Strategic Planning Workbook

Level 2

2015-2025

1

Contents

Part I: Mission, Vision and the Strategic Plan 3Understanding the APSU Strategic Plan 3APSU Mission and Vision 4Core Values 5 Exercise 1a: Enter Core Values 5 Exercise 1b:Create Core Value Definitions 6Part II: Goals and Objectives 7APSU Draft Strategic Plan 7What are Goals and Objectives 8What Goals are Most Important? 9 Exercise 2: Share Goal Priorities 9SWOT and GAP Analysis 9 Exercise 3: Complete SWOT Analysis 9 Exercise 4: Create GAP Analysis 10GAP Action Plans 11 Exercise 5: Create GAP Action Plan 11Practical Concerns 11 Exercise 6a: Enter Objectives 12Assigning Responsibility 12 Exercise 6b: Assign Responsibility 12Part III: Aligning Strategy with Budgets 13Identifying Resources 13Anticipating Costs 13 Exercise 7: Create Cost Estimation 14Part IV: Tracking and Assessment of Goal Priorities 14Creating a Timeline 14Useful Links/Tutorials 14Tracking Success 15Assessment Resources 16

Best Practices of Assessment 17 Exercise 8: Make an Assessment Plan 17The Technical Details 17Closing the Loop 18

Appendix A: Enrollment Growth Chart 19Appendix B: Strategic Planning and Institutional Effectiveness Integrated Timeline 20

2

Part I: Mission, Vision and the Strategic Plan

Figure A: APSU Strategic Plan 2015-2025 Visualization

Understanding the APSU Strategic Plan for 2015-2025The APSU strategic plan supports the goals and metrics of the Tennessee Board of Regents’ strategic plan. The inner circle of Figure A reflects the four TBR areas, in grey, that shape the goals and objectives of APSU. The goals and objectives of APSU align with those of TBR and are supported by the APSU ‘Core Values’ in the external (red) ring. These Core Values are pulled from the APSU Mission and Vision statements, the Strengths, Opportunities and Knowledge Survey of 2014 and from conversations with campus and external community members. The outer ring is currently a work in progress and will be finalized after units and departments have had a chance to provide feedback via the strategic planning process.

3

Austin Peay State University Mission and Vision

Mission StatementAustin Peay State University is a comprehensive university committed to raising the educational attainment of the citizenry, developing programs and services that address regional needs, and providing collaborative opportunities that connect university expertise with private and public resources. Collectively, these endeavors contribute significantly to the intellectual, economic, social, physical, and cultural development of the region. APSU prepares students to be engaged and productive citizens, while recognizing that society and the marketplace require global awareness and continuous learning. This mission will be accomplished by:

• Offering undergraduate, graduate, and student support programs designed to promote critical thinking, communication skills, creativity, and leadership;

• Expanding access opportunities and services to traditional and nontraditional students, including the use of multiple delivery systems, flexible scheduling, and satellite locations;

• Promoting equal access, diversity, an appreciation of all cultures, and respect for all persons;

• Serving the military community at Fort Campbell through complete academic programs;

• Providing academic services that support student persistence to graduation;• Fostering a positive campus environment that encourages active participation in

university life; and• Developing programs (credit and noncredit), conducting research, and providing

services that contribute significantly to the quality of life, learning, and workforce development needs of the region.

Vision StatementAPSU’s vision is to create a collaborative, integrative learning community, instilling in students habits of critical inquiry as they gain knowledge, skills, and values for life and work in a global society.

