Osher Institute Strategic Plan

MISSION STATEMENT

The Osher Lifelong Learning Institute at Boise State University provides a wide range of college-level, non-credit lectures, short courses, and excursions for the intellectual and social cultivation of its members.

VISION STATEMENT

The vision of the Osher Lifelong Learning Institute is to be the finest academic program designed for people over age fifty, providing intellectually distinguished non-credit courses and learning opportunities in optimal educational settings, and delivering meaningful opportunities for social engagement. The Institute continues to be supported and sustained by Boise State University, an engaged membership, Osher Foundation endowment funding, and contributions from members and community supporters.

INTRODUCTION

The Strategic Plans includes reference to member surveys conducted in partnership with the National Resource Center for Osher Institutes in 2014, 2016 and most recently, 2018. The 2018 survey was conducted through October of 2018 with results made available to the Institute in December 2018. These surveys provide demographic information, measurement of program success, and identification of strengths of the Osher Institute. Results from previous surveys to the most recent survey provide reflection and measurement of growth, improvement in programming, strengths of the Institute and recommendations from actual Osher Institute members who advise leadership for future development of the Institute. Results from the 2014 survey were informative to the original strategic plan; 2016 survey results were useful in measuring progress in certain areas; and the 2018 survey provides valuable new information to inform and support this plan.

Through the years since inception, the Osher Institute has gained significant membership annually as the program becomes more visible to the community; new retirees discover the program and have time to enjoy the Institute’s offerings; the Institute’s current members recruit friends and acquaintances to also join; and individuals moving to Boise from elsewhere and make it a priority to join the local Institute. Rapid growth has ensured that the need is great for such a rich, educational opportunity residents age 50 and older and the membership does provide financial support (both by donation and by membership dues/course fees) but it is important to note that challenges also accompany the robust and growing membership numbers. Biannual surveys continue to record perception of issues that come with a growing membership: ample space and facility to house large groups of attendees at functions, adequate and appropriate parking, sufficient programming to offer members access to actually get into programs of interest before it is filled, enrollment and registration practices that allows self-enrollment easily, with no technical difficulties, and sufficient faculty and professional presenters to schedule adequate quantities of programs. Significant effort has been given to continuously address the issues but these remain as critical challenges.

Since 2014, the Osher Institute expanded the number of annual educational offerings from 83 in to 128 offerings in 2019 and now has more than 1,650 members participating in educational programs. Special Interest Groups (SIGs) have also grown in number and in participation, from four groups in fall 2014 to nine groups currently in operation. The quality and rigor of programming remains consistently high as evidenced by evaluations by Osher members.

Evaluations score level of satisfaction of members regarding content matter, delivery of content, pace of delivery, preparation and overall organization of presenters.

The Osher Institute is financially sound with a successful fundraising program (by members, community members and community partners). In FY19, more than 20% of members supported the Osher Institute with personal contributions; three community partners also provided support of funding; Boise State University faculty contribute time and effort to prepare for and provide high quality, college-level courses, lectures and seminars; and Boise State University provides support to the Institute both in kind for facilities and technology; and with other ancillary services provided at a reasonable expense to the Osher Institute.

Members’ needs for educational engagement are being met and members appreciate the significant improvements in classroom and technology, again evidenced by individual course evaluations, program surveys, and the National Resource Center survey results of 2018, measuring responses from 625 of approximately 1,600 members. Along with a growing population of retirees in the Boise region, word of mouth testimonials by satisfied members, and University sponsored promotions, the membership growth of the Osher Institute continues to exceed expectations. With demand for additional educational and social options, new opportunities and challenges have been identified that will require strategic attention to ensure the continued excellence of the Osher Lifelong Learning Institute at Boise State University.

SUMMARY

From March 2018 through January 2019, the director and both the outgoing- and incoming- board chairs led the process for an updated Plan. An ad-hoc strategic planning committee was formed and two experts from within the membership were recruited. One expert facilitated focus groups and meetings; the other helped to create an internal online member survey and analyzed the data collected from 407 member responses, out of approximately 1,600 total members (25%).

In October 2018, the National Resource Center (NRC) of the Osher Lifelong Learning Institutes at Northwestern University School of Professional Studies conducted an Osher Lifelong Learning Institute Membership Survey, with 625 members out of approximately 1,600 total members (39%) responding. Survey results indicate some slight changes in some demographics of Osher Institute membership. For the first time, this Osher Institute’s average age range of members is between 70-74 years; in previous years, the average age range was between 65-69 years. Male to female demographics are 30% to 70% whereas in previous surveys, the percentage was to 27.75% to 72.25%. Male membership is up slightly, whereas female membership is currently down slightly from previous surveys. Members of the Osher Institute tend to have received advanced education. This remains consistent with previous data, reflecting that 87% of members hold a Bachelor’s, Master’s or Doctoral Degree.

