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Strategic Planning 101: Through the Lens of Strategic Enrollment Management
The Higher Learning Commission Annual Meeting March 2015
Dr. R.B. (Bob) Wilkinson [email protected]
Associate Vice Chancellor Institutional Effectiveness, Assessment,
and Accreditation Indiana University Purdue University – Fort Wayne
& Senior Research Scholar
Educational Policy Institute Arlington, VA
1. Walk you through the major components of any planning model.
2. Provide you with examples of each component drawn from actual SEM plans
3. Provide you with worksheets you can use to help guide your institution in the development of a strategic enrollment management plan
4. Provide you with web links to SEM planning documents that you can use as resources as you develop your own institutional strategic plan.
Our Task Today
What is Strategic Planning
Strategic Planning is: 1. A systematic, ongoing and cyclical process with a built-in
annual reporting cycle and direct linkages to institutional resources and assessment.
2. A collaborative process whereby all institutional constituents are involved in deciding how the institution should respond to external conditions.
3. Future orientated. 10,15 20 years or more
Planning Elements
• The Plan to Plan
• Formal/Informal Expectations
• Philosophical Underpinnings
• Mission
• SWOT
• Vision
• Goals
• Objectives
• Strategies
• Performance Indicators
Strategic Planning Elements
Phase I
Phase III
Phase IV
Phase II
Phase V
Phase VI
Phase I The Plan to Plan
Starting a planning process is to develop a plan to plan.
• Develop institutional support for strategic planning
• Establish a planning committee
• Work with the planning committee to design the process
• Establish a timeline to keep everyone on task
• Provide adequate resources for all planning activities.
Instructions: Check each activity as it is initiated or completed. Done Activity __________ President openly promotes and supports strategic planning. __________ Vice Presidents openly promote and support strategic planning. __________ Academic Deans openly promote and support strategic planning. __________ All other constituents openly promote and support strategic planning. __________ Strategic Planning Committee formed. __________ Planning Committee shares initial model with entire campus. __________ Strategic planning model/process refined and approved. __________ Planning timeframes established. __________ Resources committed to the planning process.
Worksheet 1 The Plan to Plan
Constituent Groups
Instructions: Utilizing the graphic below (A), utilize brainstorming to identify all constituent groups. Once all constituent groups have been identified, list those which need to be involved in the planning and in what way they should be involved (B).
Internal
Governing Board President
Vice Presidents Academic Deans
Other Administrators Department Chairs/Faculty
Non-teaching Staff Students
Planning Committee
Government Local Officials Regional Officials State Officials State Agencies
Community Leaders Civic Groups Business Groups Major Employers
Community
External
Alumni Major Donors Potential Donors High Schools Other Institutions
Constituent Group Type of Involvement 1 2 3 4 5 6 7 8 9 10
Worksheet 2 Continued
Worksheet 3 Timeframe for Strategic Planning
Planning Planning Timeframe Person(s) Steps Strategies Responsible
Worksheet 4 Resources for Strategic Planning
Instructions: Using the broad categories listed below, use the worksheet to build a budget for the planning process.
Category Funding Personnel Office/Person(s) Justification Allocation Allocation Responsible
Operating Expenses Clerical Support Resource Materials Release Time Consultants Other Expenses
Step 9: Mission
Statement
Step 8: Philosophical
Underpinnings
Step 7: Informal
Expectations
Step 6: Formal
Requirements
Agreement on Mission?
PHASE II: Institutional Framework
Establish Institutional Framework
NO
YES - GO TO PHASE III
Phase II Institutional Framework
Formal Mandates and Informal Expectations
Formal Mandates: What are you required to do by law?
Informal Expectations: What do your various constituencies expect you to do?
Worksheet 5 Formal Mandates
Mandate Source Category Summary Impact
Worksheet 6 Informal Expectations
Expectation Source Category Summary Impact
Philosophical Underpinnings
What are the institution’s core values and beliefs that guide decision making?
Texas State University
Core Values Our core values reflect our commitment to students, faculty and staff, as well as our various external constituents. • Service: We are student-centered. When we establish policies,
make decisions or take actions; we do so with the best interest of students in mind.
• Excellence: We look for opportunities to exceed the expectations of those we serve.
• Integrity: We conduct ourselves in a truthful and honorable fashion.
• Teamwork: We work together for the common good.
• Respect: We value the ideas and needs of internal and external constituents.
