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How are we going to get there?
Where are we now? Where do we want to go? How are we going to get there? Strategic Planning How did we do?
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Start with the College’s Mission in Mind:
Cedar Crest College is a liberal arts college for women dedicated to the education of the next generation of leaders. Cedar Crest College educates the whole student, preparing women for life in a global community.
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Review your department’s mission:
State why your exist Reflect the College’s mission Act as a decision making tool for you Be concise
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Beyond Mission Five Broad Principles Liberal Arts Core Scholarship
Leadership Global Connectivity Civic Engagement Health & Wellness Critical analysis and qualitative reasoning Scientific and quantitative reasoning Technological competency and information literacy Communication Creativity Ethics Global Awareness
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Critical Differentiation
What can we be the best at? Students come (& stay) for the “why” not the ‘what.” The way we deliver content Lifelong relationships and community Personal transformation Societal impact Why and the Golden Circle
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Discussion of potential opportunities and threats posed by external environment
Economic Demographic Technological Political/Legal Cultural Competitive
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Discussion of internal processes and resources
Where are our strengths, where are our challenges? Discussion of internal processes and resources
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Internal processes and resources:
Weaknesses Strengths Admissions and retention Curriculum development Program development and modification Student services and other student issues Faculty development, support & quality Resources Human Capital Physical Assessment/Accreditation Articulation agreements
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Set goals given your set of opportunities, threats, strengths and challenges.
Program Quality (Note: Gaining accreditation is a strategy, not necessarily a goal.) Enrollment Market Penetration Market Development “Product” Development Retention Mission Focus Recognition Economic Efficiency
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SMART Goal Setting Specific Measurable Attainable Relevant Time Bound
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Specific Don’t use words like “best.” Rather define what best means to your department.
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Measurable You need to be able to demonstrate progress relative to the goal.
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Attainable Goals must be achievable within given budgetary and time constraints Chairs to consult with the Provost and CFO in creating goals and budget Remember the time vs. money balance vs. quality balance. (Fast, good, cheap: pick two)
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Relevant Goals must relate to the missions of the College.
Goals must relate to the missions department. Goals must relate to the College’s broad principles. Goals need to extend beyond what and when things get done and into the how and why.
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Time Bound Deadlines help get things done Missed deadlines mean
Inappropriate goals Weak processes Improperly budgeted resources
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Think Small Maximum of Five Initiatives
Each initiatives a maximum of five strategic elements Each strategic element having a maximum of five tactical operations
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Strategy 3-5 Years, “Big Picture”
Goal Strategy (Examples) Program Quality Enrollment Market Penetration Market Development “Product” Development Pursue discipline specific accreditation; increase faculty development; hire new faculty with specific credentials Launch online version of existing major; create SAGE version of a major; design new program
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Strategy 3-5 Years, “Big Picture”
Goal Strategy (Examples) Retention Mission Focus Recognition Economic Efficiency Encourage use of student services Create or enhance leadership, civic engagement or global awareness initiatives Define method for communicating department achievements with marketing and external constituencies Find economies of scale; kill bureaucracy
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Tactics A list of activities required in the planning year that supports strategy. Sub plans, like an accreditation plan or new program proposal fall into this category.
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Budgeting Meet with Provost & CFO during planning process
Smaller, program specific initiative to be funded within department budget and prioritized by department Larger initiatives will become part of the college-wide plan and be prioritized by: Contribution to College Mission Availability of Resources (Capital, Human & Physical) Return on Investment Time to implementation
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Measure and Close the Loop
Record should be kept of progress toward goals Progress should be assessed at regular intervals and discussed with department constituents. (Keep records) Adjust strategies and tactics based on assessment Repeat
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Questions?
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