Strategic Plan MHC 740 MG01
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Strategic Plan MHC 740 MG01

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    Strategic Plan MHC 740 MG01 Strategic Plan MHC 740 MG01 Presentation Transcript

    • Strategic Plan 3 Goals for the For Health Care Management Graduate Degree Program Leslie Pirtle Strategic Planning MHC 740 MG 01 April 28, 2008
    • S.W.O.T. Analysis
      • Locations
      • Satisfied customers
      • 90% Completion rate
      • Prestigious Partners
      • Flexible Schedule
      • Cohort Model / Seminars
      • Word of Mouth Advertising
      • Curriculum
      • Proven Model
      • Price point & Scholarship
      • Instructors
      • Keep firmly to mission
      • Excellent Reputation
      • Leader in Adult Ed
      Strengths
      • Scarce resources for growth
      • Unresponsive departments
      • Top Heavy Administration
      • No dedicated recruiter
      • HC not separately branded
      • 51/49 model
      • Not Cafeteria style
      Weaknesses
    • Threats
      • Competitors
        • For profit schools
        • Suffolk & Brandeis
      • Online programs
      • MBA, MHA, MPA, MPH
      • Economic downturn
      • Forced consolidation
      • Competing programs within SOM
      • Potential changes to requirements
    • Opportunities
      • Partnerships
        • Hospitals
        • Untapped Markets
      • New Concentrations
        • Informatics
        • Diversity
      • HC a rapid growth field
      • Innovative Marketing
        • Ambassador Program
        • Web Advertising
      • Geographical Expansion
        • CA, TN & VA
        • No Shore, So. Coast & Western Ma
    • Our Mission
      • is to provide academically excellent, time efficient, and cost-effective higher education for a diverse population of working adults for whom those opportunities may have been limited or denied.
    • Differentiation from Other Private Institutions
      • More flexible
      • More cost effectively with
      • Higher retention rates
      • Deeper individual transformation
      • Open admissions policy
    • VALUES STATEMENT:
      • Cambridge College is a responsive learning community, where working adults can find ways to make the personal and professional changes they need to achieve their goals. Learning at Cambridge College takes place in an atmosphere of true diversity, where students support each other in a collaborative learning process that respects their needs and values, their prior learning and life experiences. The College’s innovative adult-centered learning model links theory and practice, helping students to acquire the academic credentials they seek, enrich their lives and careers, and become leaders in their communities.
    • Vision Statement
      • The Strategic Plan 2010 has translated its mission and strategy into every organizational system, norms and values.
        • To become a College of choice in education, psychology/counseling and management for working adults.
        • To be recognized as a premier institution in adult education and adult developments.
        • Transform individual student lives and professional organizations by increasing the number of qualified diverse professionals in education, counseling psychology, and management.
    • Vision for the Future
      • Over the next five years, the college will seek to ensure growth with quality, impact and transform communities through partnerships.
    • We will constantly ask the following questions and strive for good answers
      • Do our operations constantly contribute to the core mission in a significant way?
      • Do our strategic plan and action steps contribute to our mission impact?
        • How do we know?
      • Do we have a coherent infrastructure and the resources to execute our strategic plan?
      • How effective are our programs?
      • How efficiently are they executed
      • Which programs should we add?
      • Which programs should we drop?
