1
Strategic Planning Workbook
Level 2
2015-2025
2
Contents
Part I: Mission, Vision and the Strategic Plan
Understanding the APSU Strategic Plan
APSU Mission and Vision
Core Values
Exercise 1a: Enter Core Values
Exercise 1b:Create Core Value Definitions
Part II: Goals and Objectives
APSU Draft Strategic Plan
What are Goals and Objectives
What Goals are Most Important?
Exercise 2: Share Goal Priorities
SWOT and GAP Analysis
3
3
4
5
5
6
7
7
8
9
9
9
Exercise 3: Complete SWOT Analysis
9
Exercise 4: Create GAP Analysis
10
11
11
11
12
12
12
13
13
13
14
14
GAP Action Plans
Exercise 5: Create GAP Action Plan
Practical Concerns
Exercise 6a: Enter Objectives
Assigning Responsibility
Exercise 6b: Assign Responsibility
Part III: Aligning Strategy with Budgets
Identifying Resources
Anticipating Costs
Exercise 7: Create Cost Estimation
Part IV: Tracking and Assessment of Goal Priorities
Creating a Timeline
Useful Links/Tutorials
Tracking Success
Assessment Resources
14
14
15
16
Closing the Loop
17
17
17
18
Appendix A: Enrollment Growth Chart
Appendix B: Strategic Planning and Institutional Effectiveness Integrated Timeline
19
20
Best Practices of Assessment
Exercise 8: Make an Assessment Plan
The Technical Details
3
Part I: Mission, Vision and the Strategic Plan
Figure A: APSU Strategic Plan 2015-2025 Visualization
Understanding the APSU Strategic Plan for 2015-2025
The APSU strategic plan supports the goals and metrics of the Tennessee Board of
Regents’ strategic plan. The inner circle of Figure A reflects the four TBR areas, in
grey, that shape the goals and objectives of APSU. The goals and objectives of APSU
align with those of TBR and are supported by the APSU ‘Core Values’ in the external
(red) ring. These Core Values are pulled from the APSU Mission and Vision
statements, the Strengths, Opportunities and Knowledge Survey of 2014 and from
conversations with campus and external community members. The outer ring is
currently a work in progress and will be finalized after units and departments have
had a chance to provide feedback via the strategic planning process.
4
Austin Peay State University Mission and Vision
Mission Statement
Austin Peay State University is a comprehensive university committed to raising the
educational attainment of the citizenry, developing programs and services that address
regional needs, and providing collaborative opportunities that connect university
expertise with private and public resources. Collectively, these endeavors contribute
significantly to the intellectual, economic, social, physical, and cultural development of
the region. APSU prepares students to be engaged and productive citizens, while
recognizing that society and the marketplace require global awareness and continuous
learning. This mission will be accomplished by:
•
Offering undergraduate, graduate, and student support programs designed to
promote critical thinking, communication skills, creativity, and leadership;
•
Expanding access opportunities and services to traditional and nontraditional
students, including the use of multiple delivery systems, flexible scheduling,
and satellite locations;
•
Promoting equal access, diversity, an appreciation of all cultures, and respect for
all persons;
•
Serving the military community at Fort Campbell through complete academic
programs;
•
Providing academic services that support student persistence to graduation;
•
Fostering a positive campus environment that encourages active participation in
university life; and
•
Developing programs (credit and noncredit), conducting research, and providing
services that contribute significantly to the quality of life, learning, and
workforce development needs of the region.
Vision Statement
APSU’s vision is to create a collaborative, integrative learning community, instilling in
students habits of critical inquiry as they gain knowledge, skills, and values for life and
work in a global society.
5
Core Values
When you created your mission statement, the statement will have core values for
your unit. These values are usually single words that embody the ‘who’ or ‘what’
your unit or department is at its core. Your mission may not list those values as
single words, but often those words will form in your mind.
Example using the Housing Mission:
The purpose of the Office of Housing/Residence Life and Dining Services is to
provide a quality living and learning environment for students housed in the
University residence halls and apartment system. In support of the University
commitment to the diversity and enhancement of the quality of campus life, the
Office of Housing/Residence Life and Dining Services is concerned with the
effective management of residence services, facilities and educational activities.
