Strategic Plan MHC 740 MG01

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

Strategic Plan MHC 740 MG01

by Leslie Pirtle on Apr 28, 2008

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