4

Core ValuesWhen you created your mission statement, the statement will have core values for your unit. These values are usually single words that embody the ‘who’ or ‘what’ your unit or department is at its core. Your mission may not list those values as single words, but often those words will form in your mind. Example using the Housing Mission:

The purpose of the Office of Housing/Residence Life and Dining Services is to provide a quality living and learning environment for students housed in the University residence halls and apartment system. In support of the University commitment to the diversity and enhancement of the quality of campus life, the Office of Housing/Residence Life and Dining Services is concerned with the effective management of residence services, facilities and educational activities. The residence hall and apartment system supply many opportunities for the development and implementation of human relation skills, personal value systems and leadership skills.http://www.apsu.edu/housing/mission-statement-and-purpose

If you examine the mission statement you can recognize values for the Housing unit.Values Example:

1. Quality2. Diversity3. Relationships4. Leadership

These core values may not be the exact words that housing would use, but it is easy to see how their mission can be distilled into core values that each team member can rally around and keep at the front of any planning. The team would use those core values to look at any goal or objective to determine if the goal or objective reflected the core value system of the department before choosing to adopt the goal. For each of the values, the Housing group would develop a ‘Value Definition’. Example Value Definition:

Quality: The Housing Department believes that quality in all facets of offered services is essential to creating meaningful experiences for students in the university experience that will create engagement and student success.

Exercise 1 A: Enter Core ValuesTake a moment to review the Core Values from those submitted by your unit/department leaders along with the written Mission Statement. What are five that appear to be common among the units/departments:Use Exercise1a_1bCoreValues.xlsx to complete Exercise 1 A and B.Now that you have identified the shared Core Values, take a moment to define what those values mean to your units/departments. For example, if

5

‘Service’ was chosen by your group, you would then define service as part of ‘who you are’, ‘what you do’ and how you achieve your goals and objectives.Save the file as Exercise1a_1bCoreValues_yourUnitorDepartment.xlsx

Example:Service: UnitX believes that through our committed service to the community we build the foundation for strong partnerships that will mutually benefit the growth of capital funding for the university.

Exercise 1B: Create Core Value DefinitionsYou may wish to work with your leadership in your area to develop the definitions as a group. Please share your Core Value Definitions using Exercise1a_1bCoreValues.xlsx to complete Exercise 1 A and B.Save the file as Exercise1a_1bCoreValues_yourUnitorDepartment.xlsx

6

Part II: Goals and ObjectivesAPSU Proposed Strategic Plan Goals

Goal 1: Enrollment Growth (Support the Drive to 55 and APSU Growth) See APPENDIX A for Enrollment Growth Goals Draft

o 13,000 in five years and grow incrementally to 15,000 over the next five years.o Normalize Enrollment Base

International Graduate In State (Further than 50> Mile Radius) Out of State

o Diversify Delivery Methods Online Hybrid Extended Dual Middle College PELP Honors

o Student Success (Retention/Progression/Graduation Rates) Increase retention rate to support growth

First Time Full Time Freshmen Traditional (Younger than 25 years of age) Non-Traditional (25 years of age or older) Military Related Fort Campbell

Goal 2: Sustainability (Build Infrastructure to support Growth)o Create revenue streams not tied directly to enrollment eg.

Grants Patents Donors Funding Foundation Capital Campaign

o Create environment of responsibility/accountability eg. Data informed decision-making Cost Studies Budget joined with Strategic Plan

o Information Technologyo Campus Master Plan and Downtown Expansiono Risk Management

Goal 3: Diversity (Support Diversity Initiatives and Best Practices)o Engagemento Inclusiono Achievemento Composition

Goal 4: Communication and Branding (Build Brand/Culture/Community)o Unified Communication Strategy for Branding/Social Media/Promotiono Identified assessment and tracking of metrics for impact of strategyo Engage community and stakeholders to support communication/brandingo Create/Share Annual Reports of Budgets/Fundraising and other Strategic Plan

Progress

7

What are Goals and Objectives?In plain language, a goal is what you are seeking to achieve. Objectives are how you will reach the goal. The goal should be framed in broader language and should not contain ‘how’ you will achieve it. Sometimes, your goal will have a ‘level of achievement’ or an assessment point in the statement. Other times, an assessment statement will be external to the goal. In the current planning process, you may not have a level of achievement set and only a broad goal. That is perfectly acceptable. After exploration and analysis with an assessment team you may build that specific benchmark or achievement level.