The residence hall and apartment system supply many opportunities for the
development and implementation of human relation skills, personal value systems
and leadership skills.
http://www.apsu.edu/housing/mission-statement-and-purpose
If you examine the mission statement you can recognize values for the Housing unit.
Values Example:
1. Quality
2. Diversity
3. Relationships
4. Leadership
These core values may not be the exact words that housing would use, but it is easy to see
how their mission can be distilled into core values that each team member can rally
around and keep at the front of any planning. The team would use those core values to
look at any goal or objective to determine if the goal or objective reflected the core value
system of the department before choosing to adopt the goal. For each of the values, the
Housing group would develop a ‘Value Definition’.
Example Value Definition:
Quality: The Housing Department believes that quality in all facets of offered
services is essential to creating meaningful experiences for students in the
university experience that will create engagement and student success.
Exercise 1 A: Enter Core Values
Take a moment to review the Core Values from those submitted by your
unit/department leaders along with the written Mission Statement. What are
five that appear to be common among the units/departments:
Use Exercise1a_1bCoreValues.xlsx to complete Exercise 1 A and B.
Now that you have identified the shared Core Values, take a moment to
define what those values mean to your units/departments. For example, if
6
‘Service’ was chosen by your group, you would then define service as part of
‘who you are’, ‘what you do’ and how you achieve your goals and objectives.
Save the file as Exercise1a_1bCoreValues_yourUnitorDepartment.xlsx
Example:
Service: UnitX believes that through our committed service to the community
we build the foundation for strong partnerships that will mutually benefit the
growth of capital funding for the university.
Exercise 1B: Create Core Value Definitions
You may wish to work with your leadership in your area to develop the
definitions as a group. Please share your Core Value Definitions using
Exercise1a_1bCoreValues.xlsx to complete Exercise 1 A and B.
Save the file as Exercise1a_1bCoreValues_yourUnitorDepartment.xlsx
7
Part II: Goals and Objectives
APSU Proposed Strategic Plan Goals
Goal 1: Enrollment Growth (Support the Drive to 55 and APSU Growth)
See APPENDIX A for Enrollment Growth Goals Draft
o 13,000 in five years and grow incrementally to 15,000 over the next five years.
o Normalize Enrollment Base
 International
 Graduate
 In State (Further than 50> Mile Radius)
 Out of State
o Diversify Delivery Methods
 Online
 Hybrid
 Extended
 Dual
 Middle College
 PELP
 Honors
o Student Success (Retention/Progression/Graduation Rates)
 Increase retention rate to support growth
 First Time Full Time Freshmen
 Traditional (Younger than 25 years of age)
 Non-Traditional (25 years of age or older)
 Military Related
 Fort Campbell
Goal 2: Sustainability (Build Infrastructure to support Growth)
o Create revenue streams not tied directly to enrollment eg.
 Grants
 Patents
 Donors Funding
 Foundation
 Capital Campaign
o Create environment of responsibility/accountability eg.
 Data informed decision-making
 Cost Studies
 Budget joined with Strategic Plan
o Information Technology
o Campus Master Plan and Downtown Expansion
o Risk Management
Goal 3: Diversity (Support Diversity Initiatives and Best Practices)
o Engagement
o Inclusion
o Achievement
o Composition
Goal 4: Communication and Branding (Build Brand/Culture/Community)
o Unified Communication Strategy for Branding/Social Media/Promotion
o Identified assessment and tracking of metrics for impact of strategy
o Engage community and stakeholders to support communication/branding
o Create/Share Annual Reports of Budgets/Fundraising and other Strategic Plan
Progress
8
What are Goals and Objectives?
In plain language, a goal is what you are seeking to achieve. Objectives are how you
will reach the goal. The goal should be framed in broader language and should not
contain ‘how’ you will achieve it. Sometimes, your goal will have a ‘level of
achievement’ or an assessment point in the statement. Other times, an assessment
statement will be external to the goal. In the current planning process, you may not
have a level of achievement set and only a broad goal. That is perfectly acceptable.
