Baker@150.CAS.Progress.017
SWOT Analysis Spawns University Vision
First we identified Peer and Aspiration Institutions.
Then, we reviewed the existing University mission statement (which covers CAS, SPGS, & SON).
Then, we conducted the Strategic Analysis by (a) identifying our stakeholder groups, (b) defining critical issues for each group; (c) conducting the gap analysis; (d) Codifying our Strengths, Weaknesses, Opportunities, and Threats.
With all of this information and preparation as a guide, the SPLT determined that Baker University, in general, and the College of Arts and Sciences, in particular, can easily envision a great future.
After careful consideration of our strengths, weaknesses, opportunities, and threats, the SPLT constructed a statement that represents a workable strategic direction for our University, which manifested as University Vision, attainable within 10 years.
The Strategic Planning Leadership Team (SPLT), which includes University President Dan Lambert, offers the following University Vision for University-wide consideration. We are asking faculty and staff from CAS, SPGS and SON to review the proposed Vision and the explanations of the key components contained therein. Please send your feedback to splt@wildcat.bakeru.edu.
University Vision
Draft 4-27-04
Baker University will be a nationally recognized learning community dedicated to student development and success through the integration of liberal arts, professional programs, and experiential learning in ways that develop the whole person and promote responsible citizenship in our global society.
“The Five Minute Explanation” of the Key Components
· nationally recognized (expands applicant pool to create more selective admissions for CAS; encourages active participation in events that bring national recognition for our students, faculty, and staff in all academic units; encourages internships across the country and abroad; elevates the value of a Baker degree for all of our alumni)
· learning community (students, faculty, staff, alumni and friends focused on collaborative learning, characterized by service, civility and respect)
· dedicated to student development and success (focus on promoting student preparation for professional success, as well as opportunities for leadership development, personal exploration, growth, fulfillment)
· integration of liberal arts, professional programs, and experiential learning (all educational units – CAS, SON & SPGS include the integration of these three educational elements in a slightly different mix; yet, each are committed to the value of this integration. The unique mission statements for the College and Schools will describe the nature of the integration utilized within that educational unit and the value that integration has for their respective students)
· developing the whole person (mind, body & spirit)
· promoting responsible citizenship (people with ethical character who seek ways to be of service and make a contribution to the greater good)
· global society (awareness of and appreciation for diversity, international connections, and the impact our actions have on the members of the global community and the planet on which we all live together; encourages education about different cultures, domestic and foreign, as well as study abroad)
What’s next?
The Strategic Planning Process is unfolding in seven interconnected steps. We completed step one and three and are using the results to complete step 2 and 4. In the end we will produce a new University vision, revised CAS mission, long-term objectives, and financial plan designed to support our movement from good to great.
A proposed revision of the CAS mission statement is expected early next week.
As a reminder, the seven steps are listed below (those in orange are fully activated):
1. Identify Peer and Aspiration Institutions
2. Clarify CAS mission (draft nearly ready for review)
3. Conduct Strategic Analysis
a. Identify our Key Stakeholder Groups
b. Define internal and external critical issues for each stakeholder group
c. Conduct Gap Analysis to ascertain which factors and trends can influence our overall performance; but, focus on those few critical issues that will truly make a difference to our long term success
d. Codify Strengths, Weaknesses, Opportunities and Threats
4. Formulate strategic direction (envisioning the future, draft vision under review)
5. Establish long-term objectives (3-5 years, ideally completed in time for our Baker@150 celebration)
6. Develop Integrated Program-of-work, including
a. Academic Program Development & Learning Outcomes Assessment Plan
b. Student Development & Retention Plan
c. Faculty & Staff Development Plan
d. Continuous Process Improvement Plan (focused on increasing efficiency and making full use of available data management systems)
e. Integrated Marketing Communication Plan (to create awareness; enhance image; recruit students; and establish, maintain, and further cultivate relationships with parents, employers, alumni, friends, the community, and the Church).
7. Generate Financial Projections and Funding Plan
Review CAS Strategic Planning Process and Supporting Reference Documents at http://www.bakeru.edu/splt/splt.html
This is volume one, number seven of the electronic bulletin designed to chronicle the planning process and organizational development within CAS as we join the rest of the University in the Baker@150 campaign for campus-wide growth and improvement. Baker@150.CAS.Progress is produced by Dr. Jamie Comstock, Vice President and Dean of the College of Arts and Sciences, in collaboration with the Strategic Planning Leadership Team