STOCKTON 2020

Strategic Planning Implementation

SWOT / Vision

Initiatives

Alignment

Measures

How and Why

Objectives

Themes Reporting

Results

Students, Faculty and Stakeholders

Internal Processes

Employee Readiness

Resource Stewardship

Vision and Strategy

Top

Down Bottom

Up

Learning Engagement Global Perspectives

Sustainability

...solidly grounded in the foundations of INTERDISCIPLINARY understanding; deeply engaged in learning that reflects the ability to move across disciplines as well as between theoretical understanding and the subtleties of implementing knowledge…As a community, we aspire to learning that is intentional and cumulative.

… COMMUNITY ACTIVITIES of students, faculty, staff, and administrators on the campus and in the wider community through active civic work.  We aim to create meaningful opportunities for Stockton stakeholders to develop personally by supporting engagement and reflection.

…a diverse world of cultures, race, gender, orientation and age which PREPARES US FOR GLOBAL PARTICIPATION. ... we should strive to capture the wealth of diversity and opportunity that exists locally, regionally, and nationally.  Accomplishing this theme is a continuum that we will pursue over time.

…managing our own operations with an explicit goal of sustainability...building the capability of our students, faculty, staff and other stakeholders to be STEWARDS OF NATURAL RESOURCES… Stockton seeks to have a positive impact on the environment locally, regionally, nationally and globally.

STOCKTON 2020

STOCKTON 2020: Charge to the Initiatives Teams

Your Teams will help to

a.generate and b.develop ideas into proposals

which the 2020 Steering Committee will recommend through the appropriate shared governance and administrative structures.

Recap of 2020 Process Timeline• Fall 08/Spring 09: President charges Steering Committee

– SWOT, Vision, Themes, Objectives, Measures, Strategy Map

• Fall 09/Spring 10: Open Feedback Sessions: Summary– Replace Pillars with Themes– Replace Global Education with Global Perspectives– Refine Objectives (aim for progress, not prestige)– Revise Vision Statement:

The Richard Stockton College: an environmentally-responsible learning community of engaged citizens, embracing a global perspective.

• Fall 10/Spring 11: Structures, Processes and Linkages

• Fall 11: Roll Out with 40th Anniversary and Campaign• Spring 12: Middle States Re-accreditation Site Visit

AY 2010-11: Align to Middle States

• Aligning Mission, Planning, Goals, Initiatives, Allocations and Assessment is vital to our decennial regional re-accreditation

• Self Study currently underway: linked to 2020Plan

Goals

Initiatives

Resource

Allocation

Assessment

Mission

AY2010-11: Align to Internal Processes

1. Pilot units identified 2011 goals that align with Strategic Themes and Objectives– Living Learning Communities, Campus Police–WGSS, Library, Psychology

2. Annual Program Review Presentations3. Steering Committee Initiative Teams– Generate and Develop Proposals– Recommend Proposals to current structures

4. Scorecards collect and “roll up” to objectives

AY2011-12 Implementation Structures

2020 Strategic Initiatives Teams help to

a. generate and b. develop ideas into

proposals for

Steering Committee to recommend through the appropriate shared governance and administrative structures.

AU2011-12: Initiative Team Proposal

• One Page: KIS Principle• Encourage ideas• Collaborate:– Moderated Wiki

• Communicate:– Plan: outlets, messages– Celebrate announcements

• Align: Allocate Resources• Report Results: Scorecard

Primary Contact Initiative Team Coach Proposal Title

Duration/Time Frame Strategic Theme(s) Strategic Objective(s) Measure(s) Partner(s) Narrative

Resources:Realized/Gained

Reallocated Needed

Assessment Plan

Recommended Path

Fall 2011: Initiative Allocations

We’ll fund initiative proposals by any one or combination of these options:

• some will require initiative “seed funds” • some will be funded via internal operational

reallocations and/or realignments within one or more budget units,

• some will be “self-funding” either by developing new revenue or by reducing expenses (e.g. paperless/sustainable processes)

• some will become fundraising priorities in the upcoming comprehensive giving campaign

Summer 2011: Developing a Scorecard

• “Mock” Scorecard Screenshots

SWOT / Vision

Initiatives

Alignment

Measures

How and Why

Objectives

Themes Reporting

Results

Students, Faculty and Stakeholders

Internal Processes

Employee Readiness

Resource Stewardship

Vision and Strategy

STOCKTON 2020SWOT / Vision

Initiatives

Alignment

Measures

How and Why

Objectives

Themes Reporting

Results

Students, Faculty and Stakeholders

Internal Processes

Employee Readiness

Resource Stewardship

Vision and Strategy

president.stockton.edu/2020.html