Fillable Printable Strategic Planning Workbook
Fillable Printable Strategic Planning Workbook
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
1 | P a g e
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
President’s Vision = A simple, inspiring statement of the possible future. President Victor’s 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 ITEMS
EVIDENCE OR
MEASURE
RESOURCES
NEEDED
Dates
Completed
RESULTS 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
2 | P a g e
TERMINOLOGY
Stakeholder = any person, group or organization that can place a claim on the organization’s 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 college’s 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
College’s 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
College’s 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.
3 | P a g e
Internal/External Stakeholders
Stakeholders are any person, group, or organization that can place a claim on the organization’s 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
4 | P a g e
Internal/External Stakeholders
Stakeholders are any person, group, or organization that can place a claim on the organization’s 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
/GOV’T
HIGHER
EDUCATION
FEEDER
INSTITUTIONS
REGULATORY
AGENCY
FINANCIAL
AID
COMPETITORS
MEDIA
PARTNERS
GRAD/
PROFESSIONAL
5 | P a g e
S.W.O.T. Worksheet
Before developing a strategic plan of action we conducted an inventory of the College’s 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
6 | P a g e
S.W.O.T. Worksheet Continued
Before developing a strategic plan of action we conducted an inventory of the College’s 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
7 | P a g e
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?
8 | P a g e
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.
9 | P a g e
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 College’s 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)
