Strategic Planning Workbook
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Transcript of Strategic Planning Workbook
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2013
Lake Erie College
[STRATEGIC PLANNING WORKBOOK] The following workbook includes templates, sample plans and helpful tips to facilitate development of a new strategic plan.
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Table of Contents Strategic Planning Process and Terminology ........................ Page 1 Glossary of terms
Internal/External Stakeholders Worksheet .......................... Page 3 Stakeholder Identification and Analysis
SWOT Worksheet ................................................................. Page 5 S.W.O.T. Analysis Exercise
Strategic Priorities Worksheet .............................................. Page 7 Identification of priorities that address critical issues and provide strategic direction
Missions Statement Worksheet ........................................... Page 11 Review/Revise current Mission
Strategy Formulation ............................................................ Page 13 Define Goals and Key Tasks/Objectives for accomplishing short- and long-term success
Strategic Plan Crosswalk ....................................................... Page 17 A mapping of the Strategic Plan Goals and Objectives to the Strategic Planning sub-groups
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Strategic Planning Terms and Definitions In general, strategic plans for higher education cover a three to ten year timeframe and include the following components: mission, vision, strategic priorities, goals, objectives, action steps, timeframes and responsible parties. When engaging in a strategic planning process, it is helpful to define these words and terms so everyone is on the same page. This provides a framework for what we want to be as an institution in the future. PROCESS FOUNDATION Presidents Vision = A simple, inspiring statement of the possible future. President Victors vision statement reflects a shared dream of what the organization could look like when the mission has been achieved. Environmental Scan, Internal & External
Presented by the LEC Divisional V.P.s:
Regional/National Economic, Workforce, & Demographic Trends Trends and Regulatory Expectations in Higher Education Objectives and Results as defined by divisional Overarching Development Plans (ODP)
developed as part of the college planning process Current Lake Erie College Planning Process = Lake Erie College uses the Procedure for Institutional Strategic Planning, Deployment and Effectiveness guide to provide a structured approach to planning. Institutional goals for the next fiscal year are determined by an annual review process, for more information on the planning process please see the Institutional Research and Planning pages on the website. Overarching Development Plan Template
Goal (VP Objectives/Action Items)
OBJECTIVES ACTION ITEMSEVIDENCE OR
MEASURERESOURCES
NEEDEDDates
CompletedRESULTS New Action
What do we want our office to accomplish?
What are we working on to make the Goal
happen?
What will we do to achieve the outcome/
objective?
How will we know that we are
successful?
additional actions
needed for improvement
Identify VP ODP Objectives & Action Items, Strategic Plan
and specific tasks required by your department
NOTES: Many departmental Goals will come out of the development of the VP/Division Leader's Action Items (from their ODP's.)State Goals, Objectives, and Action Items in measureable, results-oriented terms.
List all Action Items needed to achieve each Objective.
Results and New Action Items will feed back into VP/Division Level ODP's and feed into the next cycle of planning
http://www.lec.edu/aboutus/IRandP/irreporting -
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TERMINOLOGY Stakeholder = any person, group or organization that can place a claim on the organizations resources, attention, output or is affected by its output. Mission = A short written statement describing the purpose of the organization. The mission statement provides direction and guides the day-to-day work of the initiative. Strategic Priority = (AKA: Strategic Direction, Strategic Issue, etc.) A category or statement identifying an area of emphasis that addresses the colleges critical issues and/or provides a strategic direction. For example: Identity Goal = A statement of what we want the college to achieve or accomplish. A goal states the intent and purpose that supports the Strategic Priority. For example: Strengthen distinctiveness of Lake Erie Colleges identity. Objective = A statement of what you will do to achieve your goal. Objectives describe the specific approaches you will use to achieve your goals. For example: Identify and effectively articulate how the Colleges approach to general education, academic and extracurricular programs creates a distinctive LEC educational experience, with definable student outcomes. Action Steps = Concrete activity(s) that will be taken to achieve the objective. Action steps should be sequential and easy to measure through the outputs. These measurable steps make the strategic plan a usable, working document. Vice Presidents will track their progress by reviewing the strategic plan at yearly meetings. Measurement = Tangible results of the action steps. Outputs can be tracked and documented through process evaluation methods. Target Date and Party Responsible = Details of when the action step will take place and who is responsible to make sure this happens.