After exploration and analysis with an assessment team you may build that specific
benchmark or achievement level.
Example:
What will you achieve (Goal)?
We will reduce the amount of student complaints regarding the food
choices in the food court at APSU.
How will you do it (Objectives)?
1. We will analyze the current offerings and provide a survey to
students to provide feedback and suggestions.
2. We will use the results of the survey to contract with new options.
3. We will implement the new options in the food court.
The above example is a simplistic goal, and is easily achievable in a one-year cycle
for a unit. However, the structure of strategic planning is more complex than single
one-year goals.
What Goals are Most Important?
The following exercise is an exercise that will allow you to review the goals
provided by your teams to pull those that best support the division and the APSU
proposed strategic plan goals into a single document. Look for two or three goals
from your units/departments per APSU Goal (page 4) that can be accomplished over
a 3-5 year time frame. The larger plan is 10 years, but there should be College and
Division goals that support the implementation of the plan as phases or stages. For
example, our first goal in in Enrollment is to reach 13,000 students in a five-year
time frame. Which goals submitted by your units/chairs would support the growth
to 13,000 students? You will then take that list and explore what goals ‘best’ support
the growth and place them in the Exercise2GoalPriorities worksheet as described in
Exercise 2: Share Goal Priorities.
9
Exercise 2: Share Goal Priorities
As an administrator, you have probably explored ideas for how to move your
college/division forward already, share your goal priorities with Goal
Priority 1 as your most important. In each of the APSU Goal areas, please
provide priorities that support the APSU proposed strategic plan. Space has
been provided for each of the goal areas and ten goal priorities. You may add
space for more priorities as needed. Use the Exercise2GoalPriorities.xlsx to
complete the exercise. Please save your copy as
Exercise2GoalPriorities_yourUnitorDepartment.xlsx to be submitted.
SWOT Analysis
One of the first steps to creating a strategic plan is to complete a Strengths,
Weaknesses, Opportunities and Threats (SWOT) analysis related to your ability to
obtain the projected future state in your mission and vision statements or to meet
the goals created by your organization.
Strength: These are internal in origin and reflect areas that your unit or
department may excel in to help achieve the mission/vision.
Weakness: These are internal in origin and reflect areas that need
improvement in your unit or department to meet your mission/vision.
Opportunity: These are external and reflect potential for growth or success
for your mission/vision.
Threat: These are external and reflect potential roadblocks (political, social,
economic, fiscal etc.) that could prevent achievement of your mission/vision.
Internal: Strengths and Weaknesses should be focused on your
unit/department
External: Opportunities and Threats are those things outside of your
college/division/unit/department
As you review the goal priorities created from the goals provided by your
units/departments, think about some of the strengths and weaknesses that exist in
your college/division/unit or department that would support or hinder the
accomplishment of those goal priorities. What might be some external threats or
opportunities for your group related to the goal priorities?
Exercise 3 will allow your group to provide a SWOT related to the ability of your
teams to support the accomplishment of the provided goal priorities.
Exercise 3: Complete SWOT Analysis
Provide a SWOT analysis of your Division/College related to the selected goals.
Use the Exercise3SWOTAnalysis worksheet provided in the attachments. Save
your copy as Exercise3SWOTAnalysis_yourUnitorDepartment.xlsx
10
Example:
Helpful
Harmful
Internal
(S)trength
Ex. Skilled recruiting team
(W)eakness
Ex. Not recruiting out of
Montgomery County
External
(O)pportunity
Ex. Available group in Davidson
County
(T)hreat
Ex. No plan for recruitment
Note that the table allows you quickly group what is helpful and what is
harmful as well as provides a concrete base to identify gaps in your
resources, abilities and structure during the next step, the GAP Analysis.
During the GAP analysis the team will identify the current state of your
division/unit to the desired outcomes of the goal priorities you chose then
identify any GAPS or things that might prevent the unit/department from
achieving the future state.
