Time tested, highly respected systems for strategic planning all include, as a core function, monitoring strategic goals. Indeed, where appropriate, such goals and objectives are often quantified along with related performance indicators thus permitting numeric tracking of progress and goal attainment. (See for example the performance indicators in A Future of Promise.)

    As part of its evolving role, the APBC will now play much more active and formal role, not only in articulating but in assessing strategic goals. These functions, which held been previously assumed by the Strategic Planning Committee of the Board of Trustees, will now be shared with the APBC, which has recently recrafted the University strategic goals reducing them from fourteen to twelve. In terms of assessing goal attainment, the APBC has identified appropriate teams and has suggested team members. Each team will concentrate on a specific- strategic goal in order to monitor progress, facilitate and suggest strategic for actualizing goals and other ways to enhance goal-driven strategic planning (e.g., suggesting performance indicators, measuring progress, stimulating dialogue for continuous improvement).

    A APBC member will serve as a direct liaison to each team in order to insure first-hand communication. This APBC liaison will either chair the team or delegate chair responsibility. The chair will recruit and maintain the team and has the latitude to add, drop, or replace team members as conditions warrant. Each team is encouraged to enlist other individuals from across the University as needed.

    Each team will make a formal presentation to the full APBC during the fall semester of each year. Two full days will he set aside by the APBC for this reporting function which will be characterized by detailed, evidence-based presentation of goal attainment and collegial dialogue regarding accomplishments, challenges and Continuous improvement. It is noted that hosting these presentations/discussions during the fall semester permits adjustments which require budgetary action to be implemented promptly in the following fiscal year.

    The Office of Planning, Training and Institutional Research, under the direction of Dr. John Kelley, is serving as the Goal Attainment Team for University Strategic Goal 12.  In order to facilitate the realization of this goal, the team has recommended that the APBC:

1.  Ask each unit to monitor and update its goals on an annual basis and to provide this feedback to its supervisor in the form of a written report.

2.  Conduct strategic planning workshops on a regular basis to help ensure the continuity of the planning process especially as units experience changes in leadership.

3.   In a collaborative effort between the APBC, OPTIR and the various Goal Attainment Teams, develop a core set of 12 essential performance indicators (“dashboard indicators”) for the University to track in an effort to monitor the status of the University at the aggregate level.

    In addition, OPTIR has indicated that the University must develop means not only to monitor its success, but also to ensure that a feedback loop exists to provide for continuous improvement.  Asking all units to annually monitor their goals provides a mechanism for effective decentralized planning across the University concomitantly monitoring the 12 essential indicators ensures that the APBC maintains its role in overseeing the University’s overall strategic progress. Villanova is viewed by many as a leader in strategic planning and quality improvement within higher education and these recommendations continue to build upon this strength and nurture a culture of planning.