Campus Community Forum - 9/10/10

Launching Vision 2015: Looking Within- Reaching Beyond September 10, 2010

Vision 2015
Saint Anselm College will be renowned for its ability to provide a liberal arts education and professional preparation for a changing world. Grounded in both the Catholic intellectual tradition and our Benedictine identity, we are dedicated to educational excellence within and beyond the classroom through innovative learning opportunities, partnerships, and engagement with the community. Building on our distinguished educational heritage, our graduates will be ethical leaders and informed citizens who contribute to a more just community and world.

Five Major Directions
Creating Educational Distinction
Developing Ethical Leaders for a Global Society
Partnering for the Future
Advancing Reputation and Reach
Stewarding and Advancing Resources

Shifting the Paradigm
A new way of implementing a strategic plan to realize the vision for the College
How we look at our work
Implementing a strategic plan is not “add-on” work
Requires engagement of the entire community

Vision 2015 Implementing The Strategic Plan Prepare Strategic Plan 2015 (Looking Within – Reaching Beyond) Approved Communicate – Plan developed for internal and external stakeholders Launch Define and Plan Action Create Timelines for Roll-Out of Strategic Objectives Align Resources with Priorities Execute Manage Implementation Comprehensive Campaign Aligned with Strategic Plan Sustain Momentum Evaluate Assess and Update Yearly “Report Cards”

Plan Priorities: Criteria
Niche Factor: What will strengthen our core product -our student graduates?
Niche Factor: What will strengthen student desirability to come to Saint Anselm? (enrollment/marketing)
What is the return on investment?
short-term
Long-term
Revenue generation
4. What will be visible and have an impact? (quick win)

Results of Initial Prioritization
#1: Revised Curriculum
#17: Marketing for Enrollment
#19: Integrated Marketing
#21: Comprehensive Campaign
#15: Cooperative agreements & additional grants

Strategic Objectives Underway: Examples
#2: New majors, distinctiveness/flexibility
#3: Experiential learning
#7: Assessment
#8: Athletics
#9: Inclusiveness
#11: NHIOP Sustainability

Plan Priorities & Process
New Strategic Objectives
Objectives that involve re-alignment/renewal
STAGE 1: Development of plans
Sequencing of Strategic Objectives/Timelines
STAGE II: Resourcing the plans

Alignment of Processes and Human Resources
Performance Appraisal
Training and Development
Departmental Annual Plans
LEAN – Building Organizational Capacity
Vision 2015 drives how we do our work

Alignment of Financial Resources
Re-prioritization (efficiencies to re-invest)
Capital and Interim Campaign Fundraising
Targeted spending from surplus
Foundations/Grants (external sources)
New revenue streams (new programs; cooperative agreements; expanded use of campus)

Vision 2015 Implementation Flow of Accountability Board of Trustees President EVP SLT VP Tactical Team Leaders Tactical Teams S.P. Implementation Steering Committee

Roles in Implementing Vision 2015
Vice Presidents and Senior Leadership Team
Strategic Plan Implementation Steering Committee
Membership
High level coordination
Implementation tracking system
Monitoring and reporting on progress
Yearly report cards/dashboards
Communication and liaison work with tactical teams

Roles in Implementing Vision 2015
Tactical Team Leaders
Create teams
Leadership in development and deployment of implementation plans and tactics
Accountability for plan progress
Role of Departments
Role of Select Committees
Role of ALL members of the SAC community

Communications Plan
Website Development/Roll Out
Internal Community Communication
Advancement/Alumni External Roll-Out
Publications/Video
Select documents
Portraits plan; e-Alumni newsletters
Campaign preparation
Events Plan

Measuring Our Progress: Outcomes/Metrics
Strategic Objectives
21. Strengthen long-term financial capacity through a comprehensive campaign and expanded fundraising, strategic investment and redeployment of existing funds, and the identification of new revenue sources.
Proposed Metrics / Outcomes
Capital Campaign of $75 - $100 million.
Endowment increases to $110 million
Annual Fund increase to $2.5 million by FY 13.
Surplus of 2-4 % of annual operating budget.
$250,000 of operating budget covered by new revenue streams by 2014.

ENGAGING THE COLLEGE IN IMPLEMENTATION OF PLAN

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Campus Community Forum - 9/10/10

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