Example:What will you achieve (Goal)?

We will reduce the amount of student complaints regarding the food choices in the food court at APSU.

How will you do it (Objectives)? 1. We will analyze the current offerings and provide a survey to

students to provide feedback and suggestions.2. We will use the results of the survey to contract with new options.3. We will implement the new options in the food court.

The above example is a simplistic goal, and is easily achievable in a one-year cycle for a unit. However, the structure of strategic planning is more complex than single one-year goals.

What Goals are Most Important?The following exercise is an exercise that will allow you to review the goals provided by your teams to pull those that best support the division and the APSU proposed strategic plan goals into a single document. Look for two or three goals from your units/departments per APSU Goal (page 4) that can be accomplished over a 3-5 year time frame. The larger plan is 10 years, but there should be College and Division goals that support the implementation of the plan as phases or stages. For example, our first goal in in Enrollment is to reach 13,000 students in a five-year time frame. Which goals submitted by your units/chairs would support the growth to 13,000 students? You will then take that list and explore what goals ‘best’ support the growth and place them in the Exercise2GoalPriorities worksheet as described in Exercise 2: Share Goal Priorities.

8

Exercise 2: Share Goal PrioritiesAs an administrator, you have probably explored ideas for how to move your college/division forward already, share your goal priorities with Goal Priority 1 as your most important. In each of the APSU Goal areas, please provide priorities that support the APSU proposed strategic plan. Space has been provided for each of the goal areas and ten goal priorities. You may add space for more priorities as needed. Use the Exercise2GoalPriorities.xlsx to complete the exercise. Please save your copy as Exercise2GoalPriorities_yourUnitorDepartment.xlsx to be submitted.

SWOT AnalysisOne of the first steps to creating a strategic plan is to complete a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis related to your ability to obtain the projected future state in your mission and vision statements or to meet the goals created by your organization.

Strength: These are internal in origin and reflect areas that your unit or department may excel in to help achieve the mission/vision.Weakness: These are internal in origin and reflect areas that need improvement in your unit or department to meet your mission/vision.Opportunity: These are external and reflect potential for growth or success for your mission/vision.Threat: These are external and reflect potential roadblocks (political, social, economic, fiscal etc.) that could prevent achievement of your mission/vision.Internal: Strengths and Weaknesses should be focused on your unit/departmentExternal: Opportunities and Threats are those things outside of your college/division/unit/department

As you review the goal priorities created from the goals provided by your units/departments, think about some of the strengths and weaknesses that exist in your college/division/unit or department that would support or hinder the accomplishment of those goal priorities. What might be some external threats or opportunities for your group related to the goal priorities?Exercise 3 will allow your group to provide a SWOT related to the ability of your teams to support the accomplishment of the provided goal priorities.

Exercise 3: Complete SWOT AnalysisProvide a SWOT analysis of your Division/College related to the selected goals. Use the Exercise3SWOTAnalysis worksheet provided in the attachments. Save your copy as Exercise3SWOTAnalysis_yourUnitorDepartment.xlsx

9

Example:Helpful Harmful

Internal (S)trengthEx. Skilled recruiting team

(W)eaknessEx. Not recruiting out of Montgomery County

External (O)pportunityEx. Available group in Davidson County

(T)hreatEx. No plan for recruitment

Note that the table allows you quickly group what is helpful and what is harmful as well as provides a concrete base to identify gaps in your resources, abilities and structure during the next step, the GAP Analysis. During the GAP analysis the team will identify the current state of your division/unit to the desired outcomes of the goal priorities you chose then identify any GAPS or things that might prevent the unit/department from achieving the future state.

