strategic planning for an academic institution: a peregrine academic services seminar

Strategic Planning for an Academic Institution:

A Peregrine Academic Services Seminar

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Communicates goals/objectives to organization’s constituents.

Clearly defines organizational purpose, establishes realistic goals/objectives consistent with mission

Develops a sense of ownership of the plan.

Ensures effective use of organization’s resources by focusing on the key priorities.

Benefits of Strategic Planning

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6 Brings together everyone’s best and most reasoned efforts; helps build consensus about where the organization is going.

Provides a base from which progress can be measured and establishes a mechanism for informed change when needed.

Benefits of Strategic Planning

Purpose of the Workshop

The importance of strategic planning to the success of a business is well documented. So is the importance of this activity to the academic institution.

There are special challenges as academic institution must integrate its planning into the overall plan of the educational institution, as well as the traditional challenges of making the plan a vibrant and active one.

Purpose of the Workshop

Therefore, the purpose of this workshop is to facilitate a hands-on session to help you develop and/or refine your current strategic plan.Please note: There are many different processes/procedures/models to use

for strategic planning and no one process/procedure/model is necessarily

better than another.

In this workshop, our goal is to show you several examples of plans,

models, and processes first and then walk you through a specific 4-step

process.

From this workshop, our goal then is that you have the tools you need to

carry this process forward with your institution or business unit.

Workshop Agenda• Strategic Planning Definitions

• Strategic Planning Challenges in Higher Education

• Strategic Planning: Processes and Models

• A 4-Step Strategic Planning Model– Step #1: Where are you now?

– Step #2: Where do you want to be?

– Step #3: How will you get to where you want to be?

– Step #4: How will you assess if you got to where you

wanted to be?

• Workshop Assessment

A Brief Glossary of Terms Used

in The Workshop


For Purposes of this Workshop: Strategic Planning Terminology

Accountability Office(s) performing the actions outlined in the action plan.

Action PlanDescription of action to be performed in support of strategic objectives.

Key Performance Indicator (KPI)

What is your measuring stick? Could be GPA, desired percentage of classroom utilization, increased use of green technology, development of IT system architecture, retention, persistence.....any descriptor appropriately indicative of success of the action plan.

Metric

What form of measurement will be used to determine percentage of completion. Can be quantitative (survey, number of items completed, percentage earned, etc.) or qualitative (observation, document analysis, interviews, etc.)

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Performance Target (PT)

Using the KPI descriptor, what is the level of performance or completion desired upon completion of the action plan? For example, student athlete average GPA of 3.75, 95% classroom utilization during the hours of 7:30AM-5:30PM, 100% usage of green technology light bulbs, 100% data entry, 85% retention, etc.

Planning Horizons

Long-Term (Strategic): More than 5 years; Medium-Term (Tactical):1-5 years; Short-Term (Operational): 1 year

Resource Requirements

Can be Financial (existing amount of operating/capital fund, new budget funds, or grant funding) or HR (time and talent). If financial, please provide amount which can be linked to university financial records.

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Strategic Planning Model

A graphical portrayal of your strategic planning methodology. Typically, model is not time-bound, meaning it is a representation of how you think through strategic planning. A strategic planning module simply portrays how you receive inputs, how you form outputs, and how you assess results.

Strategic Planning Process

A graphical portrayal of how you do your strategic planning. Typically, the process is time-bound, meaning it is a representation of how you and your teams work through the process of developing your goals, allocate resources, seek budget approval, etc. A strategic planning process may show your annual planning cycle (short-term) and/or a 5 or 10-year planning cycle (long-term.

