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Strategic Planning

Strategic Planning. How did we do?. 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.

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Strategic Planning

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  1. 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 Critical analysis and qualitative reasoning Scientific and quantitative reasoning Technological competency and information literacy Communication Creativity Ethics Global Awareness • Scholarship • Leadership • Global Connectivity • Civic Engagement • Health & Wellness

  5. Critical Differentiation What can we be the best at? Students come (& stay) for the “why” not the ‘what.” Why and the Golden Circle • The way we deliver content • Lifelong relationships and community • Personal transformation • Societal impact

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

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

  8. 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

  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. Strategy3-5 Years, “Big Picture” Goal 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 • Program Quality • Enrollment • Market Penetration • Market Development • “Product” Development

  18. Strategy3-5 Years, “Big Picture” Goal 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 • Retention • Mission Focus • Recognition • Economic Efficiency

  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?

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