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?