Exercise 4: Complete GAP AnalysisFill in the chart with your desired state first. For example, in the APSU vision statement, a portion of the desired future state is to, “ . . . create a creative and collaborative integrated learning environment . . .” at the organization. In the Desired State for your group, you would list the characteristics of what constitutes a collaborative integrated learning environment. Next, you would examine the organization for similar characteristics. If you see the characteristic you would list it in the Current State. If you do not see that characteristic in your organization, you would list what is actually happening in your Current State and list what you need to achieve the Desired State in the GAP column. If it exists, you would not list the characteristic. Use the Exercise4GAPAnalysis.xlsx worksheet and save with your unit or department name.Current State Desired State GAPExample: No connection with curriculum in other departments

Desire curriculum connections with dept. X

Need to create relationships with dept. X to align curriculum

10

GAP Action PlansKeep in mind that identifying the threats and weaknesses as well as the gaps is not enough to achieve your future desired state. The team should follow up with an action plan to deal with the threats or weaknesses as well as to shore up any gaps found in the analysis with concrete timelines, assignments and due dates. By doing the analysis work on the front end of your strategic planning cycle, your team will be ready to identify goals and objectives from the unit/department mission and vision that can support the movement of the current state to the desired future state. Also, the analysis will allow the unit/department to better identify goal priorities, goals and objectives tied to the unit/department mission that can be used to support or move the university to the desired state expressed in the Austin Peay Strategic Plan for 2015-2025.

Exercise 5: Create GAP Action PlanPlace the Gap area in the first column then provide and action and who will be responsible for the action with an anticipated due date. Use Exercise5GAPActionPlan.xlsx worksheet and save with your unit or department name

Area of Gap Action/Ownership

Ownership

Due Date

Example: No connection with curriculum in other departments

Need to create relationships with dept. X to align curriculum

Chair 1-25-2016

Practical ConcernsThough the language of Goals and Objectives can be simplified into words like Achievement and Tactics, there are more complex factors at work than the previous example provides. When planning strategically, the ‘how’ is comprised not just of a list of tactics, but those tactics are tied to:

Responsible persons or groups Costs Resources Timelines

The process of strategic planning requires participants to consider the practical concerns related to achievement and support the work in a manner that increases

11

the potential for success. For the following exercises, please use your goal priorities created in Exercise 2.

Exercise 6A: Enter ObjectivesYou created your goal priorities in Exercise 2. Take time to transfer those goal priorities into the template Exercise6a_6bObjectiveResponsibility.xlxs. Also, transfer any objectives that were developed by your team related to the goal priorities. If no objectives exist, please provide at least three ways that you anticipate accomplishing the goal priorities based on feedback from your teams. You will use the same worksheet for the next exercise. Save the file asExercise6a_6bObjectiveResponsibility_yourDeptorUnit.xlxs

Assigning ResponsibilityOne of the most effective ways to achieve a goal is to help the unit or department see their role clearly in the process of achievement. As your team plans objectives, the planning team should be able to clearly identify which team members will be goal players for achieving the objectives that support the achievement of the goal. Another good practice in planning is to remember that those responsible for the work should also have the appropriate access, control and support to achieve the objective.

Exercise 6B: Assign ResponsibilityUsing the Exercise6a_6bObjectiveResponsibility.xlxs, identify and list the individuals or unit responsible for achieving the goal priorities and the objectives associated with the goal priorities.As you are working, think about the necessary access, control and support that may be available to the individuals or units listed. If you notice any GAP in their ability to achieve the objectives and the goal priorities, you may wish to revise your GAP analysis exercise.

12

Part III: Aligning Strategy with BudgetsIdentifying ResourcesResources can be people, money, time, materials or any other source for supporting and completing an objective. When identifying resources to support an objective, those resources may not always be within your unit or department. A good practice is to consult with the other units or departments from which the team may need to use resources before entering your goals and objectives for the year. If the team includes those units or departments early, they can ensure that those resources will be available to the team and that the anticipated timeline for those resources becoming available the team will meet goal milestones for achieving the objectives and goal. Some of the support units for our organization can quickly be overtasked if everyone needs them to complete a goal or objective. Prime examples are units that gather or house data or units like facilities or the physical plant. Some units are utilized heavily on a daily basis for common functions that support the university and they will need time to work in your team’s request. Key Questions:

What resources are available within your own unit or department for achieving and measuring goals?

