Non-Academic Context for Strategic Planning. REALITY CHECK: ECONOMIC POLITICAL TECHNOLOGICAL SOCIAL...
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Transcript of Non-Academic Context for Strategic Planning. REALITY CHECK: ECONOMIC POLITICAL TECHNOLOGICAL SOCIAL...
Non-Academic Context for Strategic Planning
REALITY CHECK:
ECONOMIC
POLITICAL
TECHNOLOGICAL
SOCIAL
COMPETITIVE
DEMOGRAPHIC
S.W.O.T. ANALYSIS
HELPFUL HARMFUL
INTERNALStrengths
Our characteristics that give us an advantage over
others
WeaknessesOur characteristics that are a
disadvantage to us
EXTERNALOpportunities
Elements in the environment that we could
exploit
ThreatsElements in the environment that
could be harmful to us
• Planning influences• Academic Plan• Campus Master Plan• Research Plan
• No significant debt/strong financial position• Entrepreneurial by nature• Strong, committed governance• Robust policies and procedures in many areas• Highly qualified personnel (HQP)
STRENGTHS
• TRU World• Open Learning• High quality infrastructure• Accessible• Unique programs• Regional reach• Demonstrated commitment to sustainability
STRENGTHS
• University budget model• Strong financial position is being eroded• Lack of brand awareness• Lack of space (of all types)• Unfunded graduate seats• Sustainability of regional centres• Retention of 2nd and 3rd year students• Media relations
WEAKNESSES
• We have a unique Act- stated research mandate- adult basic education- open learning credit bank- must serve the educational/training needs of our region- must serve the open learning needs of the province
• Strong provincial political support• Excellent municipal relations• Excellent relations with First Nations
OPPORTUNITIES - Political
• TRU Community Trust• Community U• Possible significant capital funding in 15/16
OPPORTUNITIES - Economic
• Government Reporting Entity (GRE) – Limits flexibility• Realizing our purposes (as defined by the Act)• International uncertainty
THREATS - Political
• Declining regional population• Fewer males attending University
THREATS - Demographics
• Underachieving against our domestic enrolment target• Limited (i.e. No) ability to raise debt as a GRE• Uncertain labour environment• Mandated tuition increases• Cuts to block grant
THREATS - Economic
• Ever changing post-secondary technology landscaped• Mobility• MOOC’s• Online student experience• Social media exposures/risks
THREATS - Technology
• Compensation restraint• Currency exchange rates• Aggressive visa processes from countries like Australia / USA• Location
THREATS - Competitive
NOW WHAT?
PROCESS:
• Institutional strategic goals derived from the Strategic Plan• Goals are SMART (Specific, Measureable, Attainable,
Relevant and Time-Bound)• Goals MUST be costed (test of attainability)• Plan MUST have annual milestones • Goals set at the faculty, departmental and unit level are
derived from the Strategic Plan• Budget allocations are driven by the Strategic Plan
• Allocations for strategic initiatives• Allocations to mitigate risks that threaten our strategic
direction
DISCUSSION