Strategic Planning Workbook

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.

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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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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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


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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.


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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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Enrollment Growth &

Student Life

Finance & Resources


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



Enrollment Growth &

Student Life

Finance & Resources


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

Strategic Planning Workbook

Documents

Transcript of Strategic Planning Workbook