Apogee Workflow guides Planning Committees and Strategic Planners through seven sequential steps/activities for drafting Strategic Objectives in alignment with the institutions broader strategic planning framework and timelines.

Strategic Initiative categories are unique and defined by the institution.
Drafting a new Strategic Objective involves completing seven sequential workflow activities.

Drafting a new Strategic Objective involves completing seven sequential workflow activities.
For this example strategic planning is managed through the institution's central planning committee.
From the list of strategic objectives... Expand the use of smart classroom technologies and pedagogies that meet the needs of today's digitally savvy students. The committee then assigns the Strategic Objective to a specific department for completion.

The next activity is to draft a Strategic Objective closely aligned to the strategic initiative. A Strategic Objective is a specific, measurable goal that supports an institution's broader mission and short and long-term strategy. It defines what the organization aims to achieve over a defined period—one to five years—and provides direction for decision-making, resource allocation, and performance measurement and should be ...... 1. Specific2. Measurable3. Results oriented 4. Time Bound5. Aligned to a Strategic Initiative6. May or may not require a budget
Here is a sample Strategic Objective.

After adding a Strategic Objective, the next activity is to draft a Strategy closely aligned with the Strategic Objective.
A Strategy is just a clear plan of intended actions to successfully accomplish the Strategic Objective.
Here is a sample Strategy aligned with the Strategic Objective.

The next activity is to select one or more applicable Key Performance Indicators used to evaluate how effectively an institution, department, team, or individual is achieving specific objectives. They translate goals into measurable outcomes, allowing progress to be tracked over time and enabling data-driven decision-making.
Key Performance Indictors are unique to and define by the institution.

The next activity is to select one or more applicable institutional Goals closely aligned with the Strategic Objective.

The next activity is to select one or more applicable Commission Compliance Standards closely aligned with the Strategic Objective.
By default, an institution's accreditation standards are displayed based on the regional accrediting commission in which the institution is located. For this example, the regional commission is SACSCOC.

A Strategic Objective may or may not require a budget commitment to achieve. If funding is an essential component, the next activity is to add a budget component to the Strategic Objective.
Adding a budget component involves selecting an applicable fund category, applicable account code, and finally selecting the quantity and cost.
The final step is to assign the budget to the appropriate department.