The purpose of this document is to outline a comprehensive university planning process that guides the development of university
themes and plans in an integrated, collaborative manner.
The following elements are included: (a) description of plan components, (b) identification of key players, and (c) statement
of the process and timeframe.
Plan Components:
SWOT Analysis
an assessment of internal strengths and weaknesses and external opportunities and threats that impact the institution's ability
to achieve its mission, vision, goals and strategies
Strategic Directions
broad, long-term areas of focus and emphasis for the institution; they represent major priorities of University leadership
and generally impact the entire institution; should be limited to 5-6
Annual Imperatives
those issues impacting the institution that need immediate, intentional action and resolution by the institution; may be external
in scope, but in most instances are internally oriented and may effect multiple university outcomes; should be limited to
5-7 per year
Unit Goals and Plans
statement of overarching goals for major university units (divisions, colleges, and primary constituent areas), as well as
action plans for those respective areas)
Identification of Key Players:
University President and Cabinet, University Planning Council, President's Advisory Council, Institutional Research, Vice
Presidents, Deans, and Unit Directors
Statement of Process and Timeframe:
- The University Planning Council meets with the President to receive his views and perceptions of the current year 's progress against plan, as well as major strategic issues (internal and external) impacting the University in the year ahead.
In addition he shares his thoughts on potential strategic directions the Council should consider for the year. The University
Planning Council also solicits input from the University community about strategic issues. (January )
- Cabinet meets with President to assess overall progress against university Strategic Directions, Annual Imperatives, and unit
goals. (January)
- University Planning Council conducts SWOT Analysis. (February-March)
- University Planning Council leadership meets with Cabinet to present SWOT Analysis findings, Strategic Directions, and Annual
Imperatives. (March)
- President and Cabinet finalize Strategic Directions and Annual Imperatives for the coming year. (April)
- Strategic Directions and Annual Imperatives shared by President with PAC. (late April)
- Vice Presidents and President conduct year-end assessment of current year results against major goals and unit plans. (May)
- Using the Strategic Directions, Annual Imperatives, and year-end assessment, as the institutional context, Vice Presidents
identify their major goals for the upcoming fiscal year. (May)
- Unit plans developed within each Division that align with major goals. (May-June)
- President communicates "Annual Imperatives " as part of his opening day address. (August)
- Vice-Presidents share their respective plans (goals and major strategies) with Cabinet, highlighting areas where collaboration
is critical to successful outcomes. (August-September)
- University Planning Council and President meet with FSBC/UBC to communicate primary themes and key strategies for upcoming
year. (September)
Please click here to see a Diagram of the Strategic Planning Process at BGSU
