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