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STOCKTON 2020
SWOT / Vision
Themes
Results
Students, Faculty
and Stakeholders
Internal
Processes
Up
Vision and
Strategy
Objectives
Reporting
Employee
Readiness
Alignment
Resource
Stewardship
Initiatives
How and Why
Measures
Down
Bottom
Strategic Planning Implementation
STOCKTON 2020
Learning
Engagement
Global Perspectives
Sustainability
...solidly grounded in
the foundations of
INTERDISCIPLINARY
understanding; deeply
engaged in learning
that reflects the ability
to move across
disciplines as well as
between theoretical
understanding and the
subtleties of
implementing
knowledge…
As a community,
we aspire to
learning that is
intentional and
cumulative.
… COMMUNITY
ACTIVITIES of
students, faculty, staff,
and administrators on
the campus and in the
wider community
through active civic
work.
We aim to create
meaningful
opportunities for
Stockton
stakeholders to
develop personally
by supporting
engagement and
reflection.
…a diverse world of
cultures, race, gender,
orientation and age
which PREPARES US
FOR GLOBAL
PARTICIPATION.
... we should strive to
capture the wealth of
diversity and
opportunity that exists
locally, regionally, and
nationally.
…managing our own
operations with an
explicit goal of
sustainability...building
the capability of our
students, faculty, staff
and other stakeholders
to be STEWARDS
OF NATURAL
RESOURCES…
Stockton seeks to
have a positive
impact on the
environment locally,
regionally,
nationally and
globally.
Accomplishing this
theme is a
continuum that we
will pursue over
time.
STOCKTON 2020:
Charge to the Initiatives Teams
Your Teams will help to
a.generate and
b.develop ideas into proposals
which the 2020 Steering Committee will
recommend through the appropriate shared
governance and administrative structures.
Recap of 2020 Process Timeline
• Fall 08/Spring 09: President charges Steering Committee
– SWOT, Vision, Themes, Objectives, Measures, Strategy Map
• Fall 09/Spring 10: Open Feedback Sessions: Summary
–
–
–
–
Replace Pillars with Themes
Replace Global Education with Global Perspectives
Refine Objectives (aim for progress, not prestige)
Revise Vision Statement:
The Richard Stockton College: an environmentally-responsible
learning community of engaged citizens, embracing a global
perspective.
• Fall 10/Spring 11: Structures, Processes and Linkages
• Fall 11: Roll Out with 40th Anniversary and Campaign
• Spring 12: Middle States Re-accreditation Site Visit
AY 2010-11: Align to Middle States
• Aligning Mission, Planning, Goals, Initiatives,
Allocations and Assessment is vital to our
decennial regional re-accreditation
• Self Study currently underway: linked to 2020
Plan
Assessment
Resource
Allocation
Goals
Initiatives
AY2010-11: Align to Internal Processes
1. Pilot units identified 2011 goals that align
with Strategic Themes and Objectives
– Living Learning Communities, Campus Police
– WGSS, Library, Psychology
2. Annual Program Review Presentations
3. Steering Committee Initiative Teams
– Generate and Develop Proposals
– Recommend Proposals to current structures
4. Scorecards collect and “roll up” to objectives
AY2011-12 Implementation Structures
2020 Strategic Initiatives Teams
help to
a. generate and
b. develop ideas into proposals
for
Steering Committee to
recommend through the
appropriate shared governance
and administrative structures.
AU2011-12: Initiative Team Proposal
• One Page: KIS Principle
• Encourage ideas
• Collaborate:
Primary Contact
Initiative Team Coach
Proposal Title
Duration/Time Frame
Strategic Theme(s)
Strategic Objective(s)
Measure(s)
Partner(s)
Narrative
– Moderated Wiki
• Communicate:
– Plan: outlets, messages
– Celebrate announcements
• Align: Allocate Resources
• Report Results: Scorecard
Resources:
Realized/Gained
Reallocated
Needed
Assessment Plan
Recommended Path
Fall 2011: Initiative Allocations
We’ll fund initiative proposals by any one or
combination of these options:
• some will require initiative “seed funds”
• some will be funded via internal operational reallocations
and/or realignments within one or more budget units,
• some will be “self-funding” either by developing new revenue
or by reducing expenses (e.g. paperless/sustainable processes)
• some will become fundraising priorities in the upcoming
comprehensive giving campaign
Summer 2011: Developing a Scorecard
SWOT / Vision
Themes
Results
Students, Faculty
and Stakeholders
Internal
Processes
Vision and
Strategy
Objectives
Reporting
Employee
Readiness
Alignment
Resource
Stewardship
Initiatives
How and Why
Measures
• “Mock” Scorecard Screenshots
STOCKTON 2020
SWOT / Vision
Themes
Results
Students, Faculty
and Stakeholders
Internal
Processes
Vision and
Strategy
Objectives
Reporting
Employee
Readiness
Alignment
Resource
Stewardship
Initiatives
How and Why
Measures
president.stockton.edu/2020.html