Goals, Objectives, and Deliverables

Core Team Roles & Responsibilities

The purpose of the strategic planning process is to create a five-year strategic framework that defines and shapes the future course of Academic Affairs while providing a framework for resource planning. The Academic Strategic Framework will serve as a foundational roadmap that guides and supports other institutional plans, identifies strategic priorities, and outlines success metrics.   

As such, the major tasks of the strategic planning process are to:  

1. Anticipate, identify, and articulate future trends, challenges, and opportunities.  
2. Ensure that the framework responds to the current and future educational needs of the community and advances liberal education.  
3. Develop a framework that is responsive, realistic, forward-looking, and provides clear benefits to students, the community, the state of Michigan, and the Great Lakes region. 
4. Ensure alignment and integration with university plan. 
5. Identify points of integration and cohesion with other divisional plans.  
6. Defines and aligns success metrics with strategic priorities.  
7. Lead an inclusive strategic planning process that brings together creative thinking, connections, and planning grounded in the mission and liberal education. 

The strategic framework will be guided by the following principles:  

1. High Level Focus – the framework will focus at the Academic Affairs level with an emphasis on division-wide strategic priorities, strategies, and tactics/initiatives.  
2. Integration – the framework will provide space for understanding the fit between the multiple institutional plans and between operational activities.  
3. Reasonable Simplicity – the framework will not be unnecessarily complex but will also not be simple just for simplicity’s sake.  
4. Implementation – the framework will consider the realistic execution and change management implications of framework implementation. 

1. A framework development process that is engaged and collaborative.  
2. A strong communications process  
   1. Feedback synthesis documentation  
   2. Facilitation protocols 
   3. Feedback loop processes to ensure transparent feedback and clarity of how feedback is used/not used 
3. A draft Academic Affairs strategic framework document for fall consultation. It will include AA vision, strategic priorities, sample strategies and tactics. 
4. A final Academic Affairs strategic framework document that articulates the AA vision, strategic priorities, strategies, tactics/initiatives and associated metrics.  
   1. Articulation of mission and values. It expected that university mission and values will be leveraged 
5. Alignment approach of college strategic plans with AA strategic framework.  
6. A parking lot document that captures ideas that are generated during the process but not included in the strategic plan. 
7. A process for ongoing implementation and maintenance of the framework. 

The following are out of scope: 

1. Determine changes to resource allocation. 
2. Assess academic programs and co-curricular supports.  
3. Develop college-level plans. 
4. Re-align or alter other divisional plans.  

Executive Sponsor and Project Owner: Jen Drake, Provost 

• Accountable for the process and final framework  
• Ensures liaison with Senior Leadership Team 
• Collaborates on critical elements of planning and framework development  
• Participates actively in engagement activities as appropriate 
• Provides first line of feedback on deliverables 

Project Co-Leads: Annie Belanger, Senior Presidential Fellow, and Sean Lancaster, AVP 

• Lead the Core Team  
• Lead framework development processes 
• Responsible for the process 
• Lead the creation of the framework and other associated materials  
• Liaise with Reach Higher Team 
• Prepare materials for Provost’s use  

Project Team Members: Christine Rener, Vice-Provost, and Mary Albrecht, AVP 

• Collaboratively develop engagement opportunities 
• Engage in feedback synthesis and feedback loop development  
• Collaboratively write framework components  
• Engage in facilitation as needed 

Project Consultants: Aaron Lowen, AVP for data, and Diana Lawson, Dean SCB 

• Engage with team as related to expertise  
• Engage in facilitation and facilitation planning as needed 
• Participate in listening sessions in fall as needed  

Project Support: Phuong Vo 

• Provides coordination and logistical support for team 
• Develops documentation as needed 
• Supports the planning and implementation engagement opportunities 
• Participates in feedback synthesis  
• Supports planning to operationalize the framework and develop success metrics 
• Collaborates on team