Exercise 4: Complete GAP Analysis
Fill in the chart with your desired state first. For example, in the APSU vision
statement, a portion of the desired future state is to, “ . . . create a creative
and collaborative integrated learning environment . . .” at the organization. In
the Desired State for your group, you would list the characteristics of what
constitutes a collaborative integrated learning environment. Next, you would
examine the organization for similar characteristics. If you see the
characteristic you would list it in the Current State. If you do not see that
characteristic in your organization, you would list what is actually happening
in your Current State and list what you need to achieve the Desired State in
the GAP column. If it exists, you would not list the characteristic. Use the
Exercise4GAPAnalysis.xlsx worksheet and save with your unit or department
name.
Current State
Desired State
GAP
Example: No connection
Desire curriculum
Need to create
with curriculum in other
connections with dept. X
relationships with dept. X
departments
to align curriculum
11
GAP Action Plans
Keep in mind that identifying the threats and weaknesses as well as the gaps is not
enough to achieve your future desired state. The team should follow up with an
action plan to deal with the threats or weaknesses as well as to shore up any gaps
found in the analysis with concrete timelines, assignments and due dates. By doing
the analysis work on the front end of your strategic planning cycle, your team will
be ready to identify goals and objectives from the unit/department mission and
vision that can support the movement of the current state to the desired future
state. Also, the analysis will allow the unit/department to better identify goal
priorities, goals and objectives tied to the unit/department mission that can be used
to support or move the university to the desired state expressed in the Austin Peay
Strategic Plan for 2015-2025.
Exercise 5: Create GAP Action Plan
Place the Gap area in the first column then provide and action and who will
be responsible for the action with an anticipated due date. Use
Exercise5GAPActionPlan.xlsx worksheet and save with your unit or
department name
Area of Gap
Action/Ownership Ownership Due Date
Chair
1-25-2016
Example: No
Need to create
connection with relationships with
curriculum in
dept. X to align
other
curriculum
departments
Practical Concerns
Though the language of Goals and Objectives can be simplified into words like
Achievement and Tactics, there are more complex factors at work than the previous
example provides. When planning strategically, the ‘how’ is comprised not just of a
list of tactics, but those tactics are tied to:
 Responsible persons or groups
 Costs
 Resources
 Timelines
The process of strategic planning requires participants to consider the practical
concerns related to achievement and support the work in a manner that increases
12
the potential for success. For the following exercises, please use your goal priorities
created in Exercise 2.
Exercise 6A: Enter Objectives
You created your goal priorities in Exercise 2. Take time to transfer those
goal priorities into the template Exercise6a_6bObjectiveResponsibility.xlxs.
Also, transfer any objectives that were developed by your team related to the
goal priorities. If no objectives exist, please provide at least three ways that
you anticipate accomplishing the goal priorities based on feedback from your
teams. You will use the same worksheet for the next exercise. Save the file as
Exercise6a_6bObjectiveResponsibility_yourDeptorUnit.xlxs
Assigning Responsibility
One of the most effective ways to achieve a goal is to help the unit or department see
their role clearly in the process of achievement. As your team plans objectives, the
planning team should be able to clearly identify which team members will be goal
players for achieving the objectives that support the achievement of the goal.
Another good practice in planning is to remember that those responsible for the
work should also have the appropriate access, control and support to achieve the
objective.
Exercise 6B: Assign Responsibility
Using the Exercise6a_6bObjectiveResponsibility.xlxs, identify and list the
individuals or unit responsible for achieving the goal priorities and the
objectives associated with the goal priorities.
As you are working, think about the necessary access, control and support
that may be available to the individuals or units listed. If you notice any GAP
in their ability to achieve the objectives and the goal priorities, you may wish
to revise your GAP analysis exercise.
13
Part III: Aligning Strategy with Budgets
Identifying Resources
Resources can be people, money, time, materials or any other source for supporting
and completing an objective. When identifying resources to support an objective,
those resources may not always be within your unit or department. A good practice
is to consult with the other units or departments from which the team may need to
use resources before entering your goals and objectives for the year. If the team
includes those units or departments early, they can ensure that those resources will
be available to the team and that the anticipated timeline for those resources
becoming available the team will meet goal milestones for achieving the objectives
and goal. Some of the support units for our organization can quickly be overtasked if
everyone needs them to complete a goal or objective. Prime examples are units that
gather or house data or units like facilities or the physical plant. Some units are
utilized heavily on a daily basis for common functions that support the university
and they will need time to work in your team’s request.
