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Strategic Planning from Vision to Action Ann Marie Vaughan Director, Distance Education and Learning Technologies CAUCE Dial and Discuss October 29, 2009
If you don’t know where you are going, any road will get you there? Lewis Carroll (1832-1898)
This session will focus on the elements and language of strategic planning -- from developing plans to creating vision, mission statements and goals.
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.
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.
Nineteen years in strategic planning
Beginning with a direct responsibility for planning
Following all aspects and roles of the last 19 years
International presenter on planning in higher education
International reviewer and member of the Resource and Budget Planning Academy - SCUP
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 .
Understand that planning is a daily activity in our field, strategy setting is a daily activity
Knowing and responding to our environment is essential
Make sure you are not affected by institutional blindness see patrick dixon http://www.youtube.com/watch?v=yQWMnObjunU
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
What to do
How to do it
Impact of macro on micro
Tied to organizational units
Regular processes linked to organizational cycles
Linked to budget/resource allocation
Norris, D & Poulton, N. (1991). A guide for new planners . Society for College and University Planning. Michigan.
Conceptual Framework for Planning Norris, D & Poulton, N. (1991). A guide for new planners . Society for College and University Planning. Michigan. “ Plan for Planning”
Mission of Institution /Academic Unit
Assessment of Stakeholder Values
Key Performance Indicators (KPI)
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
The gap Current State Desired State
More than justifying its existence, an institution’s mission is its raison d’etre. The mission is that which drives:
What are the Elements of an Effective Mission Statement?
Function of Purpose
“ Why does our organization exist and what does it seek to accomplish?”
“ For whom does the organization perform this function?”
“ How does the organization go about performing this function?”
Are more specific than the institution’s mission and are those things which the organization sees as facilitating the implementation of the mission.
These are identified as values or goals of the institution through which the mission can be achieved
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.
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
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.
Your desired future state
Should present a clear and succinct description of what the organization should look if it achieves its plan
Important indicator of success
Factors to consider:
Process used in the past (history)
Culture of the organization
Stakeholder involvement/ consultation
Timeline organization and external Deliverables
Link to budget/resource allocations
Planning is only effective if linked to the budget process where resource allocation can be made to achieve the objectives of the plan.
Without this step the plan is left unrealized.
Aligning plans to resources is constant and a critical aspect of leadership
Using the language and process
Use the process and language in every day work
Way of thinking – seeing the internal and external environment and addressing the gap
Each step is a transition towards the desired state or vision
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
Recent Planning in DELT
40 th anniversary of distance education at Memorial University
DE was the number one requested activity by the external community in Memorial’s strategic planning process
2 pillars in university plan refer to our activities – Students and Needs of the Province
18 months of consultations on DELT plan with over 1700 people consulted – 1478 students, 225 internal and external stakeholders
University framework was used to guide process
Presentation on current and future trends as well as statistics on our community were presented in each of the sessions
External agency (Academica Group) was contracted to survey/focus group our students
Institutional readiness for planning
Organizational support for the plan
Stakeholder involvement – buy-in and consultation
Bottom up versus Top Down
Society for College and University Planning
Horizon Report http://www.nmc.org/horizon/
Commonwealth of Learning
Bryson, J. M. (1988). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco : Jossey-Bass.
Cawsey, T.F. & Descza, G. (2007). Toolkit for organizational change. Thousand Oaks: CA: Sage.
Fullan, M. (2007). The new meaning of educational change (4th Ed.). New York: Teacher’s College Press.
Keller, G. (1983). Academic strategy: The management revolution in American higher education . Maryland: John Hopkins Press.
Norris, D. M., & Poulton, N.L. (1991). A guide for new planners
(2nd ed.). Michigan: Society for College and University
Norris, D. M., & Poulton, N.L. (2008). A guide to planning for change . Michigan: Society for College and University Planning.