Стратегическое управление в университетах США В.А.Блонин, В.А.Блонин, декан факультета социальных декан факультета социальных наук ННГУ наук ННГУ. - презентация

1 Стратегическое управление в университетах США В.А.Блонин, В.А.Блонин, декан факультета социальных декан факультета социальных наук ННГУ наук ННГУ

2 2 Проекты IREXs University Administration Support Program, supported by the Carnegie Corporation of New York (FALL 2004 ) IREXs University Administration Support Program, supported by the Carnegie Corporation of New York (FALL 2004 ) «Стратегическое планирование в университете: американский опыт и возможности его применения в региональном российском университете» «Стратегическое планирование в университете: американский опыт и возможности его применения в региональном российском университете» 2005 Pilot Project Grants, IREXs University Administration Support Program 2005 Pilot Project Grants, IREXs University Administration Support Program «Создание аналитического центра обеспечения стратегического управления в ННГУ» «Создание аналитического центра обеспечения стратегического управления в ННГУ»

3 3 IREXs University Administration Support Program, supported by the Carnegie Corporation of New York (FALL 2004 ) «Стратегическое планирование в университете: американский опыт и возможности его применения в региональном российском университете» «Стратегическое планирование в университете: американский опыт и возможности его применения в региональном российском университете»

4 4 : Цель проекта: Изучение опыта университетов США по организации процесса стратегического планирования Изучение опыта университетов США по организации процесса стратегического планирования : Место проведения исследования: Университет центральной Флориды (Орландо) Университет центральной Флориды (Орландо)

5 5 Что показало изучение американского опыта? Жизненная необходимость, а не модное поветрие Жизненная необходимость, а не модное поветрие Стратегическое планирование как непрерывный процесс Стратегическое планирование как непрерывный процесс Ресурсы и процедуры Ресурсы и процедуры

6 6 Условия и необходимость Формирование новой модели университета Формирование новой модели университета Изменение внешней среды функционирования вузов Изменение внешней среды функционирования вузов Создание адаптивной системы управления университетом Создание адаптивной системы управления университетом Стратегическое управление – управленческая концепция, включающая разработку миссии и стратегического плана развития университета Стратегическое управление – управленческая концепция, включающая разработку миссии и стратегического плана развития университета

7 7 Концепция стратегического управления Условия и необходимость Условия и необходимость Принципы и содержание Принципы и содержание Американский опыт Американский опыт

8 8 Изменение внешней среды функционирования вузов Сокращение государственного финансирования вузов Сокращение государственного финансирования вузов Глобализация рынка образовательных и научных услуг Глобализация рынка образовательных и научных услуг Повышение конкуренции вузов на рынке образовательных услуг Повышение конкуренции вузов на рынке образовательных услуг Динамические изменения внешней среды Динамические изменения внешней среды

9 9 Стратегическое управление как управленческая концепция Стратегическое управление – ответ на внешние вызовы, средство приспособления к конкурентной и меняющейся внешней среде Стратегическое управление – ответ на внешние вызовы, средство приспособления к конкурентной и меняющейся внешней среде Стратегический менеджмент включает разработку миссии и стратегического плана университета Стратегический менеджмент включает разработку миссии и стратегического плана университета

10 10 Стратегическое планирование должно способствовать: Определению стратегических направлений развития для достижения желаемого будущего Определению стратегических направлений развития для достижения желаемого будущего Обеспечению условий для конкурентоспособности Обеспечению условий для конкурентоспособности Консолидации университетского коллектива для достижения поставленных целей Консолидации университетского коллектива для достижения поставленных целей Развитию контактов и диалога с внешним окружением Развитию контактов и диалога с внешним окружением

11 11 Problem of strategic planning in higher education During the past decade institutions of higher education had to confront numerous changes in their external and internal environment, and respond to emerging challenges (Bok D.C., 2003) Many universities engaged in strategic planning as means to "make beneficial, strategic changes to adapt to the rapidly shifting environment" (Rowley, Lujan, & Dolence, 1997) Strategic Planning is the process by which the guiding members of an organization envision the future and develop the necessary procedures and operations to achieve that future (Goodstein, 1993)

