business, government, media and community groups, increase
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academic programs at off-campus locations, develop alternative academic programming and

design opportunities that encourage interaction among faculty, staff, students and external

partnership to foster understanding of societal issues and stimulate action for positive change

(Bowie State University, 2013). These goals highlight the importance of having a university

presence in the community, and the significance of making students culturally aware and

effective agents of change in their world. The metrics for this initiative include measuring the

number of high school students engaged in Bowie State activities and level of faculty

involvement in community events. These metrics prove more challenging because although

steps can be taken to encourage high school involvement and community partnerships, they

require the consent of a third party, which cannot be made mandatory.

Strategic goal five is to advance the overall effective and efficient use of resources and

identify new revenue sources to support the universitys core mission (Bowie State University,

2013, p20). The initiatives include: promote professional development, develop multi-year

facilities renovation plan, pursuing alternative revenue streams, support faculty and staff

involvement in seeking external funding, improve technology infrastructure and develop and

implement additional sustainability initiatives (Bowie State University, 2013). This plan takes

the approach of facing financial issues at the university as a university. Involving faculty and

staff in professional development as well as seeking external funding ensures engagement from

the entire university community in becoming efficient and effective with use of funds. The

metrics include number of staff participating in grant writing training as well as annual fund

raising goals. These are quantitative and measurable outcomes, and setting specific goals sets a

target for staff to reach and allows for the university to set budget expectations.
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The sixth and final strategic goal is to define and communicate the Universitys

distinctive identity and value proposition (Bowie State University, 2013, p23). The five

outlined initiates are: develop institutional core message and engage campus community as

front-line ambassadors, implement marketing plan and support student enrollment an alumni

affairs, build recognition of the expertise of faculty, enhance traditional, online and new media

strategies and promote transparency. The campus is in need of a definitive cultural message,

although there is the draw of being the first historically African American college in Maryland, a

brand message is what the university wishes to convey about their vision as opposed to simply a

fact. The metrics for this objective include utilization of social media, amount of visibility in

news media, and perceptions of prospective students. The universitys brand presence can be

difficult to measure, and mapping out quantitatively peoples perceptions outside of the

university community is essentially the target.

Analysis

Bowie State Universitys strategic plan serves as an excellent framework for the future of

the university. Some of the biggest challenges for Bowie State were addressed, including

branding. In academics, developing majors or curriculum for which Bowie State is known, is an

important part of attracting new students. And the establishment of brand messaging or a

cultural voice sets the university apart from others. The strategic plan also addressed timely

issues such as development of new technology and affordability of higher education for

underrepresented students. This shows that Bowie State is committed to facing issues impacting

students now and in the future, thinking proactively about providing quality education and what

that looks like for every population. The strategic plan clearly ties into the mission, vision and
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values of the university, placing academics, diversity and competency in a global market place

first.

The goals and initiatives described in the strategic plan are an excellent starting point for

the university, however there are areas of improvement. There was very little stated as far as an

action plan, no representatives were assigned accountability for the initiatives outlined and there

were no actual statistics or data to use as a baseline or any numerical goals set. Alternatively

looking at the strategic plan for Central Connecticut State University there are 52 unique

objectives. Each objective is broken down into the objective, a reference number from a

previous strategic plan to compare progress, an ExCom member assigned for accountability, an

assessment tool, a numerical baseline depicting the universitys current situation, a numerical

goal, up to date progress since the initiative was enacted, and enabling activities, or how to

achieve this goal (Central Connecticut State University, 2016). This strategic plan not only

assigns accountability for progress, but breaks down goals numerically and provides a specific

measurement tool.

Recommendations

The first set of recommendations centers on the Bowie State process of strategic planning

itself, the second applies to the material covered in the strategic plan. First, to effectively enact

change at the university, the strategic plan must include parties responsible for measuring

progress and implementing change. There must also be at all possible points, numerical

measures assigned to a baseline starting points and a time sensitive goals. The goals and

initiatives often had very little or no action, and no specific direction. For example, promote

intellectually rewarding interdisciplinary collaborations among faculty and the various academic
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units (Bowie State University 2013, p16). There is no clear direction for how to foster

collaboration, or how that progress will be measured.

The broad goals set forth in the Bowie State University strategic plan are well intended

and speak to the values of the university, but there are areas of improvement in the fine detail.

One is that goal two, aimed at access, affordability and degree completion of underserved

populations addresses issues of financial aid and providing academic support services, but there

is nothing addressing the specific needs of this population. The addition of a first-year success

program may assist students with their transition. Also placement testing is a mandatory part of

each first-year student experience. This may be daunting to first-generation college students.

Offering free college prep courses would satisfy multiple objectives, assisting underrepresented

populations, creating a community presence and establishing partnerships with local high

schools. In goal five, which focuses on finding alternative sources of funding and efficiency,

listed in the metrics are only out dated tools such as grant-writing and fundraising. Looking

toward community partnerships and corporate sponsors is the kind of ingenuity Bowie State will

need to remain economically stable.

Conclusion

Bowie State University has the proper framework for strategic planning. The goals are

an accurate representation of the vision and values of the university, and the plan is easy to

comprehend. However, to progress as a university and remain financially viable, Bowie State

will have to incorporate more action items into their strategic plan, explain how they plan to

achieve their objectives, assign accountability, establish goals and define quantitative

measurement metrics. Enacting these changes has the potential to create dramatic effects at the

university.
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References

Bowie State University. (2013). Strategic Plan 2013 2018. Retrieved April 26, 2017 from:

https://www.bowiestate.edu/files/resources/bsu_strategicplan-2013-18-online.pdf

Central Connecticut State University. (2016). Strategic Plan. Retrieved April 28, 2017

from: http://www.ccsu.edu/strategicplan/index.html

Kaufman, R. (2016). Strategic Planning: Getting From HERE TO THERE. Talent

Development, 70(3), 54.