1. 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?

2. 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.

3. Review your department’s mission:
State why your exist
Reflect the College’s mission
Act as a decision making tool for you
Be concise

4. 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

5. 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

6. Discussion of potential opportunities and threats posed by external environment
Economic
Demographic
Technological
Political/Legal
Cultural
Competitive

7. Discussion of internal processes and resources
Where are our strengths, where are our challenges?
Discussion of internal processes and resources

8. 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

9. 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

10. SMART Goal Setting
Specific
Measurable
Attainable
Relevant
Time Bound

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

12. Measurable
You need to be able to demonstrate progress relative to the goal.

13. 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)

14. 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.

15. Time Bound Deadlines help get things done Missed deadlines mean
Inappropriate goals
Weak processes
Improperly budgeted resources

16. Think Small Maximum of Five Initiatives
Each initiatives a maximum of five strategic elements
Each strategic element having a maximum of five tactical operations

17. 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

18. 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

19. 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.

20. 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

21. 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

22. Questions?