Slippery Rock University The core values of the Enrollment Services Division provide the conceptual underpinnings for our day-to-day operations as well as our interactions with people. Our core values are as follows: Put STUDENTS first. This philosophy means that whenever possible, decisions will be made and actions taken that are in the best interest of students and what matters most in achieving student success and learning in the context of a higher institutional environment. Student learning and success will drive policies, practices, system procedures and the messages of each communication. We will strive in our programming and services to consider what “matters most” in achieving student learning and success. Put all levels of staff next. Students will never be first if all levels of our staff are not closely behind. Each university staff member needs to be valued for the diverse contributions they make to Enrollment Services, Slippery Rock University, and especially in the lives of our students. Under promise and always strive to OVER-deliver. We should look for every opportunity to EXCEED the expectations of those we serve, always striving to deliver more than we promise. It is important for us to be certain that we are delivering what we promise. Quantitative and qualitative assessments will lead us to improve our efforts. Have a purpose for everything we do and execute well. Clearly define the purpose of everything we undertake as well as the desired outcome. Assess and measure the effectiveness of all initiatives and eliminate, refine, or replace less effective strategies. Do only those things that we can do at an exemplary level of quality.
Core Values University of Kansas
The Office of Enrollment Management is committed to providing high quality service. There is a strong correlation between student satisfaction and recruitment and retention. Consequently, our enrollment success is predicated on our ability to serve. We intend to exceed expectations of those we serve by: • Removing unnecessary barriers to students • Reviewing all policies and procedures on a regular basis • Adopting a “first in the mailbox” approach when responding to student requests • Providing accurate and timely information • Anticipating student needs • Simplifying, simplifying, simplifying • Shifting roles from regulators to educators • Facilitating student mastery of enrollment processes • Providing convenient services • Identifying and solving system problems • Becoming as invisible as possible to the student user • Creating a culture that values service and fosters mutual respect between staff and those they
serve.
Instructions: Utilizing brainstorming and following the rule of group consensus complete the
following items.
As an organization, what do we believe (rank order if possible)?
We believe ……. We believe ……. We believe……..
As an organization, what do we value (rank order if possible)?
We value……. We value……. We value…….
Operationally define each core belief and each value statement.
Worksheet 7 Core Values and Beliefs
Belief/Value Definition 1 2 3 4 5 6 7 8 9 10
Mission
The mission statement is the key to institutional identity. It is often heralded as the key to strategic planning. This is fundamentally wrong. The mission statement defines what your institution is. It is a measure of the status quo. It establishes the organizational framework under which you operate, it does not provide direction, it defines the present. The mission statement simply states what business you are in, why you exist and who you serve.
Texas Tech University Mission Enrollment Management and Marketing advances the goals and aspirations of Texas State University by providing exemplary leadership in enrollment management planning and services, and by influencing internal and external constituencies through effective marketing activities.
University of Kansas Mission The Office of Enrollment Management will use a systematic set of activities and programming efforts to coordinate student recruitment and retention enrollment management initiatives for the University of Kansas. These activities and efforts include:
• Attracting, admitting, enrolling and retaining eligible students for the Lawrence campus, in accordance with academic policies, initiatives and campus priorities.
• Creating and managing a campus schedule of course offerings, to register students, maintain faculty’s record of student academic performance, issue transcripts, grades, certifications and diplomas.
• Administering state, federal and institutional financial aid and scholarship programs.
• Counseling students and families in order to ensure access, choice and a diverse student body that is representative of the citizens of the State of Kansas.
• Facilitating the development, implementation and monitoring of academic policies, practices and procedures and to assist the academic units in implementing such policies in order to meet goals related to student progression, performance, retention and graduation.
• Facilitating student transition to the University of Kansas that leads to positive adjustment, academic success and persistence to degree.
• Promoting the University of Kansas and the pursuit of higher education.
• Playing a leadership role in the development, implementation, maintenance and assessment of effectiveness/efficiency of student information systems and overall technology plan for the University.