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TOP 9 STRATEGIC PLANNING

CHALLENGES (AND OPPORTUNITIES)

IN HIGHER EDUCATION


Challenge #1: Trying to plan for the future while at the

same time, executing the current plan

Potential Issues:

• Matching what we

are doing now with

what we want to do

in the future

• Change

Management

• Time/SchedulingWhat can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #2: Achieving buy-in from all stakeholders

Potential Issues:

• Faculty resistance

to change

• Synchronizing the

plan with the

institution

• Engaging external

stakeholders

What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #3: Shifting the academic culture from one

of reactive to one of proactive

Potential Issues:

• Time Management

• Resource

constraints

• Established

paradigms


Challenge #4: Moving the process forward

Potential Issues:

• Get stuck in a

particular step in

the process

• Paralysis of

Analysis

• Not seeing the

forest because of

the treesWhat can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #5: Meshing the Terminologies

Potential Issues:

• Hundreds of

processes available

• Hundreds of

modules to choose

from

• Multiple, sometimes

conflicting,

definitions for the

terms we use What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #6: Closing the Loop with the Plan

Potential Issues:

• Must be able to

show how you

close the loop with

the plan

• Not closing the

loop will reduce

future participation

in planning What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #7: What’s In It For Me?

Potential Issues:

• Unless staff and

faculty see the

“what’s in it for

me”, they may not

be willing to

participate and

contribute

• Loss of interest and

focusWhat can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #8: New Personnel & Old Personnel

Potential Issues:

• New personnel

might be too eager

for change

• Old personnel are

reluctant to change

anything


Challenge #9: Data Collection vs. Data Analysis

Potential Issues:

• We are good at data

collection, but how

are we doing on

data analysis?

• Ambiguity of roles

and responsibilities

between the

Assessment Team

and the Dean/Chair What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

STRATEGIC PLANNING:

AN OVERVIEW


The Essential Strategic Planning Steps

1. Where are you now?

2. Where do you want to be?

3. How will you get there?

4. Did you make it?

University or College

Business School, Department or Program

Strategic Planning Activity

Strategic Goals

Strategic Objectives

Action Plans

An Academic Visual…..

Institutional Planning Outcomes

Program and Student Learning Outcomes

Benchmarking, Assessment, Comparative Analysis

Model (Structure) vs. Process

The structure (or model) describes how you think though the strategic plan. It is usually not time-bound).

The process is how you action the thought processes during the academic year. It is usually time-bound.

Strategic Planning Essentials

1. Must be a collaborative process –

diversity helps ensure the broadest

possibility for innovation and new

ideas

2. Must be on-going and continuous

3. Ground your plan in your Mission,

Vision, and Values1 of 2

Strategic Planning Essentials

4. Use constant self-evaluation and

controls

5. Must be open and transparent to all

stakeholders, internal and external

6. Focus on the long-term overall, but

short-term in the execution of the plan2 of 2

Strategic Planning Criteria

Any strategic plan should be an

organic document: it should be

–developed,

–utilized,

–reviewed,

–Updated, and

–improved

in a systematic, effective, repeatable

process.

Know Your Stakeholders

Students (future, current, alumni)

Families

Donors

Employers

Community

It’s all about structure, process, & communication…

• Refine the Strategic

Planning Structure

(Model)

• Refine the Strategic

Planning Process

(Annual Cycle)

The Strategic Planning Structure

Strategy & Planning: Senior Leadership Team (Executive Council)• President• General Counsel• Provost• Chancellor (ex officio)• Vice Presidents• Mission & Ministry• Senate President

Dialogue: Institution Planning Commission• President• Provost & Vice Presidents• Deans• Faculty Representatives• Division Directors• SGA President/Rep

Action: Leadership Team• Associate Provost• Academic Deans• Administrative Deans• Directors• Faculty Senate &

Standing Committees• Discipline Chairs and

Coordinators

What’s the difference?

• Strategic action plans are those plans which take us from where we are…….to where we want to be!

• Operational action plans are those actions we must take in order to maintain our current level of operations in the midst of growth and economic change.

Take a SMART Approach

Adopt format to include

– SMART objectives

– Accountability

– Resource requirements

– Metrics

– Planning Horizon/Deadline

– KPI/Performance Target

The Basic Strategic Planning Model

• SWOT Analysis• Stakeholder

Feedback

Inputs

• Evaluate Mission• Create Goals &

Objectives• Create Action Plans

Planning • Deploy Action Plans• Gather Data• Analyze Results• Continuous

Improvements

Evaluation

Competitive PositionStrategic ChallengesStrategic AdvantagesStakeholder Requirements

Assessment PlanRepeatable ProcessesFeedback Loop

Systematic & effective designLinkages across the universityCascading , 2-way communicationWorkforce engagement

