iso 9001:2008 registered strategic planning from vision to action ann marie vaughan director,...

ISO 9001:2008 Registered

Strategic Planning from Vision to Action

Ann Marie VaughanDirector, Distance Education and

Learning Technologies

CAUCE Dial and DiscussOctober 29, 2009


If you don’t know where you are going, any road will get you there?

Lewis Carroll

(1832-1898)


Session Objective

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.


Presenters Background

• Nineteen years in strategic planning• Beginning with a direct responsibility for planning• Following all aspects and roles of the last 19 years

Change management Strategic planning Quality management

• 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.


Charting your course

• Charting your course video

http://www.youtube.com/watch?v=bA6xWmu3150&feature=player_embedded

Change Course!!!2.flv


Know your continuing education unit

Before you start it is a must to Know your organizational context Know your institutions plan and where you fit Do you have an existing plan? How are you financed? Do you have an existing organizational chart

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

• StrategicExternal focusWhat to doMacro issuesBoundary spanningContinuous scanningExpert participation

• Operational Internal focusedHow to do it Impact of macro on microTied to organizational unitsRegular processes linked to

organizational cyclesLinked to budget/resource

allocationConstituent participation

Norris, D & Poulton, N. (1991). A guide for new planners. Society for College and University Planning. Michigan.


Conceptual Framework for Planning“Plan for Planning”

•Mission of Institution /Academic Unit•Assessment of Stakeholder Values•Key Performance Indicators (KPI)

ExternalAssessment

InternalAssessment

Develop and AssessStrategic Issues and Actions

Develop Strategies

Generate Vision of theOrganization of the Future

Tactical Planning

Implementation

RESULTS

StrengthsWeaknesses

OpportunitiesThreats

Feed

back

Feed

back

Stra

tegi

c Pl

anni

ng/S

trate

gic

Thin

king

Tact

ical P

lann

ing

and

Impl

emen

tatio

n

Norris, D & Poulton, N. (1991). A guide for new planners. Society for College and University Planning. Michigan.


The gap

Current State

Desired State


Mission

its activitiesthe organizationprogram focus

researchstudent compositionrelationships

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?”

* Client/Beneficiary/Stakeholder

“For whom does the organization perform this function?”

* Delivery Approach

“How does the organization go about performing this function?”


Goals/Values

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


Environmental Scanning

Internal

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.

External

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


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 environmental scanning.

Single loop and double loop learning

Reference:Tagg, J. (2007). Double-loop learning in higher education.

Change Magazine (39)4, 36-41.


Vision

• Your desired future state• Should present a clear and

succinct description of what the organization should look if it achieves its plan


The Process

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


Budgeting

• 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

• 40th 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


Recent planning

• 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


Lessons Learned

• Institutional readiness for planning• Organizational support for the plan• Stakeholder involvement – buy-in and

consultation• Bottom up versus Top Down

engagement


Resources

Society for College and University Planning

www.scup.org

Educause www.educause.edu

Horizon Report http://www.nmc.org/horizon/

Commonwealth of Learning

http://www.col.org/colweb/site


ResourcesBryson, 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 Planning.

Norris, D. M., & Poulton, N.L. (2008). A guide to planning for change. Michigan: Society for College and University Planning.

iso 9001:2008 registered strategic planning from vision to action ann marie vaughan director,...

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