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Internal/External Stakeholders Stakeholders are any person, group, or organization that can place a claim on the organizations resources, attention, output, or is affected by its output. Stakeholder theory suggests that businesses need to pay attention to stakeholders by focusing on those who affect or are affected by its products or services. Stakeholder analysis creates a framework within which businesses identify, evaluate, and then incorporate these interests into their decision-making processes.
Lake Erie College
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Internal/External Stakeholders
Stakeholders are any person, group, or organization that can place a claim on the organizations resources,
attention, output, or is affected by its output. Stakeholder theory suggests that businesses need to pay attention to
stakeholders by focusing on those who affect or are affected by its products or services. Stakeholder analysis
creates a framework within which businesses identify, evaluate, and then incorporate these interests into their
decision-making processes.
LAKE ERIE COLLEGE
VENDORS/ CREDITORS
STUDENTS
PARENTS
DONORS
BOARD
ALUMNI
EMPLOYEERS
LOCAL COMMUNITY
FACULTY
STAFF
ADMIN.
K-12
COMMUNITY
ACCREDITORS
/GOVT
HIGHER
EDUCATION
FEEDER
INSTITUTIONS
REGULATORY
AGENCY
FINANCIAL
AID
COMPETITORS
MEDIA
PARTNERS
GRAD/
PROFESSIONAL
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S.W.O.T. Worksheet Before developing a strategic plan of action we conducted an inventory of the Colleges strengths, weaknesses, opportunities and threats. The list below is a starting point to be used in considering strategic issues and wrapping up the SWOT exercise. Strengths: Strengths are qualities and attributes of the college that enable us to accomplish the mission. Strengths are the beneficial aspects or the capabilities of the college.
Opportunity: Opportunities are presented by the environment within which the college operates.
Opportunities may arise from market, competition, industry/government and technology.
Weakness: Weaknesses are qualities and attributes that prevent us from accomplishing our mission and
achieving our full potential. Weaknesses are the factors which do not meet the standards we feel
they should meet.
Threats: Threats arise when conditions in the external environment jeopardize the reliability and success of the college. Threats are uncontrollable. When a threat comes, stability and survival can be
at stake.
SWOT
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S.W.O.T. Worksheet Continued Before developing a strategic plan of action we conducted an inventory of the Colleges strengths, weaknesses, opportunities and threats. The list below is a starting point to be used in considering strategic issues and wrapping up the SWOT exercise. Strengths: Strengths are qualities and attributes of
the college that enable us to accomplish the mission. Strengths are the beneficial aspects or the
capabilities of the college.
Opportunity: Opportunities are presented by the environment within which the college operates.
Opportunities may arise from market, competition, industry/government and technology.
Weakness: Weaknesses are qualities and attributes that prevent us from accomplishing our mission and
achieving our full potential. Weaknesses are the factors which do not meet the standards we feel
they should meet.
Threats: Threats arise when conditions in the external environment jeopardize the reliability and success of the college. Threats are uncontrollable. When a threat comes, stability and survival can be
at stake.
Campus environment (Attractive/Safe)
Long College History/Traditions
Quality Student /Faculty interaction
Relationships/Partnerships
Reputation of Equine program
Small Campus Size
Small class size
Visibility provided by varsity athletics
External Identity
Financial Resources & Tuition Dependancy
Internal Communication
Management of Relationships/Partnerships
Organizational Culture
Planning & accountability
Recruitment & Enrollment Management
Retention, Graduation
Uncompetitive programs
Underfunded programs
Demand for alternative access and delivery options
Demand for select majors/careers (science, health care, business, environmental)
Experiential learning options to enhance our offerings or set us apart
Partnerships that provide effective and efficent growth
Visibility provided by varsity athletics
Demographics (i.e. shrinking pool stakeholders)
Flexibility of alternative programs
Growing Class Size
Perceived Value regarding Value/Quality
Regional Economy
Regulations (accred., govt., etc.)
