Strategic Planning from Vision to Action  Ann Marie Vaughan Director, Distance Education and  Learning Technologies CAUC...
If you don’t know where you are going, any road will get you there? Lewis Carroll  (1832-1898)
Session Objective <ul><li>This session will focus on the elements and language of strategic planning -- from developing pl...
Presenters Background <ul><li>Nineteen years in strategic planning </li></ul><ul><li>Beginning with a direct responsibilit...
What is Planning? Simply put it is direction and goal setting within a process that allows you to analyze your environment...
Charting your course <ul><li>Charting your course video </li></ul><ul><li>http://www.youtube.com/watch?v=bA6xWmu3150&featu...
Know your continuing  education unit <ul><li>Before you start it is a must to </li></ul><ul><ul><li>Know your organization...
Types of Planning Operational 1 year horizon Tactical 1-3 year horizon Long Term 5+ year horizon Strategic Continuous
Differentiating between Operational and Strategic planning <ul><li>Strategic </li></ul><ul><ul><li>External focus </li></u...
Conceptual Framework for Planning Norris, D & Poulton, N. (1991).  A guide for new planners . Society for College and Univ...
The gap Current State Desired   State
Mission <ul><ul><li>its activities </li></ul></ul><ul><ul><li>the organization </li></ul></ul><ul><ul><li>program focus </...
What are the Elements of an Effective Mission Statement? <ul><li>Function of Purpose </li></ul><ul><li>“ Why does our orga...
Goals/Values <ul><li>Are more specific than the institution’s mission and are those things which the organization sees as ...
Environmental Scanning <ul><li>Internal </li></ul><ul><li>In decision making, knowledge of the environment in which you op...
SWOT analysis Strengths Weaknesses Opportunities Threats Internal Environment External Environment
Strategic Issues These are issues that an institution knows it must deal with, usually determined as outcomes of environme...
Vision <ul><li>Your desired  future  state </li></ul><ul><li>Should present a clear and succinct description of what the o...
The Process <ul><li>Important indicator of success  </li></ul><ul><li>Factors to consider:  </li></ul><ul><ul><li>Process ...
Budgeting <ul><li>Planning is only effective if linked to the budget process where resource allocation can be made to achi...
Using the language and process <ul><li>Use the process and language in every day work </li></ul><ul><li>Way of thinking – ...
Implementing Don’t spend all your time planning People want to see results action Organization will become  discouraged ab...
Recent Planning in DELT <ul><li>40 th  anniversary of distance education at Memorial University </li></ul><ul><li>DE was t...
Recent planning <ul><li>University framework was used to guide process </li></ul><ul><li>Presentation on current and futur...
Lessons Learned <ul><li>Institutional readiness for planning </li></ul><ul><li>Organizational support for the plan </li></...
Resources <ul><li>Society for College and University Planning </li></ul><ul><li>www.scup.org </li></ul><ul><li>Educause  w...
Resources <ul><li>Bryson, J. M. (1988).  Strategic planning for public and nonprofit  organizations: A guide to strengthen...
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  1. 1. Strategic Planning from Vision to Action Ann Marie Vaughan Director, Distance Education and Learning Technologies CAUCE Dial and Discuss October 29, 2009
  2. 2. If you don’t know where you are going, any road will get you there? Lewis Carroll (1832-1898)
  3. 3. Session Objective <ul><li>This session will focus on the elements and language of strategic planning -- from developing plans to creating vision, mission statements and goals.  </li></ul><ul><li>The session will also focus on how the elements of strategic planning and strategic thinking can be applied to any change management exercise in continuing education units.  </li></ul><ul><li>We will focus on elements of planning appropriate to continuing education and the realities of planning in a university environment.  The session will be ideally suited to beginners in the field or those who are about to embark on a strategic planning or change exercise. </li></ul>
  4. 4. Presenters Background <ul><li>Nineteen years in strategic planning </li></ul><ul><li>Beginning with a direct responsibility for planning </li></ul><ul><li>Following all aspects and roles of the last 19 years </li></ul><ul><ul><li>Change management </li></ul></ul><ul><ul><li>Strategic planning </li></ul></ul><ul><ul><li>Quality management </li></ul></ul><ul><li>International presenter on planning in higher education </li></ul><ul><li>International reviewer and member of the Resource and Budget Planning Academy - SCUP </li></ul>
  5. 5. What is Planning? Simply put it is direction and goal setting within a process that allows you to analyze your environment and current and future possibilities Focuses on what the organization should do Strategic planning looks outward and is focused on keeping the institution at pace with the changing environment. Strategic planning must be – based on goals that are achievable and realistic, and must be created through organizational buy-in .