Key Questions:
 What resources are available within your own unit or department for achieving
and measuring goals?
 What external resources do you think your team may need access to in order to
achieve your goals?
 If no internal or external funding can be obtained, how can you plan over a
period of 3-5 years to appropriate or create resources needed?
Anticipating Cost
When an objective or tactic for achieving the goal is created, a cost analysis will be
helpful for the unit or department. You will complete an overall cost analysis for the
Goal Priority, but you may also need to complete an analysis at the objective level in
order to be successful. It is also necessary for the team to anticipate costs in order to
identify resources that are currently available to achieve the objective and therefore
achieve the Goal Priority. A common practice for strategic planning is to use a
workbook in Excel or Numbers to create a budget. Word may be used, but the
spreadsheet approach allows the group to adjust the cost work sheet in an if/then
analysis when you are looking at your actual resources. The first cost sheet should
be done with the idea of what a ‘perfect’ environment for achievement looks like
and then given reality as the team identifies resources.
14
Exercise 7: Create Cost Estimation
As part of the planning materials, a basic template for cost estimation is
provided. You may add fields as necessary, but try to keep these in the format
provided and use the generalized categories of Operations, Salaries and
Travel for your goal priorities to align these with the IEP process. Use
Exercise7Cost.xlxs and be sure to save as Exercise7Cost_yourDeptorUnit.xlxs
Part IV: Tracking and Assessment of Goal Priorities
Creating a Timeline
Timelines are not set in stone and may need to be adjusted. The development of a
timeline is a healthy practice for achievement of goals and objectives. The process of
creating a timeline is a higher level planning function that requires you to list the
steps involved in achieving each objective in the time frame of the overall Goal
Priority achievement. The detailed thought process for creating a timeline also
creates an opportunity to fine tune previous areas like cost and resources related to
the goal milestones for achievement. Another added benefit to a timeline is that the
team members who have been assigned responsibilities will now be able to see
where they fit in as well as have due dates for goal milestones in Goal Priority and
Objective completion.
A common practice for tracking goals and objectives is using a Gantt chart. There are
multiple software options for creating these specialized charts that are free and easy
to use, but even your Excel program or a calendar program will work for this task.
Useful Links/Tutorials:
Gantt Charts
http://www.ganttchart.com/
Microsoft Project
https://products.office.com/en-us/project/project-and-portfoliomanagement-software
Gantt Chart Creation in Excel:
https://www.ablebits.com/office-addins-blog/2014/05/23/make-ganttchart-excel/
15
Example Gant Chart:
Image Credit: http://www.idealware.org/blog/tools-gantt-charts
However, a timeline does not have to be fancy, just well thought out. A list of tasks
with dates and assigned responsibility that can be easily accessed by the team is a
quick way to get going and indicate goal milestones for achievement.
Tracking Success
Strategic planning is more than just the creation of goals and objectives and creating
a timeline. The benefits of strategic planning are realized when you achieve your
goals and understand how you achieved your goals. Assessment is the word given to
how we measure or test for our success and it is simply a way of showing others
that you have accomplished your goal as well as your level of achievement. At first
glance, many perceive that success is a number or metric that you are trying to
achieve, but that is not always the most appropriate measure of your success.
Success is more complex than simply achieving a goal, sometimes success is the
level at which you achieved the goal. Let us take a look at the following example and
discuss how success might be measured in this real world example.
Example:
Goal: We will support the increase of university enrollment.
Objective: We will identify areas of student recruitment and work with
admissions and recruitment to support the follow through to
enrollment.
(More objectives would normally be part of an enrollment growth goal. This is a
simplification for clarity.)
Now, how do you assess your success for this goal? Did you document
communication with admission and recruitment? Did you follow up with students
when notified that they have applied for programs in your department? Did they
enroll and begin classes? Did you increase university enrollment?
