During the 2009-2010 Academic Year, the College underwent a rigorous strategic planning process. The result of that process was the creation of strategic Goals, Objectives and Action Steps along with key performance measures to create the Herkimer College Strategic Plan, “Mapping our Future.” It is a five-year plan that outlines a shared vision for the future of the College and reaffirms our purpose in the face of challenging economic times and changing student demographics. The plan recognizes the importance of remaining current with operational, educational and emerging workforce technologies, and reflects the cooperative synergy of all areas of the College (integration of services, cross-pollination of initiatives, efficient use of facilities, and development of a flexible, multi-skilled staff).
The identification of core values was a critical piece in building a solid foundation for our new strategic plan. New mission and vision statements were also constructed and approved by the campus (see below). This allowed us to determine our goals, set our objectives and choose action steps consistent with our core values and revised mission and vision statements.
“Mapping our Future” serves as a guide for decision making and resource planning. It is a living document that is assessed annually in order to identify tasks that have been completed, are in progress, or need to be realigned. It captures the vision and plans for the future of the College. We are grateful to all our campus members who worked diligently to come to consensus on what Herkimer must do to meet the challenges of the future while remaining true to its mission and vision. We are also grateful for our community partners, both public and private, who gave valuable time and critical thought in making suggestions to our plan.
Community: To foster a collaborative campus environment that promotes civility, creativity, diversity, open communication, social responsibility, and mutual respect among students, faculty, staff, and the public
Excellence: To encourage all constituencies of the college community to pursue the highest standards of performance in their academic and professional work.
Integrity: To embrace the values of honesty, respect, consistency, diversity and responsibility, in order to provide fair and equal treatment for all.
Opportunity: To provide access to quality, affordable lifelong learning opportunities and to maintain an environment that fosters individual growth and development for all.
The mission of Herkimer College is to serve our learners by providing high quality, accessible educational opportunities and services in response to the needs of the local and regional communities.
Herkimer College will continue to be a highly respected teaching and learning institution whose academic excellence will be complemented by a rich offering of co-curricular programming, quality student services and distinction in athletics.
The College will continue to serve the post-secondary education needs of the community and be a key driver in regional economics, capitalizing on the potential of its partnerships and programs in current and emerging fields.
Herkimer College students will exceed expectations in programmatic outcomes, educational core competencies, and critical thinking skills in order to become productive citizens engaged in a global society.
Academic Programs & Support
Promote student success through relevant programs and support services within an enriched teaching and learning environment
Cultivate a campus environment that complements the academic mission, enhances student development, and provides broad social and educational experiences
Encourage and sustain a campus culture where the core values of the College are embraced, implemented and rewarded
Enhance operational sustainability through creative planned growth
Outreach & Community Relations
Cultivate mutually beneficial relationships within the community and enhance the image of Herkimer College
Strategic Planning Process Summary
- Identify Core Values: The strategic planning process began with the identification of guiding principles - "core values." This was accomplished during a workshop attended by 120 members of the faculty and staff, as well as some external partners, in January 2009.
- SWOT Analysis: Initial steps also included a survey for obtaining input from the faculty, staff and trustees, and some external stakeholders regarding the College's strengths, weaknesses, opportunities and threats (SWOT). This data was compiled and used as a reference for subsequent planning activities.
- Strategic Planning Retreat: Next, a full-day retreat in late August was attended by over 60 participants, resulting in the drafting of six strategic goals for the institution and the establishment of "task forces" that were responsible for developing objectives and corresponding action steps for each of the goals.
- Creation Process:The newly formed Strategic Planning Committee (SPC) began its regular meetings with the start-up of the fall 2009 semester and met bi-weekly.
- Focus Groups: A series of focus groups with a wide range of more than 500 internal and external stakeholders, including a broad scope of current students, began to meet and provided additional data.
- Follow-Up Retreat:A second full-day retreat took place in late November at which the first complete draft of the new strategic plan was finalized. It was presented to the Board of Trustees at their December meeting.
- Communicating the Draft Plan:An all-campus meeting was held at the beginning of the spring 2010 semester to provide faculty and staff with an update on the status of the strategic planning process. Throughout the first half of the semester, the SPC and task forces further refined the draft plan. In the first week of April, a second all-campus meeting was held to present the faculty and staff with the final set of five strategic goals. This presentation also included new mission and vision statements that the SPC had been developing throughout the year.
- Campus Buy-In:Following the meeting, faculty and staff were asked to approve the strategic goals, mission statement and vision statement via a web-based survey, which was completed by more than 230 people and reflected 95% or higher approval for all items included in the survey.
- Performance Measures Set:The Institutional Effectiveness Committee identified internal and external performance measures for each strategic goal. The Executive Council worked together with the Institutional Effectiveness Committee to set benchmarks for each indicator based on existing data and expected performance.
- Final Approval: The Executive Council, comprised of senior administrators, gave the proposed final draft of the plan their official approval on June 7. The Board of Trustees was presented with the final draft of the strategic plan at their April meeting, and a workshop was scheduled for mid-June for the Board to review the plan, and either approve or make recommendations for further revisions. The Board of Trustees officially approved the Strategic Plan on June 17, 2010.
Contact: Daniel Sargent, firstname.lastname@example.org