Rockhurst University Strategic Planning Terms and Definitions
Strategy is “a systematic way of positioning an institution with stakeholders in its environment
to create value that differentiates it from competitors and leads to a sustainable advantage.” [Richard L. Alfred, Managing the Big Picture in Colleges and Universities: From Tactics to Strategy, 2006, page xiv]
Strategic Planning is the formalized process by which Rockhurst casts its aspirations into concrete terms and organized format. Strategic planning identifies who and where we are; what we aspire to be and do in the future; and how we intend to get there. [Riordan, Osborn and Storch, 2005]
Strategic Management is the every day application of processes and tools to focus effort and allocate resources to accomplish strategic ends. [Blood and Caldwell, 2005] |
Mission Statement reflects the basic purpose of the organization -- its reason for existence. A good mission statement includes “a declaration of the ultimate result to be achieved by the organization, the general means by which the result will be attained, and the identification of the intended beneficiaries.” [Blood and Caldwell, 2005]
Vision Statement articulates a realistic and attractive future for the organization. If mission and values form the core of the organization, vision is about where the organization is going… a shared picture of the future state of the organization. [Blood and Caldwell, 2005]
Core Values are behavioral aspirations. They reflect fundamental beliefs about how the people at Rockhurst intend to conduct themselves in pursuit of mission and vision, consistent with our Jesuit identity. [Blood and Caldwell, 2005]
Critical Issues are major internal or external challenges of significant importance to the University. [Bernard Consulting, 2000]
Strategic Directions are broad directional statements of intent that provide a framework for more detailed planning. Strategic Direction statements are pathways to the vision. They are challenging but realistic; achievable within three to five years. [Bernard Consulting, 2000]
Objectives are specific & measurable targets for accomplishment of a Strategic Direction.
Good objectives are:
Specific. |
Objectives should reflect specific accomplishments that are desired, not ways to accomplish them. |
Measurable. |
An objective must be measurable to determine when it has been achieved. |
Aggressive (but Attainable). |
If objectives are to be standards for achievement, they should challenge, but should not demand the impossible. |
Results-oriented. |
Objectives should specify a result, not just an activity. |
Time-bound. |
Specify a time frame for meeting objectives. Each objective should be attainable within a relatively short time period: from a few weeks to no more than a year. |
Actions are specific courses of action undertaken to accomplish university Strategic Directions and supporting Objectives. While an objective indicates what we must do, an action indicates how the particular objective will be achieved. Usually, more than one action will be needed for accomplishing each objective. Conversely, one action could address more than one objective. [Bernard Consulting, 2000]
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