Process: Strategic Plan DevelopmentIn fall 2005, the William Jewell College adapted the logic model developed by the W. K. Kellogg Foundation as our planning tool in the strategic planning process. There are five phases to the development of Jewell's 2005-2015 Strategic Plan:
- Phase I: Development of Intended Results
- Phase II: Communication of Intended Results and Strategic Planning Process
- Phase III: Planning and Design of Strategic Work by Campus Community
- Phase IV: Implementation of Plans by Campus Community
- Phase V: Evaluation and Reporting of Strategic Work Initiatives
Phase III - V are cyclical in nature and represent a mechanism of planning and assessing annually our institutional work and progress in achieving long range goals during the next ten years. The logic model was used in Phase I to develop our institutional goals and in Phase III and IV to identify and implement the activities and resources necessary to achieve the intended results.
There are a number of methods for strategic planning. The college found the logic model useful because of its application of important "If...then" assumptions (an example is provided at the "Logic Model" link in the left sidebar). The logic model involves the following steps:
- Identifying the intended institutional change(s);
- Identifying changes in attitudes, behaviors, or level of functioning (outcomes) that will lead to institutional change;
- Identifying the direct results (outputs) that will cause changes in attitudes, behaviors, or level of functioning;
- Identifying the activities that will lead to the direct results; and
- Identifying the resources (current and new) necessary to accomplish the activities.
Completion of steps 1-3 define the "intended results" of our strategic work. Steps 4-5 define "our work" necessary to achieving the intended results.
The following quote is instructive for Jewell's strategic planning process:
“Culture eats strategic planning for lunch.”
-John Bluford, Truman Hospital, CEO
The college understands the importance of developing and sustaining a culture that facilitates and enables us to achieve our strategic institutional goals. The Administrative Council (with reflective consultation from faculty leaders) identified key cultural attributes for our leadership and community in spring 2006. These attributes, along with corresponding descriptors and imperatives, are presented in a document entitled "Culture Development." Collaborative planning groups are requested to keep these attributes in mind in the planning and implementation process. This document is intended to be useful to the entire campus community as we improve our environment and future.Access to Planning SpecificsThe "Intended Results" and "Our Work" links in the left sidebar provide access to specific details of the plan developed after working through the above five steps associated with our process. [Use the link in the top section of the left sidebar to access the complete "Intended Results Chart".]The college believes the success of our long-term planning depends on a high level of engagement by the campus community. Our strategic work should not run counter to everyday work; instead, it should provide focus and intentionality. To gain quick access to how the campus community is engaged specifically in this process, you can access the "Assignments and Timelines" link. This page summarizes the division of labor and the timelines for implementation planning based on the identified intended results.Finally, as we make progress in implementating and evaluating our long-term work, important resources and useful documents will be added to the "Progress and Data Reports" link.