    • Goal 1: Increase Program Offerings to Create a Wider Appeal for Health Care Management Program
      • Goal: Increase Health Care Management Program Offerings
      • New Concentrations Informatics, Diversity
      • Strategy:
        • Develop new concentrations to meet the needs of our target population and fit within our mission
      • Objective:
        • Attract additional students with new, valuable and interesting curricula
      • Conduct a market study to determine high growth industries and / or “high demand” occupations within health care management
      • Conduct competitive scan before launching new concentration
    • Goal 1: Near Term
      • Develop strategies for incorporating blended learning into Informatics and Diversity concentrations
      • Gather and analyze data to determine emerging employment trends
      • Gather and analyze date to better learn our market
      • Conduct competitive scan before launching any new concentration
      • Review curriculum for HCM at CC
      • Review curriculum for competitors’ HCM programs
      • Identify new partnership opportunities in addition to hospitals
    • Goal 1: Mid-Term
      • Implement addition of distance learning to Diversity and Informatics concentrations
      • Develop & Implement aggressive marketing plan for Informatics and Diversity
      • Integrate blended learning into Informatics and Diversity concentrations
    • Goal 1: Long term
      • Increase enrollment at each site
      • Develop new HCM concentrations
      • Develop new Health Care major:
        • Master in Public Health Administration or
        • Master in Hospital Administration
    • Goal 1: Benchmarks
      • Increase HCM enrollment 10% annually
        • 5% of these students should come from new sources/venues
      • Add 1 new degree in 3 years
      • Add 2 new concentration over next 3 years
      • Open HCM at one regional site each year
    • Goal 2: Sustain Growth of Hospital Partner Sites
      • Strategies
        • Consolidate cohorts
        • Strengthen recruiting efforts at existing sites
        • Establish new partnerships in accordance with mission
        • Strategically locate new instructional sites to mesh well with existing sites
    • Goal 2: Sustain Growth of Hospital Partner Sites – Short Term
      • Analyze enrollment trends for each location
      • Examine recruiting efforts at each location
      • Develop thresholds for consolidation
      • Create consolidation strategy
      • Examine and revise marketing efforts as appropriate
      • Conduct periodic competitive scan to alert to emerging competition
      • Gather employment date
    • Goal 2: Sustain Growth of Hospital Partner Sites – Mid Term
      • Implement process and schedule for consolidation
      • Provide recruiter training stressing importance of, and techniques, for maintaining established distribution of students across cohorts
      • Implement revitalized recruiting efforts
      • Execute new marketing/pr plan centered on partners sites
    • Goal 2: Sustain Growth of Hospital Partner Sites – Long Term
      • Reinforce recruiter training
      • Develop metrics for enhanced recruiting competencies
      • Achieve and maintain consolidation strategies through cooperative efforts of recruiters
      • Develop metrics for response to advertising efforts that promote the partner sites
    • Benchmarks
      • Consolidations occur seamlessly and on schedule
      • Cohort sizes are stable at a minimum of 15 per site
      • At least 75% of inquiries call in as a result of gaining a good understanding of partner sites/cohort model from our advertising
      • Recruiters demonstrate a more solid knowledge of the hospital partner model
        • Role play
        • Objective quizzes
    • Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts
      • Strategies:
        • Pursue major expansion of health care management programs in new areas of Massachusetts where need is demonstrated (in keeping with our mission) and which would provide opportunities for growth of HCM program
        • Open HCM programs in hospitals surrounding existing sites in:
          • Ontario, California
          • Memphis, Tennessee
          • San Juan, Puerto Rico
          • Chesapeake, Virginia
          • Augusta, Georgia
    • Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts- Mid-Term
      • Implement broad-based advertising campaign stressing convenience, quality and prestige
        • Develop metrics for advertising response
      • Visit and train reps at each site
        • One new cohort each semester at
            • Ontario, California
            • Memphis, Tennessee
            • San Juan, Puerto Rico
            • Chesapeake, Virginia
            • Augusta, Georgia
      • Visit each hospital in Massachusetts over 2 years
        • Invite one representative from each to Health Care Symposium in November
    • Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts- Long Term
      • Increase CC name recognition in Western Mass as well as PR, TN, GA, CA and VA
        • Increase word of mouth referrals by 10%
        • % of call ins, applications and enrollments will be different for each location
      • Measure and analyze marketing efforts—retool if necessary
      • Monitor new cohorts in other states for satisfaction to keep retention rates at 95% or higher
        • Using ambassador program, build new locations through referrals.
    • Benchmarks
      • Measure effectiveness of advertising
      • In 5 years, out of state:
        • Ontario, California- 2 graduated classes; 8 cohorts
        • Memphis, Tennessee-2 graduated classes; 8 cohorts
        • San Juan, Puerto Rico-1 graduated class; 4 cohorts
        • Chesapeake, Virginia-2 graduated classes; 8 cohorts
        • Augusta, Georgia -2 graduated classes; 6 cohorts
      • In 5 years, in state:
        • 25 cohorts, minimum one per county