Implementation Plans

The starting point for Implementation Plans was the Strategic Vision, a detailed description of what the university aspires to be, our priorities, and mission. The Strategic Vision was approved by the Board of Governors at their October 2024 meeting.

The approach that is taken to Implementation Planning is to create eleven three-year plans to turn the Strategic Vision into action and to produce results. The timeline for these plans was endorsed by the BOG at their June 2025 meeting:

Implementation Plan	Lead	Approved By
Enrollment Management	George Wolf Vice President of Enrollment Management	August 2025
Student Affairs	Dr. Janna Bredeson Vice President of Student Affairs	August 2025
Institutional Research & Effectiveness	Dr. Lindsey Graham Guinn Executive Director of Institutional Research & Effectiveness	February 2026
Information Technology	Paul Steinhaus Chief Information Officer	April 2026
Academics	Dr. Allen Bedford Provost and Vice President of Academic Affairs	June 2026
Athletics	Greg Bamberger Vice President of Athletics	August 2026
Human Capital	Ashley Maxey Director of Human Resources	October 2026
Finance & Budget	Greg Rose Vice President of Finance and Administration/CFO	Pending
Community Engagement	Dr. Brian Selmeski Chief of Staff	April 2027
Campus Facilities	Greg Rose Vice President of Finance and Administration/CFO	June 2027
Alumni & Advancement	Dr. Brian Selmeski Chief of Staff	August 2027

Implementation Planning Guidelines

Role of Strategic Planning Process Committee (SPPC)
- Coordination & integration of implementation plans: relationship to each other & Strategic Vision
Components for Implementation Plans
- Support of University Mission
- Lead and Collaborating Units
- No more than 5 Objectives + 3-4 Key Results per Objective
  - Objectives are mapped back to Priorities from the Strategic Vision
- Budget Summary
  - Strategic investments approved by BOG
  - Incremental operating funds
Staffing of Implementation Planning Teams
- Lead (VP, AVP, or equivalent)
- Members from various divisions (avoid stovepipes) – steering vs. consultation groups

What are Objectives & Key Results?

Objectives

The most important things to be achieved – focused on growth and improvement.

Objectives should move the university towards our Vision – not everything is an objective
Must be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART)
Written in 4DX fashion: “From X to Y by date”
Some require us to establish baselines
Can be revised based on data and analysis

Key Results (KRs)

Critical intermediary outcomes – not inputs or outputs – to achieve an objective (A benchmark or mile marker … similar to Key Performance Indicators or KPIs)

KRs should be ambitious
Not every KR will be achieved

OKRs address what we will accomplish, not how we will do so (i.e., actions)