2002-2004 Strategic Planning Information

Principles for University Planning

• Mission-based
  The mission of the institution guides all that we do and is particularly important to the strategic planning process.  In the hurry and flurry of planning activities, it is easy to lose the way.  Mission keeps the institution on course – like the North Star.  Strategic initiatives must support and further the mission.

• Goal-directed
  Strategic planning efforts will be directed by the crafting and intentional pursuit of a few strategic goals.  Rather than developing a laundry list of all that we want to do, articulating a few strategic goals will allow the institution to keep focused on the main things and respond effectively to opportunities, threats, and external trends.

• Institution-wide yet unit, department, and program specific
  Strategic goals, by nature, are comprehensive in scope and impact, but they are energized and enabled by specific unit, departmental, and program goals.  As planning occurs, it is paramount for each unit to do so in light of the mission, vision, and values of the institution, and to be sure that all that is planned at the program level is supportive and directly tied to the overall mission.

• Linked to budget
  Planning and budgeting are separate, but interdependent, closely- related activities.  Planning apart from budget is simply wishful thinking.  Budgeting divorced from planning is, at best, shortsighted.  Linking planning and budget indicates that the institution is knowledgeable and serious about its work, and forces realism about what can and will be done.

• Broadly understood and embraced
  The strategic planning process must be simple enough to be broadly understood, serious enough to be embraced by the community, and effective enough to be worth the effort.  This type of process cannot be imported or done in isolation.  It is an act of community.

• Grounded on solid assumptions and data
  The strategic plan will be grounded on a series of planning assumptions (both internal and external considerations), and these will be publicly stated and open to comment and review.  Key Performance Indicators (KPI) will provide the process with solid comparative data to aid in the assessment of the entire planning process as well as institutional effectiveness.

• Built on existing decision-making processes, structures, and committees
  As much as possible, the strategic planning process will utilize current decision-making processes, structures, and committees.  We are not attempting to create a separate, independent organizational structure but rather integrate planning with current operations.  In all, the process must be simple, focused, and workable.

• Assessment for performance and improvement
  An assessment component will be designed into all planning cycles at all levels.  Assessment provides a learning organization with the data necessary to improve the process, product and performance.

Planning Assumptions

Connections/Relationships

• Church of the Nazarene
• Regional accreditation
• Professional accreditation of select programs
• Professional guilds and honor societies
• CCCU
• CIC
• AICCU
• NAIA
• Golden State Athletic Conference

External Considerations

• Increasing competition from traditional institutions and new providers
• Recruitment of quality students, faculty, and staff will become more competitive
• High and rising housing costs in San Diego will negatively impact the recruitment of faculty and staff
• Nazarene student pool in the Southwest Educational Region slightly decreasing
• Increased requests for services to non-residential students throughout our educational region
• Growing “global” nature of business and learning
• Unpredictable and unstable world situations
• Increasing expectations for quality, service, and lower tuition
• Mounting calls from the public for assessment and accountability
• Church becoming less theological and less loyal to the sponsoring denomination
• Technology will continue to be a major factor in education – rising costs and customer expectations

Internal Considerations

• Intentional Christian focus in all programs
• Undergraduate, residential, liberal arts education - the best preparation for the traditional student
• Programs guided by full-time faculty and staff
• Whole-person developmental approach
• Openness to new teaching locations, off-campus programs and initiatives
• Enrollment cap at current level on the main campus
• Utilization and cost of instructional technology will continue to increase
• Alternative revenue sources will be needed to remain competitive with salaries, facilities, technology, and tuition rates
• Enlightened leadership and careful budgetary management needed
• Increasing student demand for financial aid

Strategic Goals
2002-2004

1. To articulate and affirm Teaching ~ Shaping ~ Sending as the central expression of the Point Loma experience.
2. To ensure a growing, maturing Christian community.
3. To pursue growth in enrollment through academic program innovation and development.
4. To reaffirm and strengthen relationships with key constituent groups.
5. To expand and increase the University’s base of financial support