A Strategic Planning Cycle Example

Create & deploy action plans &

identify metrics

Discussion & Dissemination

Review/Revise Vision, Mission, SWOT, Inputs,

Strategic Goals & Objectives

Approves annual

update of Strategic

Plan

Departments & Divisions deploy metrics & collect

data

Institutional Research analyzes data & generates

report (Dashboard)

Assess performance gaps & make

recommendations Planning Group

Fosters AgilityRepeatable Process

Mid-course correctionsTied to Budget Cycle

Strategic Planning Timetable (Example)

Timeframe Action

June-July Step 1: Conduct SWOT, gather stakeholder feedback

2 days, August Step 2: Conduct Strategic Planning Retreat

1 day, August Step 3: Discuss with/disseminate to Teams

August Step 4: Senior Leadership Team Approval

August/ September

Step 5: Create/deploy action plans & identify metrics

Fall & Spring Semesters

Step 6: Departments/divisions deploy metrics & collect data according to Assessment Plan schedule

December & May

Step 7: Analyze data & generate dashboard

December & May

Step 8: Evaluate report, assess gaps & make recommendations

Establish Some Ground Rules with your Team for Strategic Planning, e. g…..

• Always be punctual for meetings; notify team chair

prior to meeting if you will be late or absent.

• Action items are completed and updates provided

electronically to all SLT (Senior Leadership Team)

members prior to scheduled meetings.

• No one “owns” any strategy item. We are trying to

get the best collective thinking.

• Work is completed on time. We honor requests from

our team members. We ask for help as needed to

meet obligations.1 of 2

Establish Some Ground Rules with your Team for Strategic Planning, e. g…..

• During meetings and in our roles as leaders, we listen to other

points of view, particularly those that are different, in addition

to expressing our own. We can and should offer different

perspectives, but we are striving for consensus. Consensus

means we have heard, have been heard, and thus can and will

support the team’s outcomes.

• Because the strategic plan impacts all stakeholders, it is

critical that each team member reviews everyone else’s work

thoroughly before each meeting. Lack of feedback during

meetings will be considered agreement.

• ELMO – Enough, Let’s Move On. Any team member has the

right to request an ELMO if the team gets mired in discussion

without forward progress.1 of 2

Some Observations and Recommendations: Thoughts from the Journey

Specific people and/or teams should

be identified for each item in the

process in order to ensure that the

item is accomplished. Must also

include deadlines.


In terms of your annual planning process,

consider an annual planning cycle for the

upcoming year as well as a rolling 5 or 10 year

long-term plan.

Also, you may want to adjust this if your fiscal

cycle is 2 years (many public schools) rather than

1 year (most private schools).


Strategic planning can and should

occur at all levels, from the very top of

the institution down to specific

program chairs. Planning at every level

is important, but must be synchronized

to create unity of effort.


Don’t confuse Strategic Direction vs.

Strategic Plan. Strategic Direction is

really a vision whereas a strategic plan

includes both vision and the roadmap

to achieve that vision.


Don’t forget contingency planning as well

as branches/sequels to the current plan that

take into consideration future possible

events that you may not be able to control

(e. g. a spike in enrollment or a reduction in

the budget)


Every plan is based on BOTH facts and

assumptions. You can’t change facts, but

your assumptions may not be correct. Build

flexibility into the plan in case your

assumptions about the future prove to be

false.

A 4-Step Strategic Planning Process (This Is What We’ll Use for Our Workshop)

1. Where Are You Now?

2. Where Do You Want to

Be?

3. How Will You Get There?

4. Did You Make It?

STEP #1: WHERE ARE YOU

NOW?

CLARIFYING YOUR MISSION,

VISION, AND VALUES: THE

STRATEGIC EVALUATION

Building or Enhancing Your Strategic Plan

A 4-Step Strategic Planning Process



Be?


4. Did You Make It?

Strategic Direction

How do you get where you are going if you don’t know the

path and there is no MapQuest available?

Elements of Step #1: Where Are You Now?

1. Clarify Your Mission/Vision/Values

2. Conduct a Strategic Assessment (SWOT)

3. Define the Planning Scope

4. Identify the Planning Process

a) Integration of Institutional Plans with the

Business Unit Plans

b) Develop a practical process for the Business unit,

both the annual planning cycle and the long-term

planning process

Where Are You Now?