16
As you can see the idea of what to measure or how to measure it may require work
with your group to determine the ‘best’ measure of success. You may already have
someone on your team that is good at assessment, or you may need a little help. If
you need help, help is available to you.
Assessment Resources
Keep in mind there are resources and common assessments that may already exist
for your goal. For example, some units or departments have accreditation or
professional standard requirements that drive goals and objectives and those
requirements become a measure of success and a framework for assessment. A good
example is the requirements placed by the Southern Accreditation Commission on
Colleges or (SACS) that the entire university must meet at five and ten year
increments for accrediting with higher education. Another example would be
quality or satisfaction assessments that are created by external groups like the
National Student Survey of Engagement or OSHA certification standards and
assessments.
You have a few places on campus to reach out for help as well! Institutional
Research and Effectiveness can work with you for creating an assessment structure
that makes sense for your goals and objectives or you may work with Campus Labs
to use Baseline for creating tools for assessment. If you choose to use Baseline, they
have consultants that can work with you to find vetted or tested assessment
instruments as well as to deploy the assessment appropriately and report the
results. The service is already paid for by the university and has many benefits for
units and departments who choose to use their services.
Other assessment pieces may be more complex and require you to obtain written or
verbal feedback to pinpoint if a goal was achieved. This kind of assessment is more
complex and requires time and planning. Examples would be customer long answer
feedback or interviews, student feedback about teaching and learning, or even the
atmosphere of a department or facility on campus. All of these things are not
impossible to achieve, you may simply need to work with someone who specializes
in those types of assessments. There are experts on campus, but be sure you include
them early in your strategic planning process to ensure they have time to support
your assessment structure or help you plan for assessment.
Key Questions:
 What kinds of assessments have you used in the past?
 What kinds of assessments are you interested in using?
 Do you feel you were successful in assessing your goals previously? What
are some of the reasons you were or were not successful?
17
One approach for doing the work of assessment also involves a team approach. If
your team has someone who is especially gifted at assessment, they can work with
the group to set appropriate measurements of success for your unit or department.
The individual may work with other units on campus to gather data and report the
data related to the chosen goal priorities. However, though data exists in many units
on campus, keep in mind that official data related to enrollments and certain other
required reporting must be gathered from Institutional Research and Effectiveness.
Best Practices of Assessment
Assessment can be a singular measure of your success, but one of the best practices
of assessment is to vary your assessment techniques and to assess at multiple points
on your timeline. Customer service, for example, is a constantly changing
environment and requires multiple types of assessments at various times of year to
gauge the success of any initiative to increase the perception of ‘good’ customer
service. Student feedback is also another complex assessment that requires multiple
types of assessments at multiple points throughout their course and program of
study. Again, when undertaking a complex assessment system, be sure to include
experts and leadership that may point you in the right direction. If you are not sure
who could be a good resource, you may always call Strategic Initiatives to help your
team create the partnership that will make you successful in assessment.
Exercise 8: Make an Assessment Plan
Use the Exercise8Assessment.xlxs worksheet to begin to identify possible
assessments of your goal priorities. You will formalize this assessment with
the Assessment portion of the Institutional Effectiveness Plan process. The
assessment plan provided will help you identify your needs as well as create
a base plan that you can work with others to collect and report data during
the evaluation periods for goal priority achievement. Save the document as
Exercise8Assessment_yourDeptorUnit.xlxs
The Technical Details
Please refer to Appendix B: Strategic Planning and Institutional Effectiveness Integrated Timeline
for important dates related to completion of the worksheets and their submission.
Remember to save your worksheets with your department, college, unit or division
name. Submission of the completed worksheets may be accomplished through
Compliance Assist or you may mail your completed worksheets to acsi@apsu.edu
Tutorials for entry into Compliance Assist will be made available on the Strategic
Planning website.
18
Closing the Loop
As a final note, the process is a continual cycle of improvement for all units and
departments as well as the larger university. The input of goals and objectives will
be monitored each year with feedback and reporting from Strategic Initiatives. At 3,
5 and 7 years the overall plan will be assessed and reports will be shared with the
campus and community. Divisions, colleges, units and departments will be asked to
review their progress and make adjustments as needed. In the new cycle of
institutional assessment, the progress that is made will be co-joined with our
effectiveness reporting to help the administration effectively budget for initiatives
as well as create a strong infrastructure for growth through the annual Institutional
Effectiveness Plan process.