12 12 MISSION/ VISION defined within the framework of organizations philosophy Gap analysis STRATEGIC ISSUES Benchmarking Environmental Scan and SWOT INTENDED STRATEGIES ONGOING STRATEGIC PROGRAMMING Strategic Goals Action Plans Tactics STRATEGIC LEARNING and STRATEGIC THINKING Emergent Strategies unintended strategies due to a learned pattern of behavior or unforeseen events Strategic Planning Process Model (Lerner, A.L., 1999 // )

13 13 Where are you now? Where do you want to be? Strategic Planning Establish Planning Team - - Conduct environment scan - Forecast future scenario Determine shared values - - Develop vision - Analyze vision for strategic Write mission - future - Identify strategic initiatives _________________________ __________________________ - Select strategic initiative Institutional planning and - Develop long-range plan deployment process - Develop business plan - Develop operational plan How do you get there? Strategic Planning model (Alexander, W.F., Serfass R.W., 1999)

14 14 The University of Central Florida The Nizhniy Novgorod State University The University of Central Florida was established oh June, Formerly it was named Florida Technological University. The name was changed by action of the Florida Legislature on December 6, The University of Central Florida was established oh June, Formerly it was named Florida Technological University. The name was changed by action of the Florida Legislature on December 6, Today, UCF is one of the largest of the eleven schools in the State University System of Florida, housing nine colleges (Arts & Sciences, Biomedical Sciences, Business Administration, Education, Engineering & Computer Science, Health & Public Affairs, The Burnett Honors College, Optics & Photonics, and Hospital Management). Led by the Florida Board of Governors and administered by a local Board of Trustees, UCF is accredited by the Southern Association of Colleges and Schools. Today, UCF is one of the largest of the eleven schools in the State University System of Florida, housing nine colleges (Arts & Sciences, Biomedical Sciences, Business Administration, Education, Engineering & Computer Science, Health & Public Affairs, The Burnett Honors College, Optics & Photonics, and Hospital Management). Led by the Florida Board of Governors and administered by a local Board of Trustees, UCF is accredited by the Southern Association of Colleges and Schools. Status: One of Florida's 11 public universities Status: One of Florida's 11 public universities Original Enrollment: 1,948 students Original Enrollment: 1,948 students Fall 2004 Enrollment: 42,568 Fall 2004 Enrollment: 42,568

15 15 ACADEMIC PROGRAMS: (as of 06/2004) DEGREES AWARDED TO DATE: (as of 6/2004) 86 Baccalaureate Programs 68 Master's Programs 3 Specialist Programs 24 Doctoral Programs Baccalaureate Degrees: 114,667 Master's Degrees: 22,501 Specialist Degrees: 366 Doctoral Degrees: 1,166

16 E0Y EXPENDITURES INITIAL OPERATING BUDGET Budget Entity Education & General $270,769,351 Auxiliary Enterprises $68,079,295 Contracts & Grants $79,111,303 Local Funds $148,892,354 Total $566,852,354 Source: UCF Budget Office Reports Budget Entity Education & General $305,268,540 Auxiliary Enterprises $75,500,000 Contracts & Grants $89,800,000 Local Funds $198,657,600 Total $669,226,140 Source: UCF Budget Office Reports

17 17 The University of Central Florida The University of Central Florida

18 18 EMPLOYEES BY CATEGORY: (AY ) Full-time Faculty 1,158 Part-Time Faculty (FTE's) 280 Graduate Teaching Assistants (FTE's) 203 Other Graduate Assistants (FTE's) 472 Executive & Administrative & Managerial (with academic rank) 132 Executive & Administrative & Managerial (other) 219 Other Professionals 1,039 Support 1,075 University Total 4,578 Source: IPED's Fall Staff - Fall 2003.