1. Consider Your:– Mission – what you do?

– Vision – why you do what you do?

– Values – how you do what you do?

Why are M/V/V important?• Mission, Values, and

Vision are the glue that holds an organization together.

• They describe what you're trying to do, how you want to go about it, and where you're headed.

Why are M/V/V important?• Knowing these things

helps to keep your

organization on track.

• It gives you a yardstick

you can always use to

measure your present

performance and plans

against your aspirations.

Validate YourMission/Vision/Values

Re-examine your mission statement.

– Is it current?

– Is it still relevant?

– Does everyone understand it?

– Does is describe WHAT you do?

• At its most basic level, the mission statement describes the overall purpose of the organization; what it does on a day-to-day basis.

• When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.

• Ensure that the wording of the mission is to the extent that everyone can infer some order of priorities in how products and services are delivered.

• The mission statement should clearly separate the mission of the organization from the competition.


Re-examine your strategic vision.– Is it focused on a desired future state or condition?– Is it realistic?– Does it address WHY you do what you do?

• The vision statement includes a vivid description of the organization as it effectively carries out its operations.

• Where is the organization headed? Why does it exist?• The vision is a compelling description of the state and

function of the organization once it has implemented its strategic plan.


Re-examine your Values– Are they clear and compelling?

– Do any new ones need to be added?

– Are we following our values?

– Do they convey HOW you will do what you do?

• Values represent the core priorities in the organization’s culture, including

what drives members’ priorities and how they truly act in the organization,

etc. Values are critical in strategic planning. They drive the intent and

direction for the planning process.• Establish four to six core values from which the organization would like to

operate. Consider values of customers, shareholders, employees, and the

community.• Incorporate into the strategic plan any actions needed to better align actual

behavior with preferred behaviors.

Translating the Institution’s M/V/V into the Business Unit’s M/V/V

Do you need a separate Mission/Vision/Values for the Business

Unit if your Institution already the M/V/V stated?

• In general, the answer is YES; however, the choice is yours.

• Consider taking the M/V/V of the Institution and modifying them

to fit your specific Business Unit M/V/V. Typically, all this

requires is some minor word adjustments.

• The rule of thumb with Values is that you can always add to the

list, but you cannot delete from the list.

Where Are You Now?

2. Strategic Assessment– S: Strengths

– W: Weaknesses

– O: Opportunities

– T: Threats

Strengths

Weaknesses

OpportunitiesThreats

Describe the Environment

SWOT Analysis

Strengths

Weaknesses

Opportunities

Threats

Based on consideration

for both internal and

external factors such as:• Your business unit

• Higher offices

• Regulatory environment

• Shareholders

• Community

• Political environment

• Financial

Figure 1- SWOT Analysis Exploring Internal/External Forces Impacting Institution

INTERNAL EXTERNAL

STRENGTH- Strong mission and culture, which fosters employee

and student loyalty - The strong entrepreneurial and fiscal leadership

- Continuous, positive growth in enrolment, staffing and services during a recession

- Fiscal stability when others froze salaries, experienced declining enrolment and laid people off

WEAKNESS- Heavy teaching workloads & less competitive salaries- Lack of unity & collaboration between delivery

systems

- Reputation (brand) as a low-tier educational institution

- Serve a less academically prepared population

OPPORTUNITY

- Tailor-made curriculum & program development as a result of a non-cumbersome, flexible governance structure

- Strong connection to community through service

- Entrepreneurial leadership has created an agile organization

- Easily expands into new markets

THREAT- Potential that delivery systems may have differing

levels of quality- One mistake destroys a thousand “good jobs”

- Multiple competitors within a 50-mile radius

- Attractiveness of online education

Courtesy of Lisa Schulz, UIW Alumni Relations

Incorporating Your SWOT Into Your Strategic Plan

What do you do with your SWOT results?

• As you develop your goals, objectives, and actions

plans, you should go back to your SWOT list and

ensure that all of the items are addressed.

• This crosswalk ensures that all of the areas

previously identified are addressed in the plan.

Where Are You Now?

3. What is the planning scope for your

current strategic plan? – What are your Planning Horizons?