Appalachian State University Mission Statement The mission of the Division of Enrollment Management is to strategically plan, implement, and assess services and programs which facilitate student preparation for college, recruitment, enrollment, and graduation. Consisting of the Office of Admissions, Office of Transfer Articulation, Registrar’s Office, NC-ACHE (North Carolina Appalachian Collaborative for Higher Education), and University Scholarships, Enrollment Management is committed to designing, implementing, and providing the services necessary to promote student success from pre-enrollment to graduation. To achieve the goals outlined in the University’s Strategic Plan and exceed the imperatives required in UNC Tomorrow, the system’s plan for service to the needs of the state, the Division of Enrollment Management strives to …. • Maintain optimal levels of enrollment to achieve the goals outlined in the University’s Strategic Plan. • Increase matriculation and retention of high-achieving students, with a focused effort on increasing students of diverse and international populations. • Honor the University’s founding principles including a special attentiveness to the people and needs of Appalachian, and the Appalachian region. • Create connections and work collaboratively in a strategic fashion with campus agencies including university college, distance education, the office of financial aid, academic departments and colleges, student accounts, and institutional research, assessment and planning to enhance Appalachian’s ability to attract, retain, and graduate students. • Provide transparent communication, operational efficiencies, user-friendly services, technological advancements, and partnership-building experiences across campus. • Develop leaders with vision, integrity, inclusiveness, sound judgment, wisdom, and energy, engendering a team approach across our integrated functions.
(Place current mission statement here) Given the results of Steps 6, 7 and 8, is the current mission statement as presented above still appropriate? If yes, then this worksheet is completed. If no, then proceed through this worksheet. Why is the current mission statement not appropriate? List the reasons in short concise statements? a. b. c. Utilizing the information collected in Steps 6, 7 and 8 as well as the summary statements above, draft a new mission statement. Try to keep the statement short and focused. (Insert draft of new mission statement here.) Is the new mission statement in keeping with the formal and informal mandates, as well as with institutional values and beliefs? If yes, then this worksheet is completed. If no, then start over again.
Worksheet 8
Reaffirming and Redefining the Mission Statement
Phase III Strengths, Weaknesses, Opportunities and Threats
Foresight Analysis
Step 10: Institutional
Strengths
Step 11: External
Opportunities
GO TO PHASE IV
Phase III S.W.O.T Analysis
Step 10: Institutional
Strengths
Step 11: External
Opportunities
S.W.O.T.
Internal
External
Comprehensive Environmental
Scan
Strengths
Weaknesses
Opportunities
Threats
Eastern Washington University
STRENGTHS 1. Eastside market share 2. Western Undergraduate Exchange (WUE)
market position 3. Proximity to Spokane 4. Recreation 5. Cost of attendance 6. Value 7. Student satisfaction/achievement 8. Entrepreneurial thinking 9. Integrated Recruitment Plan 10. Faculty- expertise/teaching focus 11. Dedicated staff and faculty 12. Enrollment Management Strategies/Team - 13. spanning data analysis, enrollment forecasting
and recruitment and retention strategies 14. Academic Strategic Plan
WEAKNESSES 1. Low westside market share 2. Few international/full pay non-residents 3. Location 4. State perception of academic quality 5. Lack of Spokane Strategy 6. Perceived disconnect between Gen Ed and
majors 7. 7. Inadequate scholarship funding 8. Remedial work needed of incoming students and
the pass rate of those courses 9. State under-funding 10. Low expectations of some incoming students 11. Lower sense of quality/pride internal to campus
than external 12. Faculty/staff morale 13. Campus climate 14. Timely access to institutional data 15. Scheduling for students and classrooms
Eastern Washington University OPPORTUNITIES 1. Overall market growth in WA → 2008 2. Continue gains in WUE market 3. International market 4. Bachelor of Applied Science 5. Good analysis of market & data 6. Transitions, retention & graduation with Academic Affairs and
Student Affairs collaboration 7. Market share on Westside and non- resident/international 8. Value- cost/quality/access 9. Facilities/Recreation Center 10. Spokane presence 11. Proximity to Native populations 12. Growing Hispanic populations 13. Increased FA for Pell eligible students with rigorous high school
core and students seeking STEM elated degrees 14. New/enhanced technology- i.e. R2R, Banner, DARS, Blogs,
Schedule/Resource 25 15. New/enhanced facilities 16. Self Support Programs 17. General Education Review 18. Collaboration with regional and state higher education partners 19. Early Outreach- MESA, GEAR UP, Upward Bound, WA
Achievers and more 20. Diversity Initiative 21. Expanded access to Academic Support 22. Advising 23. Internal or external policy changes- EWU, 24. State/Federal 25. Increased scholarship support 26. Scheduling for students and classrooms
Threats 1. Well coordinated political presence/strength of 2 year
system 2. WSU/UW unified front 3. Internal or external policy changes- EWU, State/Federal
legislation 4. Misunderstanding of higher education environment at the
legislative/HECB Level 5. Misunderstood information at the university Level 6. Increased Competition- CC, 4 yr public/private/proprietary 7. Economy- job availability 8. Branch campuses now admitting freshmen 9. Continued decrease in state funding 10. Aggressive distance education providers 11. Demographics- declining market after 2008 along with