19 19 Faculty Information: (AY ) Fall Student/Faculty Ratio: Fall Student/Faculty Ratio: [Fall Student FTE/Faculty FTE] 18.6:1 % of Faculty with Doctorate Degrees: 69% % of Faculty with Doctorate Degrees: 69% # of Full-time Faculty with Doctoral Degrees: 803 # of Full-time Faculty with Doctoral Degrees: 803

20 20 The University of Central Florida The Nizhniy Novgorod State University The UCF and the UNN (features of similarity): Both the UCF and the UNN are regional-metropolitan research universities (carrying out mission of the educational, scientific, cultural centre of the region), Both the UCF and the UNN are regional-metropolitan research universities (carrying out mission of the educational, scientific, cultural centre of the region), Both UCF and UNN have passed a way from domination of sciences by a component to classical university, Both UCF and UNN have passed a way from domination of sciences by a component to classical university, Both UCF and UNN demonstrate especially dynamical development last decade, putting before themselves the ambitious purposes and achieving significant results, Both UCF and UNN demonstrate especially dynamical development last decade, putting before themselves the ambitious purposes and achieving significant results, Both UCF and UNN actively develop system of regional representations (there are regional campuses in UCF, and UNN branches in districts of the Nizhniy Novgorod region), Both UCF and UNN actively develop system of regional representations (there are regional campuses in UCF, and UNN branches in districts of the Nizhniy Novgorod region), Both UCF and UNN give the large attention to improvement of university management system, Both UCF and UNN give the large attention to improvement of university management system, Both UCF and UNN actively work in creation of multi-channel system of financial support for strategic development (UCF experience in cooperation with the local and national companies within the framework of Research Park activity can be used and in UNN fundraising practice) Both UCF and UNN actively work in creation of multi-channel system of financial support for strategic development (UCF experience in cooperation with the local and national companies within the framework of Research Park activity can be used and in UNN fundraising practice)

21 21 The Mission of the University of Central Florida The mission of the University of Central Florida clearly establishes the institution as a metropolitan research university. The University of Central Florida is a public, multi-campus, metropolitan research university, dedicated to serving its surrounding communities with their diverse and expanding populations, technological corridors, and international partners. The mission of the university is to offer high-quality undergraduate and graduate education, student development, and continuing education; to conduct research and creative activities; to provide services that enhance the intellectual, cultural, environmental, and economic development of the metropolitan region, address national and international issues in key areas, establish UCF as a major presence, and contribute to the global community. The University of Central Florida is a public, multi-campus, metropolitan research university, dedicated to serving its surrounding communities with their diverse and expanding populations, technological corridors, and international partners. The mission of the university is to offer high-quality undergraduate and graduate education, student development, and continuing education; to conduct research and creative activities; to provide services that enhance the intellectual, cultural, environmental, and economic development of the metropolitan region, address national and international issues in key areas, establish UCF as a major presence, and contribute to the global community.

22 22 The Mission of the University of Central Florida GOALS The university established five goals in the previous strategic plan. They have high recognition and recall among the university community and have been embedded in the evaluation and planning processes. The goals continue to express what it will take to achieve the universitys vision and therefore remain our focus. UCFs Goals Goal 1: Offer the best undergraduate education available in Florida. Goal 2: Achieve international prominence in key programs of graduate study and research. Goal 3: Provide international focus to UCF curricula and research programs. Goal 4: Become more inclusive and diverse. Goal 5: Be Americas leading partnership university

23 23 The Mission of the University of Central Florida VALUES Integrity, scholarship, community, creativity, and excellence are the core values that guide our conduct, performance, and decisions. VISION The University of Central Florida will be the nations leading metropolitan research university recognized for its intellectual, cultural, technological, and professional contributions and renowned for its outstanding programs and partnerships. STRATEGIC INITIATIVES Twelve strategic initiatives form the foundation of the UCF Strategic Planand define the universitys Pathways to Prominence. The following sections provide background information about each initiative, outlining the objectives that support each activity.