– What are your Areas of Emphasis?

Define the Scope of the Plan and the Current Planning Process

• What is the length of time to be considered for this planning effort?

• Annual planning cycle• 5-10 year planning period (rolling years)

• What are your planning horizons?• What are the areas of special

emphasis?

Where Are You Now?

4. Identify the Planning Process

a) Integration of Institutional Plans with the

Business Unit Plans

b) Develop a practical process for the Business unit,

both the annual planning cycle and the long-term

planning process

Table Exercise: Use the

template provided or your

own document to

update/create the elements

previously discussed for

your strategic plan.

STEP #2: WHERE DO YOU WANT TO

BE?

STRATEGIC GOALS





Be?


4. Did You Make It?

Where Do You Want to Be?

Strategic Goals: Broad, long-term

goals that cover the breadth and

depth of the organization. Should

have 4-6 strategic goals for an

organization.

Goals, Objectives, & Action Plans

Goal:

A broad statement about a long-term desired

outcome that may, or may not be completely

obtainable

10,000 foot view, high level link between mission

and vision, based on ideas, not specifically

measurable


For example, you could have goals related to the elements of

ACBSP accreditation:

1. Leadership (Standard 1)

2. Planning & Continuous Improvement (Standard 2)

3. Student & Stakeholder Satisfaction (Standard 3)

4. Student Learning & Performance (Standard 4)

5. Human Resources (Standard 5)

6. Organizational Performance (Standard 6)

This is just one approach to goals, there are

others as well.

Developing Strategic Goals

Outline the broad concepts you want to achieve.

Capitalize on your strengths and opportunities from

the SWOT analysis.

Consider your threats and weaknesses from your

SWOT analysis.

Usually only 4-6 strategic goals for any one plan.

Developing Strategic Goals

At a minimum, organizational goals should address

the following core functional areas of the

organization:

1. Educational Services Offered

2. Finances

3. Employees/Staff/Faculty

4. Stakeholder Engagement & Management

5. Facilitates and Resources

An Example of Relating Strategic Vision with Organizational Goals

Elements of the Vision are

included in each of the 3 Goals

Examples of Strategic Goals Using Standard 3

Design, develop, and implement a

comprehensive stakeholder management

plan that engages all our strategic partners

and ensures their support for our efforts.

STRATEGIC GOAL: Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts.STRATEGIC OBJECTIVE 1.

Action Plan Accountability Resource Requirements Metric

Planning Horizon & Deadline KPI (Performance

Target)

Mapping/Crosswalk

Consider how you will map, or crosswalk, what you are doing with the Business Unit relative to the institution and relative to accreditation requirements.

University Goal/Objective

College Goal/Objective

Program Goal/Objective

Accreditation Relationship

Should have a direct relationship between these so that you can report up and down

your progress relative to the goals and objectives.

Strategic Forecasting• Strategic Forecasting is the

art of looking into the future to anticipate changes ahead and then building your strategic plan around the conditions you anticipate in the future.

• It may be useful to engage your business advisory board members with this exercise.

STEP #3: HOW WILL YOU GET THERE?

OBJECTIVES, ACTION PLANS, AND STRATEGY





Be?


4. Did You Make It?

How Will You Get There?

Objectives: – Specific, measurable, achievable,

relevant, time-bound (SMART) items associated with a goal.

Action Plans: – How you will accomplish each objective

(who/what/when/where/how/why)

Determine Objectives for Each Goal

• Each goal will have several objectives.

• These objectives can be designated

as either long-term or short-term.

• The objectives are the specific action

items needed to accomplish the goal.

• Objectives should be prioritized.

Goals, Objectives & Action Plans

Objective: a measurable outcome that will be achieved in a

specific timeframe to help accomplish a desired goal.

– SMART

– Specific: Require specific action

– Measurable & tangible

– Achievable: Narrow plan

– Relevant: Based on facts

– Time-bound: Mid to short term

Examples of ObjectivesSTRATEGIC GOAL: Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts.

