This presentation was given during the 2016 Bonner Fall Directors Meeting.

2. • What’s Strategic Planning?
• Do we need a strategic plan?
• Why?
• What do we need
to develop one?
• How do we do it?
• What does it look like?
• What do we do with it?

3. A process that can help:
• Set priorities
• Strengthen operations
• Establish values
• Allocate resources
• Plan implementation of the above
• “the process is the product”
• It is not:
• A panacea
• Easy
• Non-controversial

4. Are you…
• Not sure which projects to pursue?
• Taking advantage of opportunities, rather than
seeking them out?
• Lacking a long-term plan to guide short-term
decisions?
• Experiencing mission creep?
• Undergoing leadership transition?
• Facing external performance pressures
(assessment, outcomes, etc.)?

5. • Clarity of purpose
• Framework and values to guide decisions
• Guidance on what to/not to pursue
• Process: get buy-in
• Process: tell your story
• Bigger impact through longer-term plan

6. • Information!
• Lots of it.
• Self-study
• External review
• Assessment
information
• Concerns/issues/complaints

7. • Commitment to the process
• Trust that everyone shares that
commitment
• Willingness to confront long-term issues
• Openness to fundamental change
• Ability to commit to planning process
(resources, time)
• Planning process leadership

8. Preliminary:
• Determine team and roles
• Determine needs and process
• Talk to people in your networks
• Discuss what major issues you anticipate and how
to address them
• Talk to supervisors about what ‘needs’ to be done
• Find external facilitator (?)
• Inventory stakeholders and programs

9. Go!
• Gather information. Lots. (Self Study)
• Get feedback. (External Review)
• Process, analyze, respond to information and
feedback.
• Based on the above, and in relation to institutional
mission and priorities: Create/revise mission,
vision, values

10. Keep going…
• Retreat!
• SWOT
• Feedback on mission,
vision, values
• Goals/Priorities
• Summary
• Analyze retreat data
• Draft goals and priorities

11. Keep going…
• More Feedback
• Focus groups with different constituencies (original
participants, staff, faculty, partners, students, admin)
• Key players
• Supervisors/board
• Revise
• Still More Feedback (select group of stakeholders)
• Revise

12. Keep going…
• Align with Institutional Mission and
Priorities
• Develop metrics
• Finalize!
• Get approval, whatever that looks like
• Go! For real, this time.

13. Fall 2014:
• Campus-wide Task Force on Community Engaged Learning
Spring 2015:
• Task Force Report
• Self Study (January-April)
• External Review (April)
Fall 2015
• Talk with colleagues
• Interview Consultants
• Talk with staff
• Work with Institutional Effectiveness/Assessment
• Work with Supervisors/Administration
• Draft Mission,Vision,Values
January 5-21:
• Development of draft mission, vision, values with CELR Center staff,
consultant
January 22: CELR Center strategic planning retreat
• 35 participants:TCNJ faculty, staff, administration
• Situational/SWOT Analysis of CELR Center
• Discussion and feedback on draft mission, vision, values statements
• Preliminary goals and priorities developed
January 23-February 15:
• Draft goals developed from retreat input, mission, vision, values revised
• Retreat participants review, comment on, and confirm draft document
• Draft strategic plan developed by CELR Center staff and consultant
February 15-March 15: stakeholder review and feedback of draft strategic plan
• February 17: Faculty and Staff conversation; 20-25 participants
• February 18: CELR Center staff conversation
• March 2: Student conversation; 14 participants
• March 3: Community Partner conversation; 11 participants
• One-on-one conversations with 10 community partners
• March 4-15: Revision of draft plan by strategic planning team
March 15-April 15: review of revised draft plan
• March 17: CELR Center staff conversation
• March 18:Associate Provost conversation
• March 21: Review draft plan with consultant
• March 23: Student conversation; 5 participants
• April 12: Bonner Community Scholar conversation; 90 participants
• April 12-15: Revision of draft plan by strategic planning team
April 15-April 27:
• Electronic review of draft plan to all participants to-date
• Development of metrics with consultant,Associate Provost
April 27-May 31:
• May 2: review of draft plan and metrics with consultant
• Final revision of plan
• Development of final document
June 2016: Done?

15. • Prioritized objectives
and actions
• Continued to work on
them
• Return to them at
leadership and staff
meetings

16. • Monitor goals and objectives
• Reevaluate progress and priorities annually
• Reevaluate metrics
and their significance
• I’ll let you know
next year…

17. • Have the process reflect your values
• Do what’s useful for you
• You have most of what you need already
• It’s an opportunity; use it
• Balance of what you are and what you could/
want to be
• Participation is key
• Only a plan!