Presentation on theme: "How are we going to get there?"— Presentation transcript:
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 PlanningHow 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 existReflect the College’s missionAct as a decision making tool for youBe concise
4 Beyond Mission Five Broad Principles Liberal Arts Core Scholarship LeadershipGlobal ConnectivityCivic EngagementHealth & WellnessCritical analysis and qualitative reasoningScientific and quantitative reasoningTechnological competency and information literacyCommunicationCreativityEthicsGlobal Awareness
5 Critical Differentiation What can we be the best at?Students come (& stay) for the “why” not the ‘what.”The way we deliver contentLifelong relationships and communityPersonal transformationSocietal impactWhy and the Golden Circle
6 Discussion of potential opportunities and threats posed by external environment EconomicDemographicTechnologicalPolitical/LegalCulturalCompetitive
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: WeaknessesStrengthsAdmissions and retentionCurriculum developmentProgram development and modificationStudent services and other student issuesFaculty development, support & qualityResourcesHumanCapitalPhysicalAssessment/AccreditationArticulation 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.)EnrollmentMarket PenetrationMarket Development“Product” DevelopmentRetentionMission FocusRecognitionEconomic Efficiency
11 SpecificDon’t use words like “best.” Rather define what best means to your department.
12 MeasurableYou need to be able to demonstrate progress relative to the goal.
13 AttainableGoals must be achievable within given budgetary and time constraintsChairs to consult with the Provost and CFO in creating goals and budgetRemember 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 goalsWeak processesImproperly budgeted resources
16 Think Small Maximum of Five Initiatives Each initiatives a maximum of five strategic elementsEach strategic element having a maximum of five tactical operations
17 Strategy 3-5 Years, “Big Picture” GoalStrategy (Examples)Program QualityEnrollmentMarket PenetrationMarket Development“Product” DevelopmentPursue discipline specific accreditation; increase faculty development; hire new faculty with specific credentialsLaunch online version of existing major; create SAGE version of a major; design new program
18 Strategy 3-5 Years, “Big Picture” GoalStrategy (Examples)RetentionMission FocusRecognitionEconomic EfficiencyEncourage use of student servicesCreate or enhance leadership, civic engagement or global awareness initiativesDefine method for communicating department achievements with marketing and external constituenciesFind economies of scale; kill bureaucracy
19 TacticsA 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 departmentLarger initiatives will become part of the college-wide plan and be prioritized by:Contribution to College MissionAvailability of Resources (Capital, Human & Physical)Return on InvestmentTime to implementation
21 Measure and Close the Loop Record should be kept of progress toward goalsProgress should be assessed at regular intervals and discussed with department constituents. (Keep records)Adjust strategies and tactics based on assessmentRepeat