1. STRATEGIC OBJECTIVE 1. Define and segment the target student market(s) – Criterion 3.a.


Planning Horizon & Deadline

KPI (Performance Target)

Comments/Notes

1. STRATEGIC OBJECTIVE 2. Identify and assess student and stakeholder requirements and expectations – Criterion 3.b.




Comments/Notes

1. STRATEGIC OBJECTIVE 3. Develop and maintain stakeholder-specific listening and learning methods – Criterion 3.c.




Comments/Notes


• Action Plans: These explain the steps and

resources needed to meet the objective(s).

• Activities must relate to an objective and- include the action that will take place,

- who is assigned to do the tasks (accountability),

- what materials and resources are needed,

- when actions are to occur (planning

horizon/deadline)

- how reports of progress are to be made

(metrics/KPI/Performance Target)

Sample Action Plan

1. STRATEGIC OBJECTIVE 2. Identify and assess student and stakeholder requirements and expectations – Criterion 3.b.




Annually Assess student satisfaction.

Institutional Research

Budgeted funds for metric and data collection (insert $$$)

Noel-Levitz Student Satisfaction Survey

ST: Annual Administration > 95%

satisfaction in all areas

Developing Action Plans

• Although there are only 1-3 of you

here from your Business Unit for

this Strategic Planning Workshop, it

is important that you involve others

in developing your action plans.

• Not only will involving others

improve the plan, but it will also

help develop buy-in for the plan.

Contingency Planning

All plans are based on FACTS and

ASSUMPTIONS. While facts will not

change, assumptions either prove to be

correct or incorrect.

FACT: Current enrollment is 400 students

ASSUMPTION: : Enrollment will increase 5%

per year for the next 5 years.


Thus, no plan will go precisely as

planned; situations change and you must

be adaptive to these changes.

Change: Enrollment increases by 25% in

Year 3 of the Plan due to a new educational

partnership developed with a local

manufacturing plant.


Therefore, it is important to also consider

contingency plans: If ____ happens, then

we will do _____.

If the partnership goes through with the local

plant, we will shift the two classroom-taught

courses to one online course.


With contingency planning, it is necessary for

you to identify and then monitor the “trigger”

event that could cause you to implement a

contingency plan.

The trigger event for us is when the plant

announces its plans to double its labor force for the

new manufacturing line.

STEP #4: DID YOU MAKE IT?

EVALUATION & ASSESSMENT





Be?


4. Did You Make It?

Did You Make It?

1. Evaluation: Steps taken to ensure that the objective and action plans are implemented. Addresses how you will lead, monitor, and refine the plan.

2. Assessment: Done concurrently so that you have a feedback process for continuous improvement.

Lead the implementation of the strategic plan:

• Must have consensus within the

planning group and the leadership

team.

• Communicate your vision, which is

the desired end-state you want to

achieve.

Lead the implementation of the strategic plan:

• Unify your teams towards the desired

goals and functional area objectives by

including them in subsequent planning

efforts.

• Achieve consensus with adjacent units

and external stakeholders.

Monitor the strategic plan:

• Identify any critical events and critical tasks.

• Ensure that the resources you need are in the right place and at the right time.

• Look forward in the plan to identify potential problems.

Monitor the strategic plan:

• Look backward in the plan to ensure that

the right actions were taken at the

appropriate time that set the stage for

future events.

• Ensure that your teams are following the

plan as intended.

Refine/Improve the strategic plan:

• No plan survives first contact –

situations will change and evolve.

• Look ahead to when critical

decisions have to be made that could

result in refining the plan.

Refine/Improve the strategic plan:

• Be flexible in your execution of the

plan.

• Use the decision-making process to

continually refine and improve upon

the plan.

RECAP AND SUMMARY:

WHERE DO WE GO FROM

HERE?

Strategic Planning for an Academic Institution




Be?


4. Did You Make It?

Leadership Matters!

• We encourage you now to go back and engage

with others within your business unit.

• Strategic planning must be a group process in

order to ensure that everyone on the team is

focused on the goals, has ownership of the

action plans, and is able then to support the

Mission, Vision, and Values of an Academic

Institution.

Strategic Planning for the Business Unit: Peregrine Academic Services Seminar

Thank You!

strategic planning for an academic institution: a peregrine academic services seminar

Documents

workshop strategic planning

current strategic plan

workshop assessment

academic institution

overall plan

step process

educational institution

percentage of completion