FACULTY
No
I know a lot of work has been put into this and the focus on a data driven imperative is a good start. It may or may not be relevant to whether my input is relevant to this project, but I am familiar with strategic planning in private organizations, and my PhD is in Management, with the major focus in Strategic Management and Planning. I don't see what could be considered a strategic plan in this document. There are goals in several disaggregations of the components of enrollment. Goals aren't strategies. To improve this there should be a clear statement on what CWU's competitive advantages. This wouldn't include lower prices, but it would include things we can do more effectively than other institutions - particularly things that students/stakeholders that contribute to our bottom line are willing to pay for. There isn't anything like that in this document. From here we would use these strengths to apply them to our most promising opportunities. This doesn't mean vision, ambitious goals, innovation, or some innovation. We really need either a specific plan of action over the well defined challenge. This document is a good start on defining the challenge, but doesn't hit the rest. The deliverable that would make this a Strategic Plan is expertly implemented policies that were created by thoughtful and painstaking analysis of our main problems.
Some questions need answering or clarification: What are the Challenges? What are our advantages? What are our Strategic Options?
What is our current policy constellation about this situation? What policies do we need? What is an overarching policy that we can adopt to proceed? From here we would develop the actual strategic plan in the form of a set of coherent actions. Growth isn't a strategy - finding pockets of underserved demand and developing offerings that these students/stakeholders value, and then providing them is the basis of a strategic plan.
FINAL DRAFT 2/11/2019 Page 52
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