What external resources do you think your team may need access to in order to achieve your goals?

If no internal or external funding can be obtained, how can you plan over a period of 3-5 years to appropriate or create resources needed?

Anticipating CostWhen an objective or tactic for achieving the goal is created, a cost analysis will be helpful for the unit or department. You will complete an overall cost analysis for the Goal Priority, but you may also need to complete an analysis at the objective level in order to be successful. It is also necessary for the team to anticipate costs in order to identify resources that are currently available to achieve the objective and therefore achieve the Goal Priority. A common practice for strategic planning is to use a workbook in Excel or Numbers to create a budget. Word may be used, but the spreadsheet approach allows the group to adjust the cost work sheet in an if/then analysis when you are looking at your actual resources. The first cost sheet should be done with the idea of what a ‘perfect’ environment for achievement looks like and then given reality as the team identifies resources.

13

Exercise 7: Create Cost EstimationAs part of the planning materials, a basic template for cost estimation is provided. You may add fields as necessary, but try to keep these in the format provided and use the generalized categories of Operations, Salaries and Travel for your goal priorities to align these with the IEP process. Use Exercise7Cost.xlxs and be sure to save as Exercise7Cost_yourDeptorUnit.xlxs

Part IV: Tracking and Assessment of Goal PrioritiesCreating a TimelineTimelines are not set in stone and may need to be adjusted. The development of a timeline is a healthy practice for achievement of goals and objectives. The process of creating a timeline is a higher level planning function that requires you to list the steps involved in achieving each objective in the time frame of the overall Goal Priority achievement. The detailed thought process for creating a timeline also creates an opportunity to fine tune previous areas like cost and resources related to the goal milestones for achievement. Another added benefit to a timeline is that the team members who have been assigned responsibilities will now be able to see where they fit in as well as have due dates for goal milestones in Goal Priority and Objective completion.A common practice for tracking goals and objectives is using a Gantt chart. There are multiple software options for creating these specialized charts that are free and easy to use, but even your Excel program or a calendar program will work for this task.

Useful Links/Tutorials:Gantt Charts http://www.ganttchart.com/Microsoft Projecthttps://products.office.com/en-us/project/project-and-portfolio-management-softwareGantt Chart Creation in Excel:https://www.ablebits.com/office-addins-blog/2014/05/23/make-gantt-chart-excel/

14

Example Gant Chart:

Image Credit: http://www.idealware.org/blog/tools-gantt-chartsHowever, a timeline does not have to be fancy, just well thought out. A list of tasks with dates and assigned responsibility that can be easily accessed by the team is a quick way to get going and indicate goal milestones for achievement.

Tracking SuccessStrategic planning is more than just the creation of goals and objectives and creating a timeline. The benefits of strategic planning are realized when you achieve your goals and understand how you achieved your goals. Assessment is the word given to how we measure or test for our success and it is simply a way of showing others that you have accomplished your goal as well as your level of achievement. At first glance, many perceive that success is a number or metric that you are trying to achieve, but that is not always the most appropriate measure of your success. Success is more complex than simply achieving a goal, sometimes success is the level at which you achieved the goal. Let us take a look at the following example and discuss how success might be measured in this real world example.

Example:Goal: We will support the increase of university enrollment.Objective: We will identify areas of student recruitment and work with admissions and recruitment to support the follow through to enrollment.(More objectives would normally be part of an enrollment growth goal. This is a simplification for clarity.)

Now, how do you assess your success for this goal? Did you document communication with admission and recruitment? Did you follow up with students when notified that they have applied for programs in your department? Did they enroll and begin classes? Did you increase university enrollment?