increase of underrepresented students who have historically had lower four year participation rates
12. Cost of higher education
Penn State – LehighValley Campus
Strengths: What does the Enrollment Department do well? What unique resources can the Department draw on? What do others see as the Department’s strengths? ______________ • Small, friendly campus environment -Student-
centered services • 2+2 model • Additional majors being acquired • Minority enrollment matches current LV
demographics • Current dual enrollment programs are successful • Penn State recognition and alumni pride Weaknesses What could the Department improve? What are some resources that are lacking? What would those outside PSLV clarify as weaknesses? ______________ • Decreasing local high school populations (based on
projections) • Lack of dorms • Limited facilities, especially sports-related • Limited resources for marketing • Limited scholarships/financial aid
Opportunities: What opportunities are open to the Enrollment Department? What trends are occurring that can be of advantage? Which strengths can be turned into opportunities? ______________ • Dedicated enrollment management staff • Growing LV minority population • Marketing, especially use of website and social media
(takes staff resources, but no real “cost”) • Dual Enrollment Programs Model (create Emerging
Business, Educators, etc.) • STEM-based programming options (grant funding
availability) • LPN credit courses • RN to BSN Program (investigate the need and
sustainability) Threats: Which factors in the environment could be harmful? What threats are exposed by the above weaknesses? Who is the competition? What are their strengths in comparison to our strengths? ______________ • Local community colleges offer numerous academic
programs at a lesser cost • Penn State scandal • Perception and lack of information surrounding potential
privatization
University of Illinois at Chicago Strengths • Affordable Tuition for both in- and out-of-state students. • Major research university
Diversity of majors Excellent STEM field reputation
• City of Chicago location. • Good housing stock and capacity. • Excellent academic reputation.
GPPA Honors College
• University of Illinois reputation. • Significant diversity in student body. • Easily accessible via mass transportation. • Currently the State of IL and the University of IL at Urbana –
Champaign rank highly as destinations for undergraduate education by international students. The state of IL ranks 5th in the nation for international student enrollment and UIC ranks 3rd in the state for current international student enrollment.
Weaknesses • Numerous open Admissions Staff positions • Difficult HR procedures • Draw our current student population mainly from Cook Co and
contiguous counties. • Recruitment responsibilities are shared across many campus offices. • Enrollment targets not tied to academic profile expectations but to
tuition dollars. • Outdated University strategic plan. • No overall University marketing or communications strategy under
which to develop a recruitment communications strategy. • No significant arsenal of recruitment publications • No environmental scans or significant institutional research
completed to inform our strategic recruitment messaging. • Retention and graduation numbers lower than our peer institutions. • Low visibility in the recruitment market outside of feeder counties • Lower than desired retention and graduation rates specifically
among underrepresented students population.
Opportunities • University interest in expanding international and out of state
recruitment efforts. • Increased awareness of Chicago as a destination. • Many schools such as Northwestern and U of Chicago already draw
a lot of out-of-state and international students making Chicago known as an education destination.
• City College agreement. • Increased efforts to focus on retention and graduation disparity
among race in UG population. • Increase use of BRM to expand recruitment communication. • Interest from inside and outside of the community to increase black
and Hispanic/Latino populations on campus. • Increase International Student Recruitment due to increased interest
from foreign students to study in the U.S. • Use the Tutorium in Intensive English as a pipeline for enrolling
greater numbers of international students on campus. • Use U.S. Government offices to assist in international student
recruitment.
Threats
• Reduced State Funding • Fewer dollars to the ES division. • Decrease in college attending students in the state of IL and
contiguous states over the next 5 years. • Increased competition for international and out of state students
nationally. • Continued high unemployment and poor economy nationally. • Difficult HR process, reduced state benefits and lower than average
salary makes it difficult to recruit and retain talented staff to obtain desired goals in division.
• State tuition equating to private school tuition and no financial leveraging plan to accommodate the shift.
Strengths and Weaknesses Weaknesses: 1. Using a large flip chart to record all responses, address the
following question:
Given everything we know about our organization, what are our major weaknesses?
2. Utilizing the table, develop broad categories for all the responses and list the specific weaknesses under the appropriate categories.
Strengths: 3. Using a large flip chart to record all responses, address the
following question:
Given everything we know about our organization, what are our major strengths?
4. Utilizing the table, develop broad categories for all the responses and list the specific strengths under the appropriate categories.
Strengths Weaknesses
Strength and Weaknesses Worksheet 9
Opportunities Threats
Opportunities and Threats Worksheet 10
Opportunities and Threats
Trends 1. Utilizing a large flip chart, record all responses to the following
question.