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26 Pilot Project Grants, 2005 Pilot Project Grants, IREXs University Administration Support Program IREXs University Administration Support Program «Создание аналитического центра обеспечения стратегического управления в ННГУ» «Создание аналитического центра обеспечения стратегического управления в ННГУ»

27 27 Цель проекта Создание организационных, информационно-аналитических и методических условий для обеспечения процесса стратегического управления и планирования в ННГУ Создание организационных, информационно-аналитических и методических условий для обеспечения процесса стратегического управления и планирования в ННГУ

28 28 О новой модели университета The Responsive University. Restructuring for High Performance. – Baltimore & L.: The Johns Hopkins University Press, The Responsive University. Restructuring for High Performance. – Baltimore & L.: The Johns Hopkins University Press, Clark, B.R. Creating entrepreneurial universities: organizational pathways of transformation. Issues in Higher Education. – Paris: IAU Press, Pergamon, Elsevier Science, 1998 Clark, B.R. Creating entrepreneurial universities: organizational pathways of transformation. Issues in Higher Education. – Paris: IAU Press, Pergamon, Elsevier Science, 1998 Marginson, S. Considine M. The Enterprise University. Power, Governance and Reinvention in Australia. – Cambridge: Cambridge University Press, Marginson, S. Considine M. The Enterprise University. Power, Governance and Reinvention in Australia. – Cambridge: Cambridge University Press, Bok D. Universities in the Marketplace. The Commercialization of Higher Education. - Princeton University Press, Bok D. Universities in the Marketplace. The Commercialization of Higher Education. - Princeton University Press, 2003.

29 29 Литература Alexander, W.F., Serfass, R.W. (1999). Futuring Tools for Strategic Quality Planning in Education. Milwaukee, Wi: Quality Press. Alexander, W.F., Serfass, R.W. (1999). Futuring Tools for Strategic Quality Planning in Education. Milwaukee, Wi: Quality Press. Bok D.C. (2003). Universities in the marketplace: the commercialization of higher education. Princeton, NJ: Princeton University Press. Bok D.C. (2003). Universities in the marketplace: the commercialization of higher education. Princeton, NJ: Princeton University Press. Goodstein, L.P., T.Nolan, and J.W.Pfiffer. (1993). Applied Strategic Planning. New York: McGraw Hill. Goodstein, L.P., T.Nolan, and J.W.Pfiffer. (1993). Applied Strategic Planning. New York: McGraw Hill. Hax, A. C. & Majluf, N. S. (1996). The Strategy Concept and Process, A Pragmatic Approach. Upper Saddle River, NJ: Prentice Hall. Hax, A. C. & Majluf, N. S. (1996). The Strategy Concept and Process, A Pragmatic Approach. Upper Saddle River, NJ: Prentice Hall. Kaufman, R.A., Herman J., Watters K. (2002). Educational planning: strategic, tactical, operational. Landham, Md.: Scarecrow Press. Kaufman, R.A., Herman J., Watters K. (2002). Educational planning: strategic, tactical, operational. Landham, Md.: Scarecrow Press.

30 30 Литература Lerner, A.L. (1999). A Strategic Planning Primer for Higher Education. California State University, Northridge // Lerner, A.L. (1999). A Strategic Planning Primer for Higher Education. California State University, Northridge // Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York, NY: The Free Press. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York, NY: The Free Press. Newman, F., Couturier L., Scurry J. (2004). The future of higher education: rhetoric, reality, and the risk of the market. San Francisco, CA: A Wiley Imprint. Newman, F., Couturier L., Scurry J. (2004). The future of higher education: rhetoric, reality, and the risk of the market. San Francisco, CA: A Wiley Imprint. Rowley, D. J., Lujan, H. D., & Dolence, M.G. (1997). Strategic Change in Colleges and Rowley, D. J., Lujan, H. D., & Dolence, M.G. (1997). Strategic Change in Colleges and Universities. San Francisco, CA: Jossey-Bass Publishers. The Cornerstones Report, CSU. Universities. San Francisco, CA: Jossey-Bass Publishers. The Cornerstones Report, CSU Strategic Planning Resources // Strategic Planning Resources //