2017-2022 Strategic Plan: Timeline to Launch
2017-2022 Strategic Plan: Timeline to Launch September 15, 2016
Sr. Leadership Retreat Strategic Visioning
Apr 2016
May 2016
Jun 2016
Leadership Strategy Summit
July 2016
Campus-wide Engagement Circles
Aug 2016
Sep 2016
Strategic Plan Development (See detail on reverse)
Oct 2016
Nov 2016
Dec 2016
Jan 2017
Feb 2017
Launch Steering Committee
Publication & Communications Campaign
Mar 2017
Apr 2017
May 2017
Jun 2017
Jul 2017
Aug 2017
Final Edits & Approvals
Sep 2017
Oct 2017
Plan Launch & Implementation
Senior Student Affairs Leadership Retreat: Strategic visioning for desired future state of Student Affairs in 2022, including themes and outcomes. Campus-wide Engagement Circles: Led by SA Leaders, Circles engage staff, students and faculty representatives for input on: What we need to get to this vision? How will students change over next five years? What will student life be like in five years? What will students and campus require from Student Affairs in five years? If we did this better than anyplace else, what would it look like? (Included 88 staff, 32 students and 19 faculty in the 2016 Engagement Circles). Leadership Strategy Summit: SA Leadership Team collaborates to determine what we need to Avoid, Achieve, Preserve and Eliminate to reach desired state vision and uncover themes to address in strategic planning. (Emerging themes listed on reverse.) Strategic Plan Development: Strategic Plan Steering Committee develops division-wide goals (aligned with University Strategic Plan, Graduation Initiatives and SA mission, vision and values), imperatives that support these goals and measurable initiatives/action plans that drive imperatives. Final Edits & Approvals: Strategic Plan content final editing and approvals for publishing.
Publication & Communications Campaign: Multi-media design and publication initiates. Develop comprehensive communication plan for all constituent groups through multiple platform delivery. 2017-2022 Strategic Plan Launch and Implementation: Execute communication plan with senior campus leadership at forefront. Launch plan to SA division early September 2017 (before Fall Quarter), launch to campus at start of Fall 2017, and launch first year initiatives beginning Oct 2017.
Steering the Strategic Plan Development September 15, 2016
Steering Committee Scope:
Emerging Themes
Craft a comprehensive strategic plan for Student Affairs to serve as a tool for action and decision-making from 2017-2022
Enhance diversity & inclusion Bolster the Student Affairs culture for staff Grow fundraising and sponsorship
Charge: Develop 3-4 broad division-wide goals that support pre-planning input Design 4-5 imperatives that support each goal Create measurable and specific initiatives/action plans to drive each imperative
Timeline
Senior Leader Deliverable
Aug 30, 2016
Steering Committee Kick-Off meeting to review/agree on process and framework for 2017-2022 Strategic Plan.
Sept 12, 2016
‘Under the Hood’ meeting to review status of initiatives from Strategic Plan 2014-2017. Research for development of new division-wide goals for 2017-2022: - 2016 Student Affairs Strategy Summit Summary Report - University Strategic Plan, Vision 2022 - Cal Poly Graduation Initiative
Oct 3, 2016
Bring recommendations for 3-4 division-wide goals for 2017-22. Agree on goals.
Nov 28, 2016
Bring input for 4-5 imperatives to support each goal. Assign senior leaders to each imperative for next phase.
Jan 3, 2017
Assessment & outcomes; solve the access to and utilization of data issue
Bring suggestions for initiatives/action plans to drive imperatives assigned to each senior leader.
Feb 6, 2017
Bring suggestions for initiatives/action plans to drive imperatives assigned to each senior leader.
Increase school spirit
Mar 6, 2017
Bring final edits of draft Strategic Plan 2017-2022.
Mar 28, 2017
Provide final draft Strategic Plan 2017-2022 to Keith for review.