Given all that we know about our external environment, what are the major enduring and long trends that will impact the institution over the next 10 to 20 years?
2. After an appropriate amount of time, utilizing the categories in the table, categorize all input accordingly.
3. Once all the identified trends have been categorized, using the
table, record each as an opportunity or threat. Potential Events 1. Utilizing a large flip chart, record all responses to the following
question.
Given all that we know about our external environment, what are the potential short term events which might impact the institution over the next 10 to 20 years?
2. After an appropriate amount of time, utilizing the categories in the table, categorize all input accordingly.
3. Once all the potential events have been categorized, using the table, record each as an opportunity or threat.
Social/Cultural
Technological
Economic
Political
Postsecondary
Social/Cultural
Technological
Economic
Political
Postsecondary
PHASE IV Strategic Vision
Step 12: Vision
Statement
Agreement on
Vision?
NO
YES - GO TO PHASE V
Phase IV Vision Statement
Vision
What do we want to be when we grow up?
What is the superordinate goal?
What does the institution aspire to become in the future?
A clear vision guides institutional decision making and the setting of priorities while inspiring all constituents.
University of Kansas Vision The Office of Enrollment Management (EM) will work creatively and diligently to attain optimal enrollments, support the academic mission and units of the institution and enhance student success and development. We will operate interdependently with others, sharing information of value to the institution as a whole, and working with our colleagues to achieve cohesive, supportive, and seamless systems for students from the date of first inquiry through graduation and beyond. We aspire to become a service leader on campus, as well as a national model for quality enrollment, student services, and system support within the university, the state and the nation.
UCLA
Vision The Enrollment Management Vision for UCLA is to create a well-managed, evidence-based, technology-driven division that permits the institution to build the infrastructure, knowledge, and capacity necessary to achieve undergraduate enrollment targets with confidence, and to exert greater influence in shaping our freshman and transfer classes by utilizing robust technologies and best practices in the field to support the University’s mission, academic excellence, access and equity.
Sample Vision Statements
Texas A&M Kingfield Vision Enrollment Management will be recognized as a leader in strategic enrollment management and enrollment services. It will be recognized for its use of innovative technology in achieving the University’s enrollment goals, providing exceptional customer service, and strengthening the University’s brand.
Prairie View A&M Vision Prairie View A&M University will become a state, regional and national leader in the delivery of outstanding customer service to students, parents, faculty, staff and alumni. We will accomplish this by using the latest technology and incorporating “Best Practices” into our daily operations.
Regent University
Vision The vision of the Enrollment Management department is to see Regent University produce excellent, high-quality graduates that will impact the world around them. This department is committed to providing strategic support to the graduate and undergraduate schools in strategic planning and all recruitment and retention efforts. Integral to that support is regular data analysis of student enrollment trends and the exploration of new marketing strategies that may bear a direct impact on future enrollment.
Northland Community College Vision Northland Community and Technical College will be widely recognized as a student focused, dynamic college with excellent educational opportunities that has strong partnerships with businesses, educational institutions, and communities it serves.
1. Review the results of Worksheets 6 through 9 and reaffirm the results or make any necessary changes.
2. Using a large flip chart, record all responses to the following question. What is it we want to ultimately achieve, create or become in the future? 3. Once all possible suggestions have been recorded, refine and merge as many
as possible and record them again on a large flip chart. 4. Using the refined list as a starting point and utilizing group consensus, craft a
one to three sentence vision statement. This step is completed once all participants agree on its content.
5. Answer the following question.
Based on Worksheets 5 through 9, is the vision statement realistic and congruent?
If the answer is yes, then this activity is complete.
If the answer is no, then the committee needs to back-up, find the source of the problem and make all necessary changes by re-evaluating the appropriate worksheets.
Worksheet 11 Creating a Vision
PHASE V: Consensus Building
Step 13: Strategic Goals
Step 14: Share plan
with campus
Step 15: Make appropriate
modifications
Agreement on Goals?
NO
YES - GO TO PHASE VI
Phase V Goals and Consensus Building
Goals
Mission
Vision
Goal 1 Goal 2 Goal n
Goals are the major initiatives that lead to the vision.
They should be specific, realistic, and measurable.
Goals: Examples
Clayton State University Strategic Goals 1. Develop recruitment strategies to increase enrollment of new students including expansion to diverse
markets.
