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Strategic Planning Reality Check: An In-Depth Analysis of TRU's Strengths, Weaknesses, and Opportunities

This report presents a comprehensive reality check on Thompson Rivers University’s (TRU) strategic planning amidst demographic, technological, economic, social, political, and competitive factors. It highlights TRU's strengths, including its strong financial position and commitment to sustainability, while addressing weaknesses such as brand awareness and space limitations. Opportunities for growth through strong political support and community engagement are examined alongside potential threats from government regulations, demographic shifts, and competitive pressures. A strategic framework for achieving institutional goals is proposed.

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Strategic Planning Reality Check: An In-Depth Analysis of TRU's Strengths, Weaknesses, and Opportunities

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Presentation Transcript

  1. Non-Academic Context for Strategic Planning

  2. REALITY CHECK: DEMOGRAPHIC TECHNOLOGICAL ECONOMIC SOCIAL POLITICAL COMPETITIVE

  3. S.W.O.T. ANALYSIS

  4. STRENGTHS • Planning influences • Academic Plan • Campus Master Plan • Research Plan • No significant debt/strong financial position • Entrepreneurial by nature • Strong, committed governance • Robust policies and procedures in many areas • Highly qualified personnel (HQP)

  5. STRENGTHS • TRU World • Open Learning • High quality infrastructure • Accessible • Unique programs • Regional reach • Demonstrated commitment to sustainability

  6. WEAKNESSES • University budget model • Strong financial position is being eroded • Lack of brand awareness • Lack of space (of all types) • Unfunded graduate seats • Sustainability of regional centres • Retention of 2nd and 3rd year students • Media relations

  7. OPPORTUNITIES - Political • We have a unique Act • - stated research mandate • - adult basic education • - open learning credit bank • - must serve the educational/training needs of our region • - must serve the open learning needs of the province • Strong provincial political support • Excellent municipal relations • Excellent relations with First Nations

  8. OPPORTUNITIES - Economic • TRU Community Trust • Community U • Possible significant capital funding in 15/16

  9. THREATS - Political • Government Reporting Entity (GRE) – Limits flexibility • Realizing our purposes (as defined by the Act) • International uncertainty THREATS - Demographics • Declining regional population • Fewer males attending University

  10. THREATS - Economic • Underachieving against our domestic enrolment target • Limited (i.e. No) ability to raise debt as a GRE • Uncertain labour environment • Mandated tuition increases • Cuts to block grant

  11. THREATS - Technology • Ever changing post-secondary technology landscaped • Mobility • MOOC’s • Online student experience • Social media exposures/risks THREATS - Competitive • Compensation restraint • Currency exchange rates • Aggressive visa processes from countries like Australia / USA • Location

  12. NOW WHAT?

  13. PROCESS: • Institutional strategic goals derived from the Strategic Plan • Goals are SMART (Specific, Measureable, Attainable, Relevant and Time-Bound) • Goals MUST be costed(test of attainability) • Plan MUST have annual milestones • Goals set at the faculty, departmental and unit level are derived from the Strategic Plan • Budget allocations are driven by the Strategic Plan • Allocations for strategic initiatives • Allocations to mitigate risks that threaten our strategic direction

  14. DISCUSSION

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