15

As you can see the idea of what to measure or how to measure it may require work with your group to determine the ‘best’ measure of success. You may already have someone on your team that is good at assessment, or you may need a little help. If you need help, help is available to you.

Assessment ResourcesKeep in mind there are resources and common assessments that may already exist for your goal. For example, some units or departments have accreditation or professional standard requirements that drive goals and objectives and those requirements become a measure of success and a framework for assessment. A good example is the requirements placed by the Southern Accreditation Commission on Colleges or (SACS) that the entire university must meet at five and ten year increments for accrediting with higher education. Another example would be quality or satisfaction assessments that are created by external groups like the National Student Survey of Engagement or OSHA certification standards and assessments. You have a few places on campus to reach out for help as well! Institutional Research and Effectiveness can work with you for creating an assessment structure that makes sense for your goals and objectives or you may work with Campus Labs to use Baseline for creating tools for assessment. If you choose to use Baseline, they have consultants that can work with you to find vetted or tested assessment instruments as well as to deploy the assessment appropriately and report the results. The service is already paid for by the university and has many benefits for units and departments who choose to use their services.Other assessment pieces may be more complex and require you to obtain written or verbal feedback to pinpoint if a goal was achieved. This kind of assessment is more complex and requires time and planning. Examples would be customer long answer feedback or interviews, student feedback about teaching and learning, or even the atmosphere of a department or facility on campus. All of these things are not impossible to achieve, you may simply need to work with someone who specializes in those types of assessments. There are experts on campus, but be sure you include them early in your strategic planning process to ensure they have time to support your assessment structure or help you plan for assessment.

Key Questions: What kinds of assessments have you used in the past? What kinds of assessments are you interested in using? Do you feel you were successful in assessing your goals previously? What

are some of the reasons you were or were not successful?

16

One approach for doing the work of assessment also involves a team approach. If your team has someone who is especially gifted at assessment, they can work with the group to set appropriate measurements of success for your unit or department. The individual may work with other units on campus to gather data and report the data related to the chosen goal priorities. However, though data exists in many units on campus, keep in mind that official data related to enrollments and certain other required reporting must be gathered from Institutional Research and Effectiveness.

Best Practices of AssessmentAssessment can be a singular measure of your success, but one of the best practices of assessment is to vary your assessment techniques and to assess at multiple points on your timeline. Customer service, for example, is a constantly changing environment and requires multiple types of assessments at various times of year to gauge the success of any initiative to increase the perception of ‘good’ customer service. Student feedback is also another complex assessment that requires multiple types of assessments at multiple points throughout their course and program of study. Again, when undertaking a complex assessment system, be sure to include experts and leadership that may point you in the right direction. If you are not sure who could be a good resource, you may always call Strategic Initiatives to help your team create the partnership that will make you successful in assessment.

Exercise 8: Make an Assessment PlanUse the Exercise8Assessment.xlxs worksheet to begin to identify possible assessments of your goal priorities. You will formalize this assessment with the Assessment portion of the Institutional Effectiveness Plan process. The assessment plan provided will help you identify your needs as well as create a base plan that you can work with others to collect and report data during the evaluation periods for goal priority achievement. Save the document as Exercise8Assessment_yourDeptorUnit.xlxs

The Technical DetailsPlease refer to Appendix B: Strategic Planning and Institutional Effectiveness Integrated Timeline

for important dates related to completion of the worksheets and their submission. Remember to save your worksheets with your department, college, unit or division name. Submission of the completed worksheets may be accomplished through Compliance Assist or you may mail your completed worksheets to acsi@apsu.edu Tutorials for entry into Compliance Assist will be made available on the Strategic Planning website.

17

Closing the LoopAs a final note, the process is a continual cycle of improvement for all units and departments as well as the larger university. The input of goals and objectives will be monitored each year with feedback and reporting from Strategic Initiatives. At 3, 5 and 7 years the overall plan will be assessed and reports will be shared with the campus and community. Divisions, colleges, units and departments will be asked to review their progress and make adjustments as needed. In the new cycle of institutional assessment, the progress that is made will be co-joined with our effectiveness reporting to help the administration effectively budget for initiatives as well as create a strong infrastructure for growth through the annual Institutional Effectiveness Plan process.