Small Campus Size & Location
SWOT
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Strategic Priorities Worksheet
STRATEGIC PRIORITES- IDENTIFYING SELECTED STRATEGIC PRIORITIES WILL ENABLE THE COLLEGE TO FOCUS ON KEY CHALLENGES, POLICY CHOICES AND NEW DIRECTIONS. THEY MAY REQUIRE IMMEDIATE ACTION, FUTURE ACTION
OR BE UNCLEAR AS TO WHETHER ANY ACTION WILL BE REQUIRED NOW OR IN THE FUTURE, BUT THAT NEED TO BE
MONITORED.
THE FOLLOWING QUESTIONS SHOULD BE CONSIDERED AS YOU IDENTIFY SPECIFIC PRIORITIES:
What is the priority?
Why is this a priority? Should be viewed in terms of vision, mandates, internal strengths & weaknesses, or external opportunities & threats
What are the consequences of not addressing this priority?
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Priority List Discussion Summary & Rating
Optimal Resource Levels and
Allocation/Allotment
Fiscal, Physical and Human
Master Facilities Plan
Enrollment Management
Strengthen institutional resources to support the mission, strategic goals and expected growth. Manage and allocate institutional resources to enable the College to provide adequate levels of support for all areas, now and long-term.
Technology
Leverage technology to promote high levels of effectiveness and efficiency. Obtain and optimize the use of technologies to improve student learning outcomes.
Academic offerings that meet
relevant stakeholder needs and
demands
Offer programs that will provide graduates with the distinction necessary to be highly successful in their lives and careers. Enrich the educational experience. Build adaptable, integrative curricula and pedagogies to meet stakeholder needs and market demands.
Campus Culture and Service
Excellence
Create a campus culture that fosters collaboration, cooperation, communication and transparency across institutional entities. Provide operational and service excellence. Encourage professional development and engagement to effectively support priorities of the institution.
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Priority List Discussion Summary & Rating
Effective and efficient delivery of
academic programming and
institutional services
On-line, etc.
Selectively pursue advanced delivery methods and strategic internal and external alliances.
Outcomes and Data-Informed
Decision Making
Budgets
Cost/Benefits
Retention Rates
Graduation Rates
Career Outcomes (first destination)
Graduate/Professional School Admission Rates
Accurate, accessible data and standard analytical tools are essential to manage the Colleges processes, assess outcomes including student learning outcomes, and continuously improve curriculum as well as operations.
Identity
Effectively define and promote a distinctive identity that is clear to all constituents and stakeholders.
Global Focus
Incorporate the necessary foundation and exposure in support of cultural sensitivity and global awareness appropriate to the 21
st century.
(as of 3/19/13)
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Strategic Planning Priorities
Goal Statements
Academics
Resources Culture
Achieve Program Excellence & Innovation
Deliver high quality academic programs that meet stakeholder needs and demands in a global market and achieve effective and efficient program delivery.
Optimize Resources
Develop a campus culture of social responsibility, respect and accountability, while recognizing alignment with institutional priorities
Strengthen Campus Culture
Secure organizational sustainability and growth through increased revenue and the effective allocation and utilization of organizational fiscal, human and physical resources.
