General Sessions

Provosts' Panel

Saturday, March 17, 2001
10:45 a.m. - 12:00 p.m. GS02

John C. Cavanaugh, President, University of West Florida

Robert L. Hampton, President, York College/CUNY

Donna M. Randall, President, Albion College

This panel will tackle the following questions and how their institutions have handled these issues:

How can leaders communicate what transforming the institution really means to everyone involved?
What processes can decision-makers, leaders, and implementers use to map strategic initiatives, policy development, resource allocation (e.g. budget) and institutional assessment to the strategic plan?
How can an institution set priorities for large-scale investment to advance transformation of teaching and learning?
How can budgets and staffing plans be made more fungible, in order for institutions to become more agile and responsive to changes in their environment?

Tactical Panel

Saturday, March 17, 2001
1:00 p.m. - 2:30 p.m. GS03

Ellen Yu Borkowski, Director, Academic Support, University of Maryland

Paul B. Gandel, Vice President for Information Technology/CIO, Syracuse University

Helen Knibb, NLII 2001 Fellow, Fleming College

M. S. Vijay Kumar, Senior Associate Dean and Director, Office of Educational Innovation and Techno, MIT

This panel of campus decision-makers and implementers of strategic plans will address the following tactical alignment questions:

How can decision-makers assess the readiness of the institution to change, in order to apply scarce resources strategically, address weaknesses, take advantage of institutional strengths, and work around institutional barriers?
Assuming that all the right stakeholders were involved in the strategic planning process, what stakeholders need to continue to be involved and how (and if all the right stakeholders weren't originally included, how can they be engaged now)?
How should strategic initiatives, budgets, policies, and assessment activities be aligned with the strategic plan in order to operationalize it?
Are there differences in the processes to be used depending on scale of planning (departmental, institutional, system, state)? If so, what are the issues that create these differences?
What are the dimensions of scalability and sustainability that should be explored?
What processes might be used to apply a set of evaluation guidelines, in order to select projects that will advance this transformation?

Welcome, Introductions & Logistics

Saturday, March 17, 2001
8:30 a.m. - 9:00 a.m. GS01

Wrap-up Presentation

Saturday, March 17, 2001
4:00 p.m. - 5:00 p.m. GS04

How did one campus tackle all of these issues?

ELI 2001 Spring Focus Session		General Sessions Provosts' Panel Saturday, March 17, 2001 10:45 a.m. - 12:00 p.m. GS02 John C. Cavanaugh, President, University of West Florida Robert L. Hampton, President, York College/CUNY Donna M. Randall, President, Albion College This panel will tackle the following questions and how their institutions have handled these issues: How can leaders communicate what transforming the institution really means to everyone involved? What processes can decision-makers, leaders, and implementers use to map strategic initiatives, policy development, resource allocation (e.g. budget) and institutional assessment to the strategic plan? How can an institution set priorities for large-scale investment to advance transformation of teaching and learning? How can budgets and staffing plans be made more fungible, in order for institutions to become more agile and responsive to changes in their environment? Tactical Panel Saturday, March 17, 2001 1:00 p.m. - 2:30 p.m. GS03 Ellen Yu Borkowski, Director, Academic Support, University of Maryland Paul B. Gandel, Vice President for Information Technology/CIO, Syracuse University Helen Knibb, NLII 2001 Fellow, Fleming College M. S. Vijay Kumar, Senior Associate Dean and Director, Office of Educational Innovation and Techno, MIT This panel of campus decision-makers and implementers of strategic plans will address the following tactical alignment questions: How can decision-makers assess the readiness of the institution to change, in order to apply scarce resources strategically, address weaknesses, take advantage of institutional strengths, and work around institutional barriers? Assuming that all the right stakeholders were involved in the strategic planning process, what stakeholders need to continue to be involved and how (and if all the right stakeholders weren't originally included, how can they be engaged now)? How should strategic initiatives, budgets, policies, and assessment activities be aligned with the strategic plan in order to operationalize it? Are there differences in the processes to be used depending on scale of planning (departmental, institutional, system, state)? If so, what are the issues that create these differences? What are the dimensions of scalability and sustainability that should be explored? What processes might be used to apply a set of evaluation guidelines, in order to select projects that will advance this transformation? Welcome, Introductions & Logistics Saturday, March 17, 2001 8:30 a.m. - 9:00 a.m. GS01 Wrap-up Presentation Saturday, March 17, 2001 4:00 p.m. - 5:00 p.m. GS04 How did one campus tackle all of these issues?
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