Strategic Planning Drives Decisions at DU

The University's strategic planning process incorporates environmental scanning, goal and target setting, establishing budgets, and developing action plans--all within the scope of the DU mission, vision, values, and key focus areas of Academic & Student Success, Financial Viability, Operational Excellence, and Workforce Engagement.  Decisions are driven by data relative to these areas. 

Davenport University conducts strategic planning through the Annual Planning Process (APP). The APP addresses the short term planning horizon (1 year) and is designed to establish university-wide goals, targets, and action plans for each Key Performance Indicator (KPI) on the University Balance Scorecard.

Additionally, continuous process improvement is threaded throughout all initiatives.  The University is integrating continuous quality improvement into its culture, language and mindset. There has been an emphasis on aligning existing systems around critical functions, using data on those critical functions to drive ongoing assessment and benchmarking, and to surface ongoing opportunities for improvement.

STRATEGIC PRIORITIES direct the implementation of DU’s long-established mission and vision, and provide context for our annual planning process.

Davenport is committed to the following six STRATEGIC PRIORITIES:

  • Maintain Academic Excellence (Strengthen the link between academic skills and possible careers)

  • Enhance Student Access and Affordability (Recruit/retain talented students from all economic, racial, & ethnic backgrounds)

  • Build an Inclusive and Empowered Workforce (Hire, retain and reward the best people)

  • Promote Operational Innovations and Efficiencies (Foster a culture that embraces change and continuous improvement)

  • Expand Community, Alumni and Partnership Engagement (Effectively identify and recruit a broader spectrum)

  • Advance Student Success and Well-Being (The success of students is our highest priority starting with their recruitment and ending with their transition to careers or further education)




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      Environmental Scan

            2019 Environmental Scan 


      Strategic Planning Council

            SPC Responsibilities

            SPC Members



      Analyze the Vision, Mission, and Values for the Organization

             Review Organizational Vision, Mission, and Values for Outdated Statements

                  Draft Preliminary Modification, as needed >> Vision 2025 Draft


      Analyze Organizational Issues within Six Functional Areas 

             Development of Organizational SWOT's

                  SWOT's help explore internal and external Strengths, Weaknesses, Opportunities, & Threats     


             Six Functional Areas SWOT Documents

                   1 - Financial

                   2 - Operational Excellence: Enrollment

                   3 - Academic & Student Success: Programmatic & Employer Need

                   4 - Academic & Student Success: Pedagogical

                   5 - Academic  & Student Succes: Student Experience

                   6 - Workforce


      Use Environmental Scan and SWOT to Refine and Clarify Drafted Modifications

              Present Drafted Visionary Document(s) to all Stakeholders

              Encourage and Use Stakeholder Feedback to Further Refine Visionary modifications

              Finalize Vision 2025


      Establish Key Action Plans (KAP's) to Achieve Visionary Objectives

               KAP Planning Document


      Develop Short and Long-term Key Action Plans and Strategic Priorities 

             Short-term key action plans (initial steps of initiative) developed by focus area that will address strategic priorities

             Long-term key action plans (full scope of initiative)


     Strategic Priorities should align with the Visionary Objectives

             Strategic Map


       Design metrics to track and monitor progress of Key Action Plans (KAP's)

              Project Intake Cycle




      Implement, Deploy, Evaluate, Monitor and Track Strategies

              Assign Project Owners based on the Key Action Plan

              Owners enter Projects into Project Intake Cycle 


      Report results of strategic progress and outcomes

               Key Performance Indicator (KPI) Trend Reports


      Reassess or modify strategies, as needed