19
Appendix A
Enrollment Growth Chart
20
Appendix B
STRATEGIC PLANNING AND INSTITUTIONAL EFFECTIVENESS PLAN
INTEGRATED TIMELINE
The following schedule has been developed with the Strategic Planning Steering Team and
Institutional Effectiveness Committee. SP=Strategic Plan IEP=Institutional Effectiveness Plan
UNIT/DEPARTMENT SCHEDULE
SP
Sept. 10
SP
Sept. 10-Oct. 15
SP
I
SP
Oct. 15
Oct. 25
Release Strategic Planning workbook to Non-Academic
Units and Academic Departments
SP Workbook Worksheet Entry Required: Strategic Initiatives
will visit/workshop with groups
Email Submission Required: Completed Strategic Planning Level
Workbook submitted to Unit Leader or Dean
Email Submission Required: Unit Leader or Dean submit
completed Level I Workbook to Strategic Initiatives
(acsi@apsu.edu)
DIVISION/COLLEGE SCHEDULE
IEP
Nov. 1-22
Compliance Assist Entry Required: Release and entry period
opens for Institutional Effectiveness Plan (IEP) Process to
Academic and Non-Academic Units for Chair and Director Entry
in Compliance Assist
SP
Nov. 9-15
SP Workbook Worksheet Entry Required: Release Strategic
Initiatives Level II Workbook to Executive Director/Dean/AVP
IEP
Nov. 23
Compliance Assist Entry Complete: Chair and Director entry of
IEP completed in Compliance Assist
IEP
Nov. 24-Dec. 17
Compliance Assist Entry Required: Release and entry period
opens for IEP process to Academic and Non-Academic
Dean/AVP
SP
Nov. 25
Compliance Assist Entry or Email Submission Required: Provost
and Vice Presidents submit completed Executive
Director/Dean/AVP Level II workbooks to Strategic Initiatives via
Compliance Assist or email (acsi@apsu.edu)
IEP
Dec. 18
Compliance Assist Entry Complete: Dean and AVP entry of IEP
completed in Compliance Assist
IEP
Dec. 19-Feb. 22
Compliance Assist Entry Required: Release and entry period
opens for IEP Process to Provost and Vice Presidents
IEP
Feb. 23
Compliance Assist Entry Complete: Provost and Vice Presidents
entry of IEP completed in Compliance Assist
21
STRATEGIC PLAN APPROVAL PROCESS
Nov. 25-Dec. 31
Strategic Plan Steering Team Review in Compliance Assist
January
President/Provost/Vice Presidents Review in Compliance Assist
February
Final Review and Approval Strategic Plan
IEP APPROVAL PROCESS
Nov. 24- Dec. 17
Dec. 18-Feb. 23
Feb. 23-March 15
Review Academic and Non-Academic Unit (Chair/Director) in
Compliance Assist
Review Academic and Non-Academic Unit (Dean/AVP) in
Compliance Assist
Review Academic and Non-Academic Unit (Provost/VP) in
Compliance Assist
For more information about the Institutional Effectiveness Planning Process:
Institutional Research and
Melissa Hunter
Effectiveness
Director
Phone: 931-221-7315
Email: hunterm@apsu.edu
22
Please contact Strategic Initiatives to obtain a full workbook copy to use with your unit or department in the
strategic planning process. Strategic Initiatives is also available to conduct workshops on request as well as
answer any questions related to the Strategic Planning process. http://www.apsu.edu/strategic-initiatives
Office of the Vice President for
Derek van der Merwe
Kathrine Bailey
Advancement, Communication and
Vice President
Strategic Initiatives
Strategic Initiatives
Email: vandermerwed@apsu.edu
Email: baileyk@apsu.edu
Phone: 931-221-7990
Email: ACSI@apsu.edu
Phone: 931-221-7989