strategic planning where are we now? where do we want to go? how are we going to get there? how did...

Strategic PlanningWhere are we now?

Where do we want

to go?

How are we going

to get there?

How did we do?

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.

Start with the College’s Mission in Mind:

Review your department’s mission:

■ State why your exist■ Reflect the College’s mission■ Act as a decision making tool for

you■ Be concise

Beyond Mission

Five Broad Principles■ Scholarship■ Leadership■ Global Connectivity■ Civic Engagement■ Health & Wellness

Liberal Arts Core■ Critical analysis and

qualitative reasoning■ Scientific and quantitative

reasoning■ Technological competency

and information literacy■ Communication■ Creativity■ Ethics■ Global Awareness

Critical Differentiation What can we be the best at?

■ The way we deliver content

■ Lifelong relationships and community

■ Personal transformation

■ Societal impact

Students come (& stay) for the “why”

not the ‘what.”

Why and the Golden Circle

Discussion of potential opportunities and threats posed by external environment

– Economic– Demographic– Technological– Political/Legal– Cultural– Competitive

DISCUSSION OF INTERNAL PROCESSES AND RESOURCES

Where are our strengths, where are our challenges?

Internal processes and resources:

– 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

Weaknesses

Strengths

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

SMART Goal Setting

■ Specific ■ Measurable■ Attainable■ Relevant■ Time Bound

Specific

■ Don’t use words like “best.” Rather define what best means to your department.

Measurable

■ You need to be able to demonstrate progress relative to the goal.

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)

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.

Time Bound

■ Deadlines help get things done■ Missed deadlines mean

– Inappropriate goals–Weak processes– Improperly budgeted resources

Think Small

■ Maximum of Five Initiatives■ Each initiatives a maximum of five

strategic elements■ Each strategic element having a

maximum of five tactical operations

Strategy3-5 Years, “Big Picture”

Goal■ Program Quality■ Enrollment

– Market Penetration– Market Development– “Product”

Development

Strategy (Examples)

■ 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

Strategy3-5 Years, “Big Picture”

Goal■ Retention■ Mission Focus■ Recognition■ Economic Efficiency

Strategy (Examples)

■ 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

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.

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

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

QUESTIONS?