2. Develop campus-wide strategies to improve the retention rates of all student populations.
3. Establish a streamlined enrollment process for new, readmitted, and continuing students.
4. Strengthen the process of collecting, analyzing, and disseminating information to cultivate data-driven Enrollment Management decisions.
5. Provide staff training and development opportunities to support Enrollment Management and university mission and goals.
Cleveland State Community College Strategic Goals Goal 1. Increase campus-wide awareness of and involvement in the principles of strategic enrollment
management. Goal 2. Determine enrollment objectives for CSCC Goal 3. Promote the development and expansion of academic programs based on community needs Goal 4. Maximize the use of technology in enrollment management Goal 5. Continue to improve student success and completion rates Goal 6. Develop and implement strategies to minimize costs to students and emphasize affordability.
Developing Goals Worksheet 12
Strategic Goals Timeframe Person Responsible
Developing Strategic Goals
Using a large flip chart, record the responses to the following question. Based upon the identified institutional beliefs and core values, and drawing from the SWOT analysis, what major initiatives must we undertake in order to serve the mission and achieve the vision? Following the group consensus approach, put similar initiatives together and develop major identifiers for each grouping. Within each grouping, refine the suggested goals into action statements which begin with “The institution will…” and record each in the first column of the table. Using the table, start at the top and assign an individual to be responsible for developing the operational plan to achieve the goal and also establish the timeframe for developing the plan.
Objectives
Mission
Vision
Goal 1 Goal 2 Goal n
Objective Objective Objective Objective Objective Objective
What are the steps that will be undertaken to achieve the goal?
Objectives start to operationally define the goal – the beginning of the action plan
Prairie View A & M University
Strengthen the Quality of Academic Programs • Conduct external academic program reviews
• Achieve specialized accreditation of selected academic programs
• Succeed in achievement of Licensures in applicable academic program areas
• Eliminate non-productive academic programs
• Increase the prominence of faculty scholarship
• Increase the number of faculty FTE’s producing research/scholarly and creative works
• Retain regional accreditation
• Retain accreditation held in specialized programs
Objectives: Examples
University of South Alabama GOAL: Build upon the academic quality and
learning environment of the University
Objective 1.1 In prove learning outcomes Objective 1.2 Recruit high caliber students Objective 1.3 Recruit, recognize and retain high quality
faculty and staff Objective 1.4 Improve the academic success of students Objective 1.5 Increase innovation, efficiency and
instructional resources for education programs
PHASE VI:
Operational Plans
Step 16: Operational
Plan for Strategic Goal 1
Step 16: Operational
Plan for Strategic Goal 2
Step 16: Operational
Plan for Strategic Goal 3
Implementation
Assessment
GO TO PHASE I
Phase VI Operationalizing the Plan
Strategies
Mission
Vision
Goal 1 Goal 2 Goal n
Objective Objective Objective Objective Objective Objective
Strategy 1
Strategy n
Strategy 1
Strategy n
Strategy 1
Strategy n
Strategy 1
Strategy n
Strategy 1
Strategy n
Strategy 1
Strategy n
Strategies operationalize everything. Goals Goals look at the big picture and tell us what things will look like once we achieve the objectives. Goals are broad and inclusive.
Objectives Objectives take their directions from the Goals. Each objective exists solely in support of the goal.
Action Strategies Action strategies are the specific actions which need to happen to bring completion to the objective, and eventually, the goal.