Data Identity
Technology
Offerings and Delivery
Global
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Mission Statement Worksheet Current Mission Statement:
In the context of a long liberal arts tradition, Lake Erie College provides distinctive
undergraduate and graduate programs that prepare students to meet career and life
challenges as educated and responsible citizens of local, national and international
communities. Approved by the Board of Trustees, April, 2007
Does the current statement state clearly the purpose of the college? Yes No
Can the current statement it be supported by evidence? Yes No
Does the current statement reflect the new list of priorities? Yes No
No to any of the above questions indicates the current mission may need to be revised. We should be able to show evidence of the statements made within the mission. For example, the highlighted points below are supported by evidence from various outcomes, curriculum, rankings and classifications (i.e. Carnegie Classifications), etc. We should be able to show similar evidence supporting statements within our own mission.
Example Mission Statements Marietta College provides a strong foundation for a lifetime of leadership, critical thinking, and problem solving. We achieve this mission by offering undergraduates a contemporary liberal arts education and graduate students an education grounded in advanced knowledge and professional practice. Intellectual and creative excellence defines the Marietta experience. Ohio Northern University, a United Methodist-related institution of higher learning, seeks to educate and graduate students accomplished in scholastic achievement, prepared for a useful life and meaningful career, and inspired with a desire to contribute to the good of humankind consistent with Judeo-Christian ideals. Ohio Northerns purpose is to help students develop . develop technology skills appropriate to the needs of an ever changing world. The universitys academic program includes mutually supportive liberal and professional education components and integrates practice with theory and provides students with opportunities for research, internships, co-op and international study and work
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Mission Statement Worksheet Continued Please use the following as a tool when revising the mission statement in the context of the identified priorities:
1. What do we do?
2. How do we do it? (what evidence do we have that supports this?)
3. What is the purpose of what we do?
4. For whom do we do it? (reference Internal/External Stakeholder worksheet page 5) DRAFT:
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Strategy Formulation Worksheet
This builds upon the work we did above. Each subgroup will be looking at the short and long term
priorities the committee identified and determining the specific goals to achieve the identified
Strategic Priorities.
The following worksheets consist of ten pages, one for each goal (please feel free to make more if
needed). Return to your list of priorities on page 8, and write each of them on one of the following
pages. On each page, you should list key tasks or goals that your subgroup area will have to undertake
in order to accomplish that priority.
Your goals should be specific and include tangible objectives/action steps to guide your work and track
progress. What will success look like? Will certain people at the college be working, interacting or
functioning differently? Will work be assigned differently? Will offices be organized differently? Will
services change? Most importantly, all goals should include measurable, achievable objectives and
action steps.
Priority:
Goal #1
Goal Statement: Objectives
Obj. # Action Steps needed to achieve objective Measurement Resources
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Strategy Formulation Worksheet
Priority: Academics
Goal #1
Goal Statement: Achieve Program Excellence & Innovation.
Deliver high quality academic programs that meet stakeholder needs and demands in a global market
and achieve effective and efficient program delivery.
Objectives
1. Ensure high quality, assess viability and provide necessary resources of existing programs to
meet stakeholder needs and demands in a global market.
2. Assess feasibility and provide necessary resources to develop high quality new programs that
will meet stakeholder needs and demands in a global market.
3. Enhance efficiency and effectiveness of program delivery for all programs.
Obj. # Sample Action Steps needed to achieve objective Measurement Resources
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Strategy Formulation Worksheet
Priority: Culture
Goal #2
Goal Statement: Strengthen Campus Culture
Develop a campus culture of social responsibility respect and accountability, while recognizing
alignment with institutional priorities.
Objectives
1. Foster a campus culture committed to social responsibility, respect and collaboration that
encourages innovation and vitality.
2. Develop and communicate an identity that promotes the traditions, values, and vision of the
college and is clear to the internal and the external community.
3. Promote a culture that recognizes excellent customer service
4. Strengthen and reinforce a culture of transparency and accountability
Obj. # Action Steps needed to achieve objective Measurement Resources
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Strategy Formulation Worksheet
Priority: Resources
Goal #3
Goal Statement: Optimize Resources.
