1. A. C. R. U. and K. S. U. Strategic Planning For Continuing Education G.M. Timčák, Bill Smith 2002

2. Strategic Planning  A CONTINUOUS PROCESS ENABLING ORGANIZATIONS TO BECOME FOCUSED, EFFECTIVE, AND EFFICIENT CHANGE AGENTS IN AN ENVIRONMENT OF AN EVER INCREASING RATE OF CHANGE.

3. Continuing Education  An activity that prepares individuals and organizations to address change proactively.  Responding to change is no longer enough

4. A New View of Change  People generally agree that today’s change is different. It is not necessarily connected to the past or indicative of the future.  Today’s change is discontinuous, requiring total flexibility. There seem to be very few cyclical trends or linear progressions.

5. People and Change  “ To an ever increasing extent, in less time than people need to get comfortable with one set of circumstances, they find themselves in a completely new set. Can some way be found to get a much better match between the rate of change of the world and the rate of people’s adaptation? When the problem is put that way, there seems to be only two ways it might be solved: Teach people to adapt faster, or slow down the rate of change.” Stanley Schmidt --editor of Analog

6. Hewlett Packard  80% of HP’s revenue is from products less than two years old.

7. Change Is A Process  Past habits for addressing change simply won’t work. Change must be recognized as a process, not an event.  The world within our grasp is indeed a new world, demanding continuous learning, taking risk, viewing new information and communication, and creating problem solving.

8. The Changing Paradigm  In “Future Edge” Barker makes a distinction between management and leadership. You manage within a paradigm. You lead between paradigms. Most of education’s leadership are managing within today’s teaching and learning paradigm when what we need is leadership toward tomorrow’s paradigm.

9. Barriers to Change  The Organizational Culture  Existing Structure and Systems  Existing Patterns of Work Flow  Exterior Forces

10. Schools “ Schools are better today at doing what they used to do than they’ve ever been.” Phillip Schlechty

11. Transformations Facing Higher Education  Traditional –Ivory Tower –Static Structures –Passive –Discipline Focused  Future –Service institutions –Dynamic relationships –Proactive –Holistic Integrated Learning

12. Transforming Your Organization  Establish a Sense of Urgency  Form a Powerful Guiding Coalition  Create a Vision  Communicate the Vision  Empower Others to Act on the Vision  Implement the Plan  Revise the Plan

13. Review  THE NATURE OF CHANGE  WHO MUST WE BECOME?  WHAT WILL WE DO?  HOW WILL WE DO IT?  WHAT CULTURE IS NEEDED?

14. Who Must We Become?  VISION  MISSION  VALUES

15. Vision  A focused concept  A sense of noble purpose  A plausible chance of success  Wording –will be –compelling and radical

16. Walt Disney’s Vision  The idea of Disneyland is a simple one. It will be a place for people to find happiness and knowledge. It will be a place for parents and children to spend pleasant times in one another’s company: a place for teachers and pupils to discover greater ways of understanding and education. Here the older generation can recapture the nostalgia of days gone by, and the younger generation can savor the challenge of the future. Here will be the wonders of Nature and man for all to see and understand. Disneyland will be based upon and dedicated to the ideas, the dreams and hard facts that have created America. And it will be uniquely equipped to dramatize these dreams and facts and send them forth as a source of courage and inspiration to all the world.  Disneyland will be something of a fair, an exhibition, a playground, a community center, a museum of living facts, and a showplace of beauty and magic. It will be filled with the accomplishments, the joys and hopes of the world we live in. And it will remind us and show us how to make those wonders part of our own lives.

17. MISSION  Definitive: Customer/needs/value  Identifying: The enterprise  Concise: One simple paragraph  Actionable: Actions involved in delivery  Memorable: Wow!!!!!

18. “Po’ Folks” Mission  We always want to be the friendliest place you’ll ever find to bring your family for great tasting, homestyle cooking, served with care and pride in a pleasant country- home setting at reasonable prices.

19. Definitions  Strategic Activities: The major activities ( lines of business) in which the organization participates.  Critical Success Indicators CSI’s: The results to be accomplished.  Strategic Thrusts ST’s: The initiatives necessary to carry out the strategic activities.

20. What Will We Do?  Strategic Activities  Critical Success Indicators

21. How Will We Do It?  Strategic Thrusts

22. Futuring  Identify Strategic Activities –Brochure Exercise –Pie Chart  Establish CSI’s –By.... We will..... (measurable)  Identify ST’s –A task force will study and implement........  Determine Organizational Culture

23. Performance Review & Gap Analysis  What are we doing now? Will we improve,continue, change or discontinue? How (CSI’s, ST’s)?  What are the gaps between what we do now and the future? How do we span the gaps by developing a plan (CSI’s, ST’s)?

24. Action Planning  Developing departmental plans in support of the strategic plan.

25. Implementation Planning  Who?  What?  When?  Organizational Meeting  Plan distribution w/cover letter  Workshops  Theme Posters  PR  Newsletters/report cards

26. CHAOS  Before the beginning of great brilliance, there must be chaos. Before a brilliant person begins something great, they must look foolish to the crowd. from I Ching

27. Assignments

28. Mission Worksheet The Mission Statement Based on educational processes 30 Words or less so all can understand People