The strategic planning model developed at the request of the president is designed to sustain and strengthen the institution's resolve for continuous quality improvement that results in an excellent educational experience for our students. 

While incorporating several of the best components from the prior plan for planning, the strategic planning model has been crafted so that academic and student affairs programs now drive the institutional planning process.  Enabling plans in financial aid, human resources, finance, information services, facilities, enrollment management, advancement and institutional management have been developed to better support the achievement of student learning objectives. Self-assessment is conducted to identify strengths and target opportunities for improvement on processes affecting all key stakeholders -- including students, faculty, staff, parents and alumni.

Foundational Principles for Strategic Planning

  • Adequate and meaningful representation of all entities and stakeholders
  • Synergy between and among various operational units of the university, i.e., interface of programming and facility planning 
  • Increased collection and use of data for decision making and continuous assessment 
  • Use of external benchmark comparison data and the monitoring of key quality indicators 
  • Significant involvement of the Board in the process 
  • Alignment with changes in the NCA accreditation criteria which are future-oriented and emphasize student learning, effective teaching and continuous quality improvement 
  • The clarification of lines of authority and responsibility for decision making at various levels of the University consistent with the By-laws and policies 
  • The implementation of cyclical calendars to ensure that governance documents and accreditation-related issues are addressed systematically 
  • The managing of the three -year planning cycle to address priorities requiring multiple fiscal years to complete 
  • The means for programming to drive planning and processes by which programs are prioritized and resources strategically allocated
  • Campus planning councils have been assigned the following roles to facilitate the accomplishment of the university's mission and purposes.

University Planning Council

  • Recommends to the University Cabinet key needs and priorities and allocation of resources that enable the University to fulfill its mission and purposes, continuously improve quality, and respond to future challenges and opportunities 
  • Receives reports from the Assessment Council on student learning and accomplishments of other distinctive objectives that demonstrates the University is fulfilling its mission 
  • Assures implementation of the Academic Quality Improvement Program (AQIP-Higher Learning Commission, NCA alternative accreditation program
  • Reviews the institutional long-range planning system, principles, and makes recommendations if necessary 
  • Reviews institutional performance related to the critical success factors and key quality indicators included in the University Report Card 
  • Receives and reviews strategic plans that address institutional needs and priorities (including Provost, Business & Finance, Advancement,
  • Enrollment Management, and Master Site and Facility Plan) 
  • Monitors the University's position in relation to benchmark institutions and cost/benefit analysis 
  • Advises University Cabinet on summer capital project list 
  • Completes special assignments as directed by the president

University Assessment Council

  • Responsibility for the systematic improvement of processes for measuring effectiveness. 
  • Recommending and establishing ways to collect, store, and report assessment data and information needed to improve student learning and accomplish other distinctive goals 
  • Analyzing key institutional measures, information, and assessment data regarding overall institutional performance 
  • Systematically oversee, review, and monitor the Taylor Report Card; making recommendations regarding performance, measures, and weights given to each critical success factor  
  • Establishing measures of effective performance including benchmark measures 
  • Reviewing data for evidence that the institution's mission and goals are being accomplished in relationship to critical success factors, AQIP requirements and other targets 
  • Recommend and evaluate comparative studies with benchmark and other higher education institutions and cohorts 
  • Making recommendations for improvements, action projects and priorities to the Provost's Council, Planning Council, and University Cabinet 
  • Preparing and distributing the annual assessment report 
  • Assisting in planning and implementing the annual assessment forum 
  • Aligning institutional assessment activities with the AQIP Systems Portfolio

Further Documentation

The following documents further clarify Taylor's strategic planning process:

  • Critical success factors 
  • Continuous Quality Improvement Model 
  • Strategic Planning and Assessing Model