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Non-Academic Context for Strategic Planning

Non-Academic Context for Strategic Planning. REALITY CHECK:. DEMOGRAPHIC. TECHNOLOGICAL. ECONOMIC. SOCIAL. POLITICAL. COMPETITIVE. S.W.O.T. ANALYSIS. STRENGTHS. Planning influences Academic Plan Campus Master Plan Research Plan No significant debt/strong financial position

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Non-Academic Context for Strategic Planning

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  1. Non-Academic Context for Strategic Planning

  2. REALITY CHECK: DEMOGRAPHIC TECHNOLOGICAL ECONOMIC SOCIAL POLITICAL COMPETITIVE

  3. S.W.O.T. ANALYSIS

  4. STRENGTHS • 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)

  5. STRENGTHS • TRU World • Open Learning • High quality infrastructure • Accessible • Unique programs • Regional reach • Demonstrated commitment to sustainability

  6. WEAKNESSES • 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

  7. OPPORTUNITIES - Political • 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

  8. OPPORTUNITIES - Economic • TRU Community Trust • Community U • Possible significant capital funding in 15/16

  9. THREATS - Political • Government Reporting Entity (GRE) – Limits flexibility • Realizing our purposes (as defined by the Act) • International uncertainty THREATS - Demographics • Declining regional population • Fewer males attending University

  10. THREATS - Economic • 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

  11. THREATS - Technology • Ever changing post-secondary technology landscaped • Mobility • MOOC’s • Online student experience • Social media exposures/risks THREATS - Competitive • Compensation restraint • Currency exchange rates • Aggressive visa processes from countries like Australia / USA • Location

  12. NOW WHAT?

  13. 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

  14. DISCUSSION

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