Sol Ross State University
Strategic Goal I: Recruit, retain and graduate a diverse and capable undergraduate and graduate student body
Objective 1: Strengthen the "student-centered" philosophy of SRSU Strategy 1-1-1: Examine all academic processes (for example, applying for graduation) to identify and implement student
friendly practices. (Academic Affairs) Strategy 1-1-2: Provide training and enhance services to promote and strengthen the student-centered concept and
philosophy. (Business Affairs) Strategy 1-1-3: Provide a safe campus environment. (Administrative Services) Strategy 1-1-4: Develop and improve programs and services that enhance the personal, social, educational and financial
adjustment of students in all aspects of campus culture that support student learning and development. (Enrollment Management & Student Services)
Examples of Goals, Objectives, and Strategies
Goal A: Grow Gallaudet’s enrollment of full-time undergrads, full- and part-time graduate students, and
continuing education students to 3,000 by 2015
Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Expand domestic recruiting to become “top of mind” for all deaf and hard of hearing students, and hearing students seeking deaf/HH-related careers
Recruit non-traditional students through targeted programs
Actively recruit international students to achieve the current 15% cap
Increase enrollment of traditionally-underrepresented groups (TUGs)
Increase and broaden accountability for student enrollment
Strategies Strategies Strategies Strategies Strategies A.1.1 Expand recruitment at all programs serving deaf and hard of hearing students (particularly mainstream schools), emphasizing personal contacts with students, parents and professionals working with them
A.2.1 Conduct market analysis to identify and design programs to serve adult degree completion and readmits, such as a Liberal Studies degree
A.3.1 Identify 3-4 world regions as recruiting, outreach, and collaboration targets and proactively develop materials, programs and partnerships in those regions
A.4.1 Develop and market year-long programs targeted at ongoing academic support for TUGs before, during, and after the first year
A.5.1 Develop department/program enrollment targets and action plans to accomplish them
A.1.2 Develop an innovative media campaign to promote Gallaudet and frame Deaf people and their signed languages as positive aspects of human diversity, while iteratively assessing the impact of the campaign on enrollment (attracting/retaining diverse learners)
A.2.2 Conduct market analysis to identify and design high-demand programs for continuing education and outreach
A.3.2 Identify funding partners with strategic goals related to education of international students
A.4.2 Assess the cost/benefit of reinstating the PEP program to allow TUG students who require more support to have a full year of skill development
A.5.2 Amend performance management system to reflect enrollment as a strategic priority for all faculty and professional staff
Gallaudet University
Examples of Goals, Objectives, and Strategies
University of Central Florida GOAL 1: EXPAND ACCESS AND OPPORTUNITY FOR ALL STUDENTS Through our partnerships with community colleges, we will provide access or all students who have the ability and the desire to earn a UCF degree. We will provide more opportunities for more students in an inclusive, open, and supportive environment. Critical Actions We will:
• Guarantee admission to UCF for graduates of partner community colleges in accordance with university policy • Provide clear, expeditious, dependable pathways to degrees • Double the number of full degree programs and expand course offerings at Regional Campuses by 2012 • Double enrollment at Regional Campus locations by 2012 • Double the number of graduates from Regional Campuses by 2012 • Create an inclusive, open and supportive environment that is welcoming for all students • Achieve parity in Regional Campuses enrollment across key demographic measures compared with graduates of partner community colleges • Utilize innovative means of program delivery to meet program needs in each community
Key Performance Indicators
• Number of degree programs and courses offered at Regional Campuses annually through 2012 • Number of community college transfers to UCF annually through 2012 • Annual enrollment growth in Regional Campuses through 2012 • Annual number of UCF graduates from Regional Campuses through 2012 • Annual comparison of community college graduates’ profile with Regional Campuses student demographics • Number of critical need program areas addressed by Regional Campuses
How are we doing?
Are we achieving the plan?
What is working and what is not?
Performance Indicators
Operationalizing and Monitoring Strategic Goals
Strategic Goal:
Objectives Strategies Timeframe Person (s) Responsible
Additional Resources
Cost Performance Indicators
Date Completed
Example of Action Plan
Gallaudet University
Goal Goal 2: Provide rigorous academic programs and effective co-curriculum and services that support recruitment, retention, graduation, life-long learning, and attract talented and diverse students and prepare them for a global economy.
Objective 2.1 Enroll, retain, and graduate a diverse and talented student population.
Strategy or Task
Provide free Jump Start (Summer Bridge and New Signers Program) for 50 students who need additional support to succeed.
Primary Responsibility
Dean, EMGS Other Responsible Individuals:
Dept chairs
Director, AA
Action Dean(s):
EMGS Coord. Dean(s): CLAST, CAPSS, Student Affairs
Deadline: 6/1/08 Resources FY 08 $150K FY 09 $150K
Assessment Retention Indicators
Comments
Example of Action Plan Louisiana State University at Shreveport
Clark Atlanta University GRADUATE 1. STATEMENT OF GOALS:
The major goals of graduate student orientation are to help students transition from undergraduate education and jobs to graduate education, and to provide information to help students understand their responsibilities and those of the University to students.
OBJECTIVES: a. To provide academic connections by providing students with CAU’s history, academic structure, University expectations, and
the educational opportunities available at CAU. b. To provide students with information, which outlines their responsibilities and those of the University to students. c. To provide students an opportunity to meet and question University support personnel responsible for helping in a
successful matriculation. d. To provide an opportunity for students who have not received advisement an opportunity to receive advisement and
enrollment services. 2. IMPLEMENTATION STRATEGY:
The University will conduct two orientation sessions each year, at the beginning of the fall and spring semesters. 3. RESPONSIBLE UNITS/INDIVIDUALS:
Office of Graduate Studies Enrollment Services and Student Affairs School Deans and Department Chairs Office of the Provost
4. EXPECTED OUTCOMES: At the conclusion of the orientation, students will have acquired some knowledge of the University’s history, University expectations, academic expectations, and registration and enrollment procedures.
