Strategic Plan MHC 740 MG01

Strategic Plan

3 Goals for the For Health Care Management Graduate Degree Program

Leslie Pirtle Strategic Planning

MHC 740 MG 01April 28, 2008

Leslie Pirtle Strategic Planning MHC 740 MG 01

S.W.O.T. Analysis


Locations Satisfied customers 90% Completion rate Prestigious Partners Flexible Schedule Cohort Model / Seminars Word of Mouth Advertising

Curriculum Proven Model Price point & Scholarship Instructors Keep firmly to mission Excellent Reputation Leader in Adult Ed

Strengths


Scarce resources for growth

Unresponsive departments

Top Heavy Administration

No dedicated recruiter

HC not separately branded

51/49 model Not Cafeteria style

Weaknesses


Threats

Competitors • For profit schools• Suffolk & Brandeis

Online programs MBA, MHA, MPA, MPH Economic downturn Forced consolidation Competing programs

within SOM Potential changes

to requirements


Opportunities

Partnerships• Hospitals• Untapped Markets

New Concentrations• Informatics • Diversity

HC a rapid growth field Innovative Marketing

• Ambassador Program• Web Advertising

Geographical Expansion• CA, TN & VA• No Shore, So. Coast &

Western Ma


Our Mission

is to provide academically excellent, time efficient, and cost-effective higher education for a diverse population of working adults for whom those opportunities may have been limited or denied.


Differentiation from Other Private Institutions

More flexible

More cost effectively with

Higher retention rates

Deeper individual transformation

Open admissions policy


VALUES STATEMENT:

Cambridge College is a responsive learning community, where working adults can find ways to make the personal and professional changes they need to achieve their goals. Learning at Cambridge College takes place in an atmosphere of true diversity, where students support each other in a collaborative learning process that respects their needs and values, their prior learning and life experiences. The College’s innovative adult-centered learning model links theory and practice, helping students to acquire the academic credentials they seek, enrich their lives and careers, and become leaders in their communities.


Vision Statement

The Strategic Plan 2010 has translated its mission and strategy into every organizational system, norms and values.

a) To become a College of choice in education, psychology/counseling and management for working adults.

b) To be recognized as a premier institution in adult education and adult developments.

c) Transform individual student lives and professional organizations by increasing the number of qualified diverse professionals in education, counseling psychology, and management.


Vision for the Future

Over the next five years, the college will seek to ensure growth with quality, impact and transform communities through partnerships.


We will constantly ask the following questions and strive for good answers Do our operations constantly contribute to the core

mission in a significant way? Do our strategic plan and action steps contribute to our

mission impact? • How do we know?

Do we have a coherent infrastructure and the resources to execute our strategic plan?

How effective are our programs? How efficiently are they executed Which programs should we add? Which programs should we drop?


Goal 1: Increase Program Offerings to Create a Wider Appeal for Health Care Management Program Goal: Increase Health Care Management Program

Offerings New Concentrations Informatics, Diversity Strategy:

• Develop new concentrations to meet the needs of our target population and fit within our mission

Objective: • Attract additional students with new, valuable and interesting

curricula Conduct a market study to determine high growth

industries and / or “high demand” occupations within health care management

Conduct competitive scan before launching new concentration


Goal 1: Near Term

Develop strategies for incorporating blended learning into Informatics and Diversity concentrations

Gather and analyze data to determine emerging employment trends

Gather and analyze date to better learn our market Conduct competitive scan before launching any new

concentration Review curriculum for HCM at CC Review curriculum for competitors’ HCM programs Identify new partnership opportunities in addition to

hospitals


Goal 1: Mid-Term

Implement addition of distance learning to Diversity and Informatics concentrations

Develop & Implement aggressive marketing plan for Informatics and Diversity

Integrate blended learning into Informatics and Diversity concentrations


Goal 1: Long term

Increase enrollment at each site Develop new HCM concentrations Develop new Health Care major:

• Master in Public Health Administration or • Master in Hospital Administration


Goal 1: Benchmarks

Increase HCM enrollment 10% annually• 5% of these students should come from new

sources/venues

Add 1 new degree in 3 years Add 2 new concentration over next 3 years Open HCM at one regional site each year


Goal 2: Sustain Growth of Hospital Partner Sites Strategies

• Consolidate cohorts• Strengthen recruiting efforts at existing sites• Establish new partnerships in accordance with

mission• Strategically locate new instructional sites to mesh

well with existing sites


Goal 2: Sustain Growth of Hospital Partner Sites – Short Term Analyze enrollment trends for each location Examine recruiting efforts at each location Develop thresholds for consolidation Create consolidation strategy Examine and revise marketing efforts as

appropriate Conduct periodic competitive scan to alert to

emerging competition Gather employment date


Goal 2: Sustain Growth of Hospital Partner Sites – Mid Term Implement process and schedule for

consolidation Provide recruiter training stressing importance

of, and techniques, for maintaining established distribution of students across cohorts

Implement revitalized recruiting efforts Execute new marketing/pr plan centered on

partners sites


Goal 2: Sustain Growth of Hospital Partner Sites – Long Term Reinforce recruiter training Develop metrics for enhanced recruiting

competencies Achieve and maintain consolidation strategies

through cooperative efforts of recruiters Develop metrics for response to advertising

efforts that promote the partner sites


Benchmarks

Consolidations occur seamlessly and on schedule Cohort sizes are stable at a minimum of 15 per site At least 75% of inquiries call in as a result of gaining

a good understanding of partner sites/cohort model from our advertising

Recruiters demonstrate a more solid knowledge of the hospital partner model• Role play• Objective quizzes


Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts Strategies:

• Pursue major expansion of health care management programs in new areas of Massachusetts where need is demonstrated (in keeping with our mission) and which would provide opportunities for growth of HCM program

• Open HCM programs in hospitals surrounding existing sites in:

• Ontario, California

• Memphis, Tennessee

• San Juan, Puerto Rico

• Chesapeake, Virginia

• Augusta, Georgia


Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts- Mid-Term

Implement broad-based advertising campaign stressing convenience, quality and prestige• Develop metrics for advertising response

Visit and train reps at each site• One new cohort each semester at

– Ontario, California

– Memphis, Tennessee

– San Juan, Puerto Rico

– Chesapeake, Virginia

– Augusta, Georgia

Visit each hospital in Massachusetts over 2 years• Invite one representative from each to Health Care Symposium in

November


Goal 3: Expand the Health Care Management Program to new geographic areas within, as well as outside of Massachusetts- Long Term Increase CC name recognition in Western Mass as

well as PR, TN, GA, CA and VA• Increase word of mouth referrals by 10%• % of call ins, applications and enrollments will be different for each

location

Measure and analyze marketing efforts—retool if necessary

Monitor new cohorts in other states for satisfaction to keep retention rates at 95% or higher• Using ambassador program, build new locations through

referrals.


Benchmarks

Measure effectiveness of advertising In 5 years, out of state:

• Ontario, California- 2 graduated classes; 8 cohorts• Memphis, Tennessee-2 graduated classes; 8 cohorts• San Juan, Puerto Rico-1 graduated class; 4 cohorts• Chesapeake, Virginia-2 graduated classes; 8 cohorts• Augusta, Georgia -2 graduated classes; 6 cohorts

In 5 years, in state:• 25 cohorts, minimum one per county

Strategic Plan MHC 740 MG01

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strategic

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working adults

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students