18

Appendix A

Enrollment Growth Chart

19

Appendix B

STRATEGIC PLANNING AND INSTITUTIONAL EFFECTIVENESS PLANINTEGRATED TIMELINE

The following schedule has been developed with the Strategic Planning Steering Team and Institutional Effectiveness Committee. SP=Strategic Plan IEP=Institutional Effectiveness Plan

UNIT/DEPARTMENT SCHEDULE

SP Sept. 10 Release Strategic Planning workbook to Non-Academic Units and Academic Departments

SP Sept. 10-Oct. 15 SP Workbook Worksheet Entry Required: Strategic Initiativeswill visit/workshop with groups

SP Oct. 15 Email Submission Required: Completed Strategic Planning Level I Workbook submitted to Unit Leader or DeanSP Oct. 25 Email Submission Required: Unit Leader or Dean submit

completed Level I Workbook to Strategic Initiatives (acsi@apsu.edu)

DIVISION/COLLEGE SCHEDULEIEP Nov. 1-22 Compliance Assist Entry Required: Release and entry period

opens for Institutional Effectiveness Plan (IEP) Process to Academic and Non-Academic Units for Chair and Director Entry in Compliance Assist

SP Nov. 9-15 SP Workbook Worksheet Entry Required: Release Strategic Initiatives Level II Workbook to Executive Director/Dean/AVP

IEP Nov. 23 Compliance Assist Entry Complete: Chair and Director entry of IEP completed in Compliance Assist

IEP Nov. 24-Dec. 17 Compliance Assist Entry Required: Release and entry period opens for IEP process to Academic and Non-Academic

Dean/AVPSP Nov. 25 Compliance Assist Entry or Email Submission Required: Provost

and Vice Presidents submit completed Executive Director/Dean/AVP Level II workbooks to Strategic Initiatives via Compliance Assist or email (acsi@apsu.edu)

IEP Dec. 18 Compliance Assist Entry Complete: Dean and AVP entry of IEP completed in Compliance Assist

IEP Dec. 19-Feb. 22 Compliance Assist Entry Required: Release and entry period opens for IEP Process to Provost and Vice Presidents

IEP Feb. 23 Compliance Assist Entry Complete: Provost and Vice Presidents entry of IEP completed in Compliance Assist

20

STRATEGIC PLAN APPROVAL PROCESSNov. 25-Dec. 31 Strategic Plan Steering Team Review in Compliance AssistJanuary President/Provost/Vice Presidents Review in Compliance AssistFebruary Final Review and Approval Strategic Plan

IEP APPROVAL PROCESSNov. 24- Dec. 17 Review Academic and Non-Academic Unit (Chair/Director) in

Compliance AssistDec. 18-Feb. 23 Review Academic and Non-Academic Unit (Dean/AVP) in

Compliance AssistFeb. 23-March 15 Review Academic and Non-Academic Unit (Provost/VP) in

Compliance Assist

For more information about the Institutional Effectiveness Planning Process:Institutional Research and

Effectiveness

Phone: 931-221-7315

Melissa Hunter

Director

Email: hunterm@apsu.edu

21

Please contact Strategic Initiatives to obtain a full workbook copy to use with your unit or department in the

strategic planning process. Strategic Initiatives is also available to conduct workshops on request as well as

answer any questions related to the Strategic Planning process. http://www.apsu.edu/strategic-initiatives

Office of the Vice President for

Advancement, Communication and

Strategic Initiatives

Phone: 931-221-7990

Email: ACSI@apsu.edu

Derek van der Merwe

Vice President

Email: vandermerwed@apsu.edu

Kathrine Bailey

Strategic Initiatives

Email: baileyk@apsu.edu

Phone: 931-221-7989

22