5. TARGET GROUP FOR WHICH THE ACTIVITY/PROGRAM IS INTENDED: The target population is first-year and transfer graduate students.
6. RESOURCE STATEMENT: Expected resources should be derived from such sources as school budgets and the creation of a line item in the budget of the Office of Graduate Studies to carry out the goals and objectives of the graduate retention.
7. TIMELINE FOR IMPLEMENTATION: Orientation sessions for new graduate students will be held the week prior to classes beginning each semester.
8. EVALUATION PLAN: A questionnaire will be given to each student to determine whether the orientation met his or her needs. The data will be used as a part of planning for subsequent orientations.
Example of Action Plan
Planning Elements • Mission
• Formal/Informal Expectations
• Philosophical Underpinnings
• SWOT
• Vision
• Goals
• Objectives
• Strategies
• Performance Indicators
Constituents • Academic Affairs
• Administrators
• Deans
• Chairs
• Faculty
• Student Affairs
• Fiscal/Business Affairs
• Students
• Alumni
• High Schools
• Other Postsecondary Institutions
• Other External Stakeholders
Strategic Planning Elements
Step 1: Institutional Support for Planning
Step 5: Committee Resources to
Planning
Step 2: Form Planning Committee
Step 3: Design Planning Process
Step 4: Set Time Frames
Institution Committed to
Planning?
Phase I: The Plan to Plan
Step 9: Mission Statement
Step 8: Philosophical Underpinnings
Step 7: Informal Expectations
Step 6: Formal Requirements
Agreement on Mission?
Phase II: Institutional Framework
Establish Institutional Framework
NO
YES - GO TO PHASE II
NO
YES - GO TO PHASE III
THE SIX-PHASE STRATEGIC PLANNING PROCESS
Phase III Strengths, Weaknesses, Opportunities and Threats
Phase IV Strategic Vision
Foresight Analysis
Step 10: Institutional Strengths
Step 10: Institutional Weaknesses
Step 11: External Opportunities
Step 11: External Threats
Step 12: Vision Statement
Agreement on Vision?
GO TO PHASE IV
NO
YES - GO TO PHASE V
Phase V: Consensus Building
Step 13: Strategic Goals
Step 14: Share plan with campus
Step 15: Make appropriate
modifications
Agreement on Goals?
Phase VI:
Operational Plans
Step 16: Operational Plan for Strategic
Goal 1
Step 16: Operational Plan for Strategic
Goal 2
Step 16: Operational Plan for Strategic
Goal 3
Implementation
Assessment
NO
YES - GO TO PHASE VI
GO TO PHASE I
Links to SEM-Higher Education Planning Resources Appalachian State University
http://em.appstate.edu
Clayton State University
http://www.clayton.edu/em
Cleveland State Community College
http://www.clevelandstatecc.edu/content/uploads/pdf/CSCC-StrategicEnrollmentManagementGoals-2012-2015.pdf
Eastern Washington University
http://web.ewu.edu/groups/academicaffairs/strategicplanning/EM_White_Paper_9_06.pdf
Educational Policy Institute
A Practical Guide to Strategic Enrollment Management Planning
www.educationalpolicy.org/pdf/SEM%20Guide.pdf
Northland Community College
http://www.northlandcollege.edu/vision2010/stratplans/Enrollment_Management_Plan_2008-10.pdf
Penn State Lehigh Valley Campus
https://institutionalplanninglv.files.wordpress.com/2013/03/enrollment-strategic-plan-2012-updated.pdf
Prairie View A&M
http://www.pvamu.edu/enrollment-management/about-us/mission/
Links to SEM- Higher Education Planning Resources
Slippery Rock University
http://www.sru.edu/academics/enrollment/Documents/SEM/1-Vision-Mission-Values.pdf
Texas Tech University
http://www.emm.txstate.edu/resources/strategic-plan.html
UCLA
http://www.studentaffairs.ucla.edu/Enrollment-Management
University of California, Chico
http://www.csuchico.edu/em/documents/EMSSEMPlan.pdf
University of Illinois at Chicago
http://www.uic.edu/depts/oaa/strategic_plan/UIC%20ENROLLMENT%20MANAGEMENT%20PLAN.pdf
University of Kansas
http://em.ku.edu/about-enrollment-management
Society for College and University Planning
www.scup.org/knowledge/campus_plans.html