2. Strategic Planning …demystified

3. Definition What it is: –Management tool –Choosing a desired future –Consciously responding to dynamic environment –Process, not an event –Creative, interactive

4. Pitfalls What not to do: –Separating planning from experience and planners from doers –Legitimizing of what is being done –Controlling future –Assuming the future is predictable –Reacting rather than interacting with environment

5. Assumptions Creating leadership’s commitment at the top –Entering the process without predetermined solutions –Responding to the received input (avoid “managed consensus”) –Working as a team Defining the planning process –Following a clear path –Deciding and agreeing on a timeline and how decisions will be made

6. Strategic Planning: The Path

7. Diagnostic Phase Understanding the BIG picture TOOLS: –Puzzling toward the future –SWOT Sharing perspectives TOOLS: –Stakeholder analysis (parents, students, faculty, alumni, staff, community partners)

8. Diagnostic Phase: Puzzling toward the future

9. Diagnostic Phase: SWOT

10. Diagnostic Phase: Stakeholder Analysis Online bulletin boards and focus groups (alumni, community partners, parents) In-person focus groups (students, faculty, staff)

11. Visioning Values Tools: Values Audit Cultural Assessment using affinity diagram Mission Tools: Mindmap Vision Tools: Affinity diagram

12. Visioning: Values Values are the set of beliefs people share about how to operate in conducting business Values are behaviors that are truly lived Values are special, unique, lasting, enduring Values guide, align, and galvanize an organization

13. Visioning: Mission Overall purpose or contribution to the society. A clear statement of the reasons for being, and of the functions and desires the organization is to meet and fulfill. Never completely achieved because it is the reason for existence and not a measurable goal. It shouldn’t be too narrow and focused on services. More attention should be paid to meeting the needs of the stakeholders. Mission is not necessary what differentiates one organization from another but what matters most to stakeholders.

14. Mission: Mindmap

15. Visioning: Vision Provides a clear, easily understood image of a better future. Embodies values and directs the organization to what will be different and distinctive. Guides and inspires stakeholders but it’s not everlasting. May change every 5-10 years, just as the environment changes.

16. Goals Setting Keep in mind –Values –Mission –Vision Go back to the diagnostic phase –Recommendations generated in SWOT analysis –Recommendations from the “Puzzling toward the future” exercise –Stakeholder analysis outcomes Broad statement of a desirable and measurable result in achieving the organizational vision

17. Action Planning Strategic goal Objective 1 Action step 1.1: Assigned to Date due Action step 1.2: Assigned to Date due

18. Monitoring, Evaluation, Accountability Monitoring = maximizing opportunities, cutting losses Evaluation = reporting on progress Accountability = built-in consequences and points of accountability, recognition and rewards

19. Thank You! Communication / Focus / Execution Northern Arizona University Planning and Institutional Research (928) 523-7814 Eva.Hatchner@nau.edu