According to the 2018 survey, reasons for memberships and involvement in the Osher Institute continue to reflect a desire to be intellectually stimulated, to enrich one’s life, to meet new people, and to connect with Boise State University.

The recent surveys also revealed strong positive feedback on perceived performances by the Osher Institute staff and programming: quality and diversity of educational programming, membership involvement, receiving useful information from staff and the website, a user- friendly registration system, staff ability to make members feel welcome and appreciated, and opportunities to evaluate quality of courses. Each of these areas reflected improvement from previous surveys, some as high as 5% more positive.

Current internal department and division reports reveal consistent growth in membership, numbers of course/presentations offered and faculty/industry expert presenters, enrollment and headcount, and member involvement in volunteer efforts. Current financial reports document financial growth for the Osher Institute by means of fundraising programs, member and community support donations, membership dues, and course fees. Fundraising programs and good stewardship of funds provides stability and sustainability for the Osher Institute. Currently, the operational expenses of the Institute are maintained by use of the course fee and membership revenue, leaving endowment and carry-forward funds available for future growth and expansion expenses of the Institute. Some of these gains, such as increased membership and interest in programs, have also created new challenges that will require attention to ensure the continued excellence of the Osher Lifelong Learning Institute at Boise State University.

In keeping with the standards of the original plan, this new Strategic Plan is intentionally simple and concise, does not seek to redefine our mission or vision statements, and addresses the ongoing critical issues identified in past plans. As agreed upon by the board, director, and planning committee, this strategic plan is a tune-up, rather than a major overhaul of the previous plan. That plan was the Institute’s first and required a great deal of comprehensive work, and was designed to serve the Institute’s needs well beyond the intended period.

CRITICAL ISSUES/AREAS

To develop the new Strategic Plan, a basic S.W.O.T. analysis of Strengths, Weaknesses, Opportunities, and Threats was developed, using standard methods such as internal department reports, financial statements, stakeholder focus groups, and member surveys, led by an expert from the Provost’s Office, Director of Professional Development.

For the benefit of its members and Boise State University, the following are the five critical areas on which the Osher Institute remains focused to ensure prosperity, longevity and sustainability of the Osher Lifelong Learning Institute: 1) Curriculum 2) Finance 3) Social Engagement & Volunteer Program 4) Infrastructure 5) Technology. The following discussion outlines the Goals, Strategies, Management, and Performance Metrics for each Critical Issue/Area.

1. Curriculum

Providing for the “intellectual cultivation” of our members is the cornerstone of the Osher Institute’s mission. High quality programming presented by skilled and knowledgeable presenters is the backbone of success for the Institute.

Goals

Continue to increase the quantity and variety of presentations to keep pace with growth and member needs and interests.
Continue to expand the pool of highly qualified, professional presenters while maintaining a high standard of excellence.
Evaluate the efficacy of the Travel Program.
Increase number of Special Interest Groups (SIGs) and opportunities for more social interactions of members.

Strategies

Amplify outreach efforts on campus and within the community/region to cultivate presenters and new collaborations.
Standardize curriculum committee program coordinators’ progress reports to the Director.
Continue to solicit member suggestions for subjects and nurture talent within the membership.
Continue to steward existing presenter relationships to ensure ongoing retention.
Continue to seek recommendations of new presenters from existing instructors.
Continue to invite potential presenters to attend a lecture or course session as a guest to witness the Osher teaching experience and gauge audience involvement in presentations.
Develop an active method for a “call for proposals” to teach for the Institute via Boise State University Update and other strategic platforms.
Employ presenter testimonials to encourage new faculty and new proposal topics.
Continue to rally Osher members to network within their social and community circle and engage in discovery of possible presenters and topics.
Continue to encourage membership ideas and feedback using the suggestion box and on evaluations.
Continue to utilize NRC resources and members to create meaningful new SIGs and SIG leaders. Create short-term SIGs if appealing to members/leaders.
Continue to explore and implement different learning formats such as additional summer opportunities, lecture series or retreats, lunch & learn/brown bag series, or social gatherings to maintain members’ engagement with the Institute and fellow members during the summer.

Evaluate Travel & Learn programs including a review of current travel vendor, Road Scholar, as compared to other travel vendor opportunities. As part of this evaluation, the Institute will:

Review financial impact/benefits/return on investment;
Review member participation and fulfillment of expectations;
Consider staff time to plan, coordinate and support the Travel Program.

Management

The director, curriculum committees, and staff

Performance Metric

Gauge growth/development 2019 – 2024:

Number of New Members
Number of Offered Presentations, Special Events, and Special Interest Groups
Number of Presentations duplicated to meet needs of membership
Enrollments, Waitlist & Conversions
Number of Presenters & Evaluation of Performance
Measure changes in member participation and satisfaction in travel program, SIGs, and Social Events

2. Finance

Fiscal strength and stability is necessary for the Osher Institute to continue to thrive be responsive to challenges, and to meet expectations of the Osher Foundation.