  6. 6. Charting your course <ul><li>Charting your course video </li></ul><ul><li>http://www.youtube.com/watch?v=bA6xWmu3150&feature=player_embedded </li></ul>
  7. 7. Know your continuing education unit <ul><li>Before you start it is a must to </li></ul><ul><ul><li>Know your organizational context </li></ul></ul><ul><ul><li>Know your institutions plan and where you fit </li></ul></ul><ul><ul><li>Do you have an existing plan? </li></ul></ul><ul><ul><li>How are you financed? </li></ul></ul><ul><ul><li>Do you have an existing organizational chart </li></ul></ul><ul><li>Understand that planning is a daily activity in our field, strategy setting is a daily activity </li></ul><ul><li>Knowing and responding to our environment is essential </li></ul><ul><li>Make sure you are not affected by institutional blindness see patrick dixon http://www.youtube.com/watch?v=yQWMnObjunU </li></ul>
  8. 8. Types of Planning Operational 1 year horizon Tactical 1-3 year horizon Long Term 5+ year horizon Strategic Continuous
  9. 9. Differentiating between Operational and Strategic planning <ul><li>Strategic </li></ul><ul><ul><li>External focus </li></ul></ul><ul><ul><li>What to do </li></ul></ul><ul><ul><li>Macro issues </li></ul></ul><ul><ul><li>Boundary spanning </li></ul></ul><ul><ul><li>Continuous scanning </li></ul></ul><ul><ul><li>Expert participation </li></ul></ul><ul><li>Operational </li></ul><ul><ul><li>Internal focused </li></ul></ul><ul><ul><li>How to do it </li></ul></ul><ul><ul><li>Impact of macro on micro </li></ul></ul><ul><ul><li>Tied to organizational units </li></ul></ul><ul><ul><li>Regular processes linked to organizational cycles </li></ul></ul><ul><ul><li>Linked to budget/resource allocation </li></ul></ul><ul><ul><li>Constituent participation </li></ul></ul>Norris, D & Poulton, N. (1991). A guide for new planners . Society for College and University Planning. Michigan.
  10. 10. Conceptual Framework for Planning Norris, D & Poulton, N. (1991). A guide for new planners . Society for College and University Planning. Michigan. “ Plan for Planning” <ul><li>Mission of Institution /Academic Unit </li></ul><ul><li>Assessment of Stakeholder Values </li></ul><ul><li>Key Performance Indicators (KPI) </li></ul>External Assessment Internal Assessment Develop and Assess Strategic Issues and Actions Develop Strategies Generate Vision of the Organization of the Future Tactical Planning Implementation RESULTS Strengths Weaknesses Opportunities Threats Feedback Feedback Strategic Planning/Strategic Thinking Tactical Planning and Implementation
  11. 11. The gap Current State Desired State
  12. 12. Mission <ul><ul><li>its activities </li></ul></ul><ul><ul><li>the organization </li></ul></ul><ul><ul><li>program focus </li></ul></ul><ul><ul><li>research </li></ul></ul><ul><ul><li>student composition </li></ul></ul><ul><ul><li>relationships </li></ul></ul>More than justifying its existence, an institution’s mission is its raison d’etre. The mission is that which drives:
  13. 13. What are the Elements of an Effective Mission Statement? <ul><li>Function of Purpose </li></ul><ul><li>“ Why does our organization exist and what does it seek to accomplish?” </li></ul><ul><li>Client/Beneficiary/Stakeholder </li></ul><ul><li>“ For whom does the organization perform this function?” </li></ul><ul><li>Delivery Approach </li></ul><ul><li>“ How does the organization go about performing this function?” </li></ul>
  14. 14. Goals/Values <ul><li>Are more specific than the institution’s mission and are those things which the organization sees as facilitating the implementation of the mission. </li></ul><ul><li>These are identified as values or goals of the institution through which the mission can be achieved </li></ul>
  15. 15. Environmental Scanning <ul><li>Internal </li></ul><ul><li>In decision making, knowledge of the environment in which you operate is important. To make strategic decisions certain information is required about the internal environment. In higher education this would include: a profile of faculty, staff, and students, enrolment, finances, etc. </li></ul><ul><li>External </li></ul><ul><li>Similar to scanning the internal environment, knowledge about the external environment in which the institution operates in also important. This includes: economic, historical, political, social, technology etc </li></ul>
  16. 16. SWOT analysis Strengths Weaknesses Opportunities Threats Internal Environment External Environment
  17. 17. Strategic Issues These are issues that an institution knows it must deal with, usually determined as outcomes of environmental scanning. Single loop and double loop learning Reference: Tagg, J. (2007). Double-loop learning in higher education. Change Magazine (39) 4, 36-41.
