Strategy

Consequential Questions:

1. Do our vision and mission contain enough specificity to clearly articulate what we do especially well to attract, retain, and graduate students? Are we able to differentiate our institution from others because we deliver on our promises of excellence?
2. Do we know if our current educational and financial model is or is not sustainable for the next 10 years?
3. With 5-10-year goals in mind, what are the policy and finance levers the board can, should, and must pull to enable effective presidential leadership?
4. Does our institution have a comprehensive enrollment strategy? What other comprehensive strategies do we have and which are we missing?

Sources:

“Getting Your Board into Strategy Mode,” AGB Blog Post November 7, 2019

“Realigning Strategy and Footprint to Achieve Fiscal Resilience,” AGB Blog Post by Raina Rose Tagle and Christine Smith, December 1, 2020

Consequential Questions:

1. In what ways can our current curricula, modes of instruction, and academic structures be modified to better benefit the increasingly diverse students we will need to serve?
2. What can we do to better align our students’ outcomes with workforce expectations?
3. If we achieve in 5-10 years what we’ve set out to do, then will this institution better serve its beneficiaries, or be better positioned to serve them? Do our longer-term objectives need to be adjusted?
4. Is our institution effectively managing the transition to new learning modalities in response to student demand?

Source:

“Questions Boards Should Ask about Their Enrollment Strategy,” AGB Blog Post by RNL, July 8, 2020