Student success & student development Increase technology & reduce inefficiencies and obstacles Define what it means to be a 24/7 campus and define associated resource and infrastructure needs Increase partnerships (particularly with Academic Affairs) and reduce silos
Sr. Leadership Retreat Strategic Visioning
Apr 2016
May 2016
Jun 2016
Leadership Strategy Summit
July 2016
Campus-wide Engagement Circles
Aug 2016
Sep 2016
Strategic Plan Development (See detail on reverse)
Oct 2016
Nov 2016
Dec 2016
Jan 2017
Feb 2017
Launch Steering Committee
Publication & Communications Campaign
Mar 2017
Apr 2017
May 2017
Jun 2017
Jul 2017
Aug 2017
Final Edits & Approvals
Sep 2017
Oct 2017
Plan Launch & Implementation
Senior Student Affairs Leadership Retreat: Strategic visioning for desired future state of Student Affairs in 2022, including themes and outcomes. Campus-wide Engagement Circles: Led by SA Leaders, Circles engage staff, students and faculty representatives for input on: What we need to get to this vision? How will students change over next five years? What will student life be like in five years? What will students and campus require from Student Affairs in five years? If we did this better than anyplace else, what would it look like? (Included 88 staff, 32 students and 19 faculty in the 2016 Engagement Circles). Leadership Strategy Summit: SA Leadership Team collaborates to determine what we need to Avoid, Achieve, Preserve and Eliminate to reach desired state vision and uncover themes to address in strategic planning. (Emerging themes listed on reverse.) Strategic Plan Development: Strategic Plan Steering Committee develops division-wide goals (aligned with University Strategic Plan, Graduation Initiatives and SA mission, vision and values), imperatives that support these goals and measurable initiatives/action plans that drive imperatives. Final Edits & Approvals: Strategic Plan content final editing and approvals for publishing.
Publication & Communications Campaign: Multi-media design and publication initiates. Develop comprehensive communication plan for all constituent groups through multiple platform delivery. 2017-2022 Strategic Plan Launch and Implementation: Execute communication plan with senior campus leadership at forefront. Launch plan to SA division early September 2017 (before Fall Quarter), launch to campus at start of Fall 2017, and launch first year initiatives beginning Oct 2017.
Steering the Strategic Plan Development September 15, 2016
Steering Committee Scope:
Emerging Themes
Craft a comprehensive strategic plan for Student Affairs to serve as a tool for action and decision-making from 2017-2022
Enhance diversity & inclusion Bolster the Student Affairs culture for staff Grow fundraising and sponsorship
Charge: Develop 3-4 broad division-wide goals that support pre-planning input Design 4-5 imperatives that support each goal Create measurable and specific initiatives/action plans to drive each imperative
Timeline
Senior Leader Deliverable
Aug 30, 2016
Steering Committee Kick-Off meeting to review/agree on process and framework for 2017-2022 Strategic Plan.
Sept 12, 2016
‘Under the Hood’ meeting to review status of initiatives from Strategic Plan 2014-2017. Research for development of new division-wide goals for 2017-2022: - 2016 Student Affairs Strategy Summit Summary Report - University Strategic Plan, Vision 2022 - Cal Poly Graduation Initiative
Oct 3, 2016
Bring recommendations for 3-4 division-wide goals for 2017-22. Agree on goals.
Nov 28, 2016
Bring input for 4-5 imperatives to support each goal. Assign senior leaders to each imperative for next phase.
Jan 3, 2017
Assessment & outcomes; solve the access to and utilization of data issue
Bring suggestions for initiatives/action plans to drive imperatives assigned to each senior leader.
Feb 6, 2017
Bring suggestions for initiatives/action plans to drive imperatives assigned to each senior leader.
Increase school spirit
Mar 6, 2017
Bring final edits of draft Strategic Plan 2017-2022.
Mar 28, 2017
Provide final draft Strategic Plan 2017-2022 to Keith for review.
Student success & student development Increase technology & reduce inefficiencies and obstacles Define what it means to be a 24/7 campus and define associated resource and infrastructure needs Increase partnerships (particularly with Academic Affairs) and reduce silos