  18. 18. Vision <ul><li>Your desired future state </li></ul><ul><li>Should present a clear and succinct description of what the organization should look if it achieves its plan </li></ul>
  19. 19. The Process <ul><li>Important indicator of success </li></ul><ul><li>Factors to consider: </li></ul><ul><ul><li>Process used in the past (history) </li></ul></ul><ul><li> Culture of the organization </li></ul><ul><li> Stakeholder involvement/ consultation </li></ul><ul><li> Timeline organization and external Deliverables </li></ul><ul><li>Link to budget/resource allocations </li></ul>
  20. 20. Budgeting <ul><li>Planning is only effective if linked to the budget process where resource allocation can be made to achieve the objectives of the plan. </li></ul><ul><li>Without this step the plan is left unrealized. </li></ul><ul><li>Aligning plans to resources is constant and a critical aspect of leadership </li></ul>
  21. 21. Using the language and process <ul><li>Use the process and language in every day work </li></ul><ul><li>Way of thinking – seeing the internal and external environment and addressing the gap </li></ul><ul><li>Each step is a transition towards the desired state or vision </li></ul>
  22. 22. Implementing Don’t spend all your time planning People want to see results action Organization will become discouraged about the role of planning Change management Shared meaning Capacity building Restructuring vs reculturing
  23. 23. Recent Planning in DELT <ul><li>40 th anniversary of distance education at Memorial University </li></ul><ul><li>DE was the number one requested activity by the external community in Memorial’s strategic planning process </li></ul><ul><li>2 pillars in university plan refer to our activities – Students and Needs of the Province </li></ul><ul><li>18 months of consultations on DELT plan with over 1700 people consulted – 1478 students, 225 internal and external stakeholders </li></ul>
  24. 24. Recent planning <ul><li>University framework was used to guide process </li></ul><ul><li>Presentation on current and future trends as well as statistics on our community were presented in each of the sessions </li></ul><ul><li>External agency (Academica Group) was contracted to survey/focus group our students </li></ul>
  25. 25. Lessons Learned <ul><li>Institutional readiness for planning </li></ul><ul><li>Organizational support for the plan </li></ul><ul><li>Stakeholder involvement – buy-in and consultation </li></ul><ul><li>Bottom up versus Top Down </li></ul><ul><ul><li>engagement </li></ul></ul>
  26. 26. Resources <ul><li>Society for College and University Planning </li></ul><ul><li>www.scup.org </li></ul><ul><li>Educause www.educause.edu </li></ul><ul><li>Horizon Report http://www.nmc.org/horizon/ </li></ul><ul><li>Commonwealth of Learning </li></ul><ul><li>http://www.col.org/colweb/site </li></ul>
  27. 27. Resources <ul><li>Bryson, J. M. (1988). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco : Jossey-Bass. </li></ul><ul><li>Cawsey, T.F. & Descza, G. (2007). Toolkit for organizational change. Thousand Oaks: CA: Sage. </li></ul><ul><li>Fullan, M. (2007). The new meaning of educational change (4th Ed.). New York: Teacher’s College Press. </li></ul><ul><li>Keller, G. (1983). Academic strategy: The management revolution in American higher education . Maryland: John Hopkins Press. </li></ul><ul><li>Norris, D. M., & Poulton, N.L. (1991). A guide for new planners </li></ul><ul><li>(2nd ed.). Michigan: Society for College and University </li></ul><ul><li>Planning. </li></ul><ul><li>Norris, D. M., & Poulton, N.L. (2008). A guide to planning for change . Michigan: Society for College and University Planning. </li></ul>
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