1. Stockton 2020 Strategic Planning Process Update SWOT / Vision Initiatives Alignment Measures How and Why Objectives Themes Reporting Results Students, Faculty and Stakeholders Internal Processes Employee Readiness Resource Stewardship Vision and Strategy

2. Process Timeline at-a-Glance Fall 08/Spring 09: President charges Steering Committee – SWOT, Vision, Themes, Objectives, Measures, Strategy Map Fall 09/Spring 10: Open Feedback Sessions: Summary – Replace Pillars with Themes – Replace Global Education with Global Perspectives – Refine Objectives (aim for progress, not prestige) – Revise Vision Statement: The Richard Stockton College: an environmentally-responsible learning community of engaged citizens embracing a global perspective. Fall 10/Spring 11: Structures, Processes and Linkages Fall 11: Roll Out with 40 th Anniversary and Campaign Spring 12: Middle States Re-accreditation Site Visit

3. Spring 2010: Incorporate Feedback

4. CY 2010: Align to Middle States Aligning Mission, Planning, Goals, Initiatives, Allocations and Assessment is vital to our decennial regional re-accreditation Self Study currently underway: linked to 2020 Plan Goals Initiatives Resource Allocation Assessment

5. Fall 2010: Piloting Next Steps Process moves to Initiatives, Alignment and Reporting Pilot units identified 2011 goals that align with Strategic Themes and Objectives Steering Committee forming Initiative Teams – Generate and Develop Proposals – Recommend Proposals to current structures Scorecards collect and “roll up” to objectives

6. Fall 2010: Initiatives For initiatives that cross Divisions, we will form four Strategic Initiatives Committees, drawn from existing committees already working on related tasks: Learning: members of the Assessment Committee and related colleagues from Development, A&F and Student Affairs Engagement: members of the Carnegie Community Partners Work Group and related colleagues from Development & A&F Global Perspectives: members of the ACE Internationalization Lab, the Global Education Task Force and related colleagues from Development, A&F and Student Affairs Sustainability: members of the former Climate Study, augmented to comply with various Council and Rankings recommendations, including student members These will break into three sub-groups each: Proposal Generators, Coaches and Recommenders.

7. Fall 2010: Alignment This Fall, we will implement processes where: our annual plans and day-to-day operations can become aligned with our strategic priorities individuals, groups, academic programs and administrative units have a chance to propose new initiatives in response to the strategic themes The processes will be tied to existing review structures, annual budget and assessment processes (hence not another layer of bureaucracy)

8. Example: Living Learning Communities Goal 1: Create partnerships between Academic Departments and Student Life that integrate in-class and out-of-class learning experiences in order to cultivate intellectually stimulating environments. – ER3 - Foster an interactive environment among students, faculty, staff and community. – ER4 – Increase opportunities for interactions between internal and external communities. Goal 2: Provide academic & social programs to develop a climate fostering close-knit residential communities. – ER3 - Foster an interactive environment among students, faculty, staff and community. – SE4 – Prepare students for active citizenship role. Goal 3: Engage students in developing and leading their own Living- Learning Communities. – SE4 – Prepare students for active citizenship role. – SE5 – Create mutually reinforcing intellectual and co-curricular activities.

9. Fall 2010: Developing a Scorecard Pilot Programs & Departments – Women’s, Gender & Sexuality Studies – Languages – Psychology – Library – Campus Police – Risk Management – Human Resources – Alcohol Prevention – Orientation – Living Learning Communities SWOT / Vision Initiatives Alignment Measures How and Why Objectives Themes Reporting Results Students, Faculty and Stakeholders Internal Processes Employee Readiness Resource Stewardship Vision and Strategy

10. Fall 2010: Developing a Scorecard “Mock” Scorecard Screenshots

11. Fall 2010: Allocations We’ll fund these new initiatives by any one or combination of these options: some will be “self-funding” either by developing new revenue or by reducing expenses (e.g. paperless/sustainable processes) some will be funded via internal operational reallocations and/or realignments within one or more budget units, some will become fundraising priorities in the upcoming comprehensive giving campaign

12. Stockton 2020 SWOT / Vision Initiatives Alignment Measures How and Why Objectives Themes Reporting Results Students, Faculty and Stakeholders Internal Processes Employee Readiness Resource Stewardship Vision and Strategy president.stockton.edu/2020.html