VISION
STATEMENT
ENVIRONMENTAL SCAN
STRATEGIC DIRECTIVES
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ACTION PLANS
GAP ANALYSIS / FEASIBILITY STUDY
STRATEGIC
PLAN
MISSION
Establishing
a
Strategic Planning Process
Questions to consider #7
There are groups, such as Alumni and Board Members,
from inside and outside the University who can be
considered stakeholders in the strategic plan.
Who else would be considered stakeholders, and how
should we design the strategic plan development
process so that they are included?
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
Three more groups:
•Participants from an ‘open forum’
•Academic Council
and… Faculty Senate Leadership
were added to the original list of Internal Stakeholders :
Deans
Faculty Senate
Student Government
President’s Cabinet
SAC
Administrative Services Directors
Student Affairs
Advancement
Athletics
and...
…those involved in development of strategic directives in the past.
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
Similarly, after corrections and clarifications to the list of External
Stakeholders …
The Economic Development Council – for each of the five counties
(Lee, Charlotte, Hendry, Glades and Collier)
The Foundation Board
Town and Gown
The Alliance for Education Leaders
College Advisory Boards
Alumni
…and other Community Partners
…the following were added:
•The Charlotte Advisory Council, and
•Participants in public forums in each of the five counties
Establishing
a
Strategic Planning Process
Questions to consider #2
An Environmental Scan is:
‘an analysis and evaluation of internal conditions and external data and
factors that affect the organization. This analysis is often used to
establish a framework for planning’.
Our Strategic Plan will consider both the context of the organization it is
being applied in, and the environment that organization operates in.
Should the Environmental Scan be done by FGCU or by a contracted
external agency?
Should its focus be regional, national… both?
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
The Environmental Scan should focus on the future as well as the
present. Its scope needs to be regional, national and international.
It needs to be concerned with the factors that affect the ‘mission’
and ‘vision’ of the University.
It should particularly illuminate areas where internal organizational
features, (e.g. its structure) intersect with factors in the external
environment (such as future economic diversification).
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
The Environmental Scan should comprise both an Internal and an
External Scan. The Internal Scan should be conducted by a team
within the organization, with the collaboration of external
consultants. The Internal Scan should examine:
Institutional climate
Infrastructure – information resources, physical plant, human capital,
support services.
Program mix, as well as the impacts of accreditation on programs
Athletics
Advancement
the Arts
Student Life
Aspects of ‘growth’ – human resources, enrolment management,
student intake and levels of preparedness
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
The External Scan should be conducted by external consultants
with internal collaboration. The External Scan should look at:
Social issues
Demographics
Governance of Higher Education
Funding
Federal Policies
Economic Diversification
Competition in the Education Environment
Establishing
a
Strategic Planning Process
Questions to consider #3
Strategic Directives – see attached - are broad aspirational guidelines
that are born out of the ‘vision’. Each directive has a set of associated
objectives.
FGCU’s five directives, developed in 2003, form part of the current 2005
– 2010 strategic plan.
The directives were developed by the university leadership and then
presented to the wider community for discussion
Should that continue to be the process we use?
Florida Gulf Coast University Strategic Directives
2003-2008
Strategic Directive 1: Student Recruitment
Recruit and attract a diverse and academically-talented student body relative to the resources provided by the
State of Florida.
Strategic Directive 2: Student Success
Retain and graduate the best undergraduate students from Florida and the nation by providing challenging and
innovative approaches to learning and civic engagement. Foster the academic growth and professional
development of the best graduate students in the region through applied master’s degrees, and recruit the
best candidates from Florida and the nation for graduate work in selected programs.
Strategic Directive 3: Academic Programs
Promote nationally recognized undergraduate programs distinguished by student research and scholarship
opportunities. Continue to develop applied master’s degrees appropriate for the region, and begin exploration
for doctoral programs aligned with state needs.
Strategic Directive 4: Student Life
Promote the intellectual, social, and character development of all students through quality teaching and
advising, dedicated career preparation and placement, and active student life programs. FGCU will encourage
community responsibility, foster and understanding of diversity, and advance ethical values in theory and
practice.
Strategic Directive 5: Research and Service
Serve as an intellectual center for southwest Florida through research and service while contributing to the
economic growth, environmental sustainability, and cultural richness of the region.
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
Strategic Directives should be developed through a
broad and inclusive process that gets ‘buy in’ from
all FGCU constituencies and the Trustees.
A draft set of the Directives – each with a short (one
paragraph) rationale - should originate with the PBC
and then go on to be reviewed by Internal
Stakeholders.
This should be followed by review and approval by
the President’s Cabinet and ultimately by the BOT.
Establishing
a
Strategic Planning Process
Summary of SPIEC Decisions #2
contd.
Strategic Directives should serve as overall goals
for our Strategic Planning process, and the basis
for the creation of the objectives, actions and
tactics that go to make up our Action Plans.
Templates, such as those used in the production
of Action Plans, help to ensure consistency in
this process.
Establishing
a
Strategic Planning Process
Questions to consider #4
Action Plans or Strategies determine appropriate objectives for each strategic directive, and
specify the actions planned to accomplish each of the objectives. These action plans go on
to detail resources and estimated costs for each action, and a completion date. They form
the core of the Strategic Plan.
If all these actions are funded and completed as scheduled, then on the date set, the
university will achieve its envisaged status.
The offices - Enrolment, Admissions, Physical Plant etc. all have action plans. Deans and
faculty create them for the colleges.
The attached sheet provides a template for action plans and gives two illustrations, one
from the University Foundation and another from an academic unit.
Who else should contribute or suggest action plans for inclusion in
the Strategic Plan?
Establishing
a
Strategic Planning Process
Questions to consider #5
A Gap Analysis evaluates the difference between ‘the university’s current
position and the envisioned state’.
For example, the analysis may reveal that:
FGCU currently graduates 50% of its freshmen class within 4 years - but the
University may desire a 60% completion rate.
That constitutes a 10% gap. The analysis would identify strategies and resources
to close that gap.
When should this gap analysis take place?
Are there any other analyses that should be undertaken to inform
our strategic planning?
Establishing
a
Strategic Planning Process
Questions to consider #6
Strategic Planning begins by posing a series of questions. ‘What is the condition
of the university at the present time? What would we like it to be? What needs
to be done to get to that state? How could that be done most effectively? How
long would it take? How much would it cost? What is realistic?’
--- Hayward, 2008.
Would the process that we have just outlined produce a plan with
answers to those questions?
Which plan components would provide these answers?
Hayward, F. M. 2008. Strategic Planning for Higher Education in Developing
Countries: Challenges and Lessons. Planning for Higher Education, 36 (3): 5-21
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