Goals

Continue to bolster the Osher Excellence Fund. Reach a level of annual support that consistently exceeds 25% member participation and a sustainable yearly goal of $50,000 by end of fiscal year 2022.

Create additional limited corporate philanthropic partnerships with a minimum annual goal of $10,000 by end of fiscal year 2022 (included in Excellence Fund annual goal).
Re-convene Finance Committee to help evaluate potential need for fee increases and to assess positive/negative impacts.
Identify resources from annual budget to support 100% of salary expenses of the director position from the Osher Institute budget.
Develop a plan to support expansion of programming to various locations, utilizing a budget of funds to support expenses, including new staffing salary expenses.
Create a celebration of the 20th Anniversary of the Osher Institute in 2022 and utilize this milestone for university recognition, special programming, and special fundraising goal/campaign/opportunities.

Strategies

Refer to the fundraising plan for specifics. Recommit to efforts to increase member participation in the Excellence Fund. Evaluate viability of a specific campaign initiative, donor benefits/levels, honorary gifts, etc.; positive/negative impacts of such changes.
Continue to work in concert with Advancement to identify major donors and planned gift prospects.
Carefully manage Institute resources and regularly analyze revenue and expense data to identify threats and opportunities. (e.g., stay tuned to legislative and administrative changes that may impact operations and/or university services fee); analyze space needs and cost for additional space in Yanke Building or other areas in the Valley; review efficacy of Osher Faculty Grants, expenses for annual social gatherings, catalogs, etc.
Continue to effectively steward the Institute’s funds in the Boise State Foundation.
Examine membership dues and/or course fees to determine increase if/when appropriate.

Management

The director, with assistance from the program coordinator, board, and Dean of Extended Studies.

Performance Metric

Track budget to determine outcomes of budget projections to meet/exceed projections of revenue and expenses.
Assess progress of annual financial outcomes of Excellence Fund goals, number of donors and/or size of annual gifts.
Develop new corporate, community partnerships in support of the Excellence Fund beyond the three that currently exist.
Assess expenditures/savings for future needs and growth/expansion of the Institute.

3. Social Engagement/Volunteer Program

Providing opportunities for the “social cultivation” of our members is part of the mission of the Osher Institute. Surveys indicate that while social engagement is not the priority for the majority of members, taking part in program offerings like SIGs and special events which emphasize social engagement and serving as a volunteer, fosters increased social engagement beyond regular lectures and courses and can enhance the member experience.

Goals

Continue the expansion of seminars and workshops that allow for more meaningful connection between members as they learn.
Re-evaluate existing social gatherings regarding attracting a diversity of members, including new members and those seeking more social engagement.
Enhance “Packet Pick Up Day” with social activities.
Increase the number of SIGs by at least one every other fiscal year, including short- term SIGs if the latter is a desirable option for members/leaders.
Establish an Osher member-use area by 2024 for social activity, before/after presentation conversations, SIG and committee meetings.
Evaluate current volunteer program, including a volunteer satisfaction survey of those who have served within the past two years. Identify opportunities for refreshed or new positions that can better support staff workload (e.g., social media ambassadors, classroom facilitators, special event attendants, etc.). Evaluate volunteer recognition opportunities.
Celebrate the Osher Institute 20th anniversary in 2022, utilizing milestone for university recognition, special programming, and special fundraising goal/campaign/opportunities.

Strategies

Consider repeats of existing SIGs with new leaders.
Constantly cultivate potential leaders from within the membership and put semi- regular calls out for leaders in the newsletter.
Research new SIGs, Seminars & Workshops, Member/Student Mentor groups, etc.
Host SIG quarterly open meetings where interested and prospective leaders can hear from director, staff and current SIG leaders about what is involved in this volunteer opportunity and recommendations for a successful experience.
Create a SIG Leader Manual to provide guidelines and suggestions on managing and leading a successful group.
Explore connections on campus with student groups, research projects, etc.
As possible, find space available in the Yanke Building for SIG meetings.
Continue to explore and implement summer opportunities such as a lecture series, retreats, brown bags or lunch & learn options, to keep members engaged with the Institute and others during the summer.
Enhance “Packet Pick Up Day” by making it a social event, with engagement activities for members utilizing staff and Advisory/ committee volunteers.
Establish an Osher member area in the Yanke Building by 2024, with seating and access to refreshments.
Create opportunities for Osher members to gain more information about volunteer opportunities with open-house sessions to discuss activities and events where additional assistance is needed.
Examine various types of volunteer recognition to improve awareness and appreciation of services.
Host an annual open house featuring the Osher Institute to current and prospective/new members, the public and other stakeholders to provide information and foster transparency.

Management

The director, with assistance from the staff and volunteer committees.

Performance Metric

Analyze results of volunteer satisfaction survey.
Track changes in number of new and returning volunteers.
Track number of new volunteer opportunities.
Track number of packets picked up.

4. Infrastructure

Growth has been a constant for the Osher Institute. It is important to manage growth effectively while continuing to meet the highest standards of programming and member needs. This challenge is likely one of the most critical as the ability to manage growth effectively requires identifying solutions to challenges: available seats in classes to meet demand, sufficient quantities of presentations, sufficient quantities of facilitators (faculty, industry experts, and other presenters), facilities large enough to accommodate member enrollments, and sufficient parking for attendees.

Goals

Assess need for additional part-time/full-time staff member in FY20 to allow for better coverage/back-up.
Continue to foster improvements to registration process to accommodate Osher members.
Explore changes to registration process to spread out registration monthly for “free” offerings to minimize reminders and exuberant enrollments on opening day.
Obtain additional facilities (classroom, lecture, and parking) either at Boise State University or within community(ies) to accommodate additional programming.
Continue to cultivate additional facilitators (faculty, industry experts, and other presenters) to provide educational programming.
Obtain dedicated space in Yanke Building parking lot for Osher members.
Secure commitment for additional space in the Yanke Building by 2024 for member use.

Strategies

Review staff roles and responsibilities to reflect increased workload.
Proactively book multiple sessions of predicted popular offerings/presenters whenever possible to meet demand.
Continue to identify areas for process efficiencies.
Encourage online registration; continue to offer tutorials and support to minimize paper registration processing; identify methods of scheduling and registration to minimize registration difficulties.
Stay abreast of potential space within the Yanke or other campus buildings that Osher could potentially utilize
Create a white paper to the Dean of Extended Studies regarding needs for committed space for Osher Institute program delivery.
Research additional space in the Treasure Valley for expansion.

Management

The director, staff, and advisory board.

Performance Metric

Identify author(s) of white paper outlining need for social space for the Osher Institute
Identify budgetary and financial resources to support a social space.
Explore connections for space beyond the Yanke Building including Extended Studies departments located off campus as well as regional opportunities in locations such as Twin Falls, College of Idaho-Caldwell/Meridian, and other areas where an interest in having Osher programming has been expressed.

5. Technology

Whether pertaining to online registration, member communication, or course delivery methods, technology in general, and at Boise State University, constantly changes and improves. The Osher Institute relies on advances in technology to enhance the member, instructor, and staff experience.

Goals

Work with Customer Services team on registration software wish list items; or explore new registration software that might be unique for the Osher Institute.
Upgrade desktop computers for staff within the Osher Institute offices in FY20.
Utilize online and/or distance learning opportunities as needed to ensure curriculum needs and member satisfaction.
Support upgrade of equipment in classroom 510 by FY21 in collaboration with Extended Studies and other groups who also use 510.
Convert Osher website to University redesign as scheduled by beginning of FY20, to improve accessibility and user experience.
Explore improvements to ensure accessibility in the classroom and all member interactions.

Strategies

Research technology timeline for upgrades of computers for Osher office and update each unit as needed.
Continue to work with Customer Services team to identify collaborative measures to improve registration process.
Explore use of hearing loops for Osher members.
Keep abreast of university resources for accessibility for hearing, sight, mobility impairment.
Monitor requests for “family bathrooms” for members who need assistance from spouse and elevate need to university leadership for facilities.

Management

The director, with assistance from staff and Customer Services team.

Performance Metric

The director, with assistance from staff, will work closely on these goals and keep the board up to date on progress.

CONCLUSION – WORKING THE PLAN

This Strategic Plan continues and builds upon a previous vision of growth for the Osher Lifelong Learning Institute for the coming years. Utilizing the Strategic Plan as a “living document” will provide ongoing direction to new heights, best practices, and sustainable visions for the Osher Institute. Many of the initiatives and goals, as well as strategies and matrices, are already in effect; all others will be implemented upon approval of the Strategic Plan by the Dean of Extended Studies and Osher Institute Advisory Board. Upon implementation, the director, Advisory Board, and staff of the Osher Institute will focus on the identified goals and establish routine reviews to track outcomes. Upon approval, this Strategic Plan will be made available to the Osher membership and the general public via the Osher Lifelong Learning Institute website.

Resources and references used in the development of the Strategic Plan include the S.W.O.T. worksheet (below). Additionally, the plan utilized information from Osher Institute NRC Survey Comparisons (2014, 2016 and 2018) worksheet, FY20 Annual Osher Institute Goals, and Program Prioritization (2014) and Update (2019) results. The latter documents are available for review upon request.