Strategic planning requires a series of coordinated activities to align university activities around the goals and objectives outlined in the plan. These activities are organized around infrastructure plans, operating plans and financial plans. Proper alignment involves both long-term (infrastructure) and short-term changes to achieve the planned results included in the strategic plan.
Administration, faculty and staff have engaged in a number of efforts to begin this re-alignment process. Notably, these efforts include the following, though this is not an exhaustive list.
• Adoption of a budget prioritization process to re-align financial and human resources so that our efforts across all units are intentionally designed to increase our effectiveness in achieving planned outcomes. (Financial Planning, Operational Planning)
• Creating annual operating plans to guide our activities at a high level. The current operating plan is attached. (Operational Planning)
• Implementing an integrated enterprise resource planning (ERP) system to ensure that processes and data are coordinated across all areas of the university (Infrastructure Planning)
• Contracting with companies to collect external data related to our brand (CJRW) and place (Hanover Research) in the higher education market. (Infrastructure Planning, Operational Planning)
• As a result of external data analysis, examining potential for degree programs which meet student and employer demand (Operational Planning)
Many of these efforts are designed to achieve long-term results, rather than short-term, unsustainable gains that are less impactful. In some cases, the data on strategic planning metrics which follow indicate lack of growth or slower than anticipated growth. However, these results must be read in context of the long-term nature of many initiatives. Some results should be expected in early years with greater improvement seen in later years. In addition, many of the planned outcomes relate to specific issues perceived by the planning committee at the time of development and are less urgent at this time.
University effectiveness is measured in three dimensions:
- Key Performance Indicators: Consists of 10-15 critical indicators of university effectiveness related to enrollment, student success and other KPIs which support strategic priorities
- Key Financial Indicators: Financial measures indicate whether resource allocation priorities align with strategic priorities and whether available resources are increasing or declining. KFIs relate to accreditation requirements, bond financing requirements, and efficiency standards
- Strategic Planning Indicators: The university strategic plan includes planned outcomes across six priority areas. Actual progress is measured against each of these planned outcomes annually.
Below are summary indicators of progress in each of these three areas. These gauges include links to additional details supporting these overall assessments.
Key Performance Indicators
2015-16 2016-17 2017-18
Key Financial Indicators
2015-16 2016-17 2017-18
Strategic Planning Outcomes
2015-16 2016-17 2017-18