Secure organizational sustainability and growth through increased revenue and the effective allocation
and utilization of organizational fiscal, human and physical resources
Objectives
1. Achieve optimal student enrollment through strengthened recruitment and retention efforts
to ensure efficient and cost effective utilization of all organizational assets and resources.
2. Clearly articulate organizational identity to strengthen partnerships and external fundraising
initiatives required to enhance/increase institutional resources.
3. Provide adequate physical resources necessary to support the Colleges overall learning and
working environment.
4. Allocate and effectively budget institutional resources to support the mission, strategic goals
and anticipated growth through the use of evidence-based decision making.
5. Provide optimal human resources by recruiting, developing and rewarding high quality
faculty and staff as necessary to enhance the strength, vitality and agility of the institution.
6. Increase the use of technology as a comprehensive teaching and learning tool and to promote
high levels of organizational effectiveness and efficiency.
Obj. # Action Steps needed to achieve objective Measurement Resources
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Strategic Plan Crosswalk
Purpose
This crosswalk is for planning purposes only and is to be used to help identify which objectives the sub-groups should focus on when developing Action Steps. The crosswalk presents a mapping of the Strategic Plan Goals and Objectives to the Strategic Planning sub-groups. Note the overlap between the different sub-groups. This is to be expected as the actions and activities of each do not occur in isolation, but in collaboration. The sub-groups, representing different focus areas that capture efforts from faculty, staff, and of our current resources, is the framework for action.
Crosswalk
Goal Objectives Academic
Programs & Partnerships
Enrollment Growth &
Student Life
Finance & Resources
Institutional Advancement
1. A
chie
ve P
rogr
am
Exce
llen
ce &
Inn
ova
tio
n Deliver high quality academic programs that meet stakeholder needs and demands in a global market and achieve effective and efficient
program delivery.
1.1 Ensure high quality, assess viability and provide necessary resources of existing programs to meet stakeholder needs and demands in a global market.
P S S S
1.2 Develop high quality new programs that meet stakeholder needs and demands in a global market based on appropriate assessment and funding allocation.
P S S S
1.3 Enhance efficiency and effectiveness of program delivery for all programs. P
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Goal Objectives Academic
Programs & Partnerships
Enrollment Growth &
Student Life
Finance & Resources
Institutional Advancement
2. S
tren
gth
en
Cam
pu
s C
ult
ure
Develop a campus culture of social responsibility respect and accountability, while recognizing alignment with institutional priorities.
2.1 Foster a campus culture committed to social responsibility, respect and collaboration that encourage innovation and vitality.
P P P P
2.2 Develop and communicate an identity that promotes the traditions, values, and vision of the college and is clear to the internal and the external community.
P P S P
2.3 Promote a culture that recognizes excellent customer service P P P P
2.4 Strengthen and reinforce a culture of transparency and accountability P P P P
Goal Objectives Academic
Programs & Partnerships
Enrollment Growth &
Student Life
Finance & Resources
Institutional Advancement
3. O
pti
miz
e R
eso
urc
es
Secure organizational sustainability and growth through increased revenue and the effective allocation and utilization of organizational fiscal, human and physical resources
3.1 Achieve optimal student enrollment through strengthened recruitment and retention efforts to ensure efficient and cost effective utilization of all organizational assets and resources.
P P S S
3.2 Clearly articulate organizational identity to strengthen partnerships and external fundraising initiatives required to enhance/increase institutional resources.
S S
P
3.3 Provide adequate physical resources necessary to support the Colleges overall learning and working environment.
S S P S
3.4 Allocate and effectively budget institutional resources to support the mission, strategic goals and anticipated growth through the use of evidence-based decision making.
S S P S
3.5 Provide optimal human resources by recruiting, developing and rewarding high quality faculty and staff as necessary to enhance the strength, vitality and agility of the institution.
S S P S
3.6 Increase the use of technology as a comprehensive teaching and learning tool and to promote high levels of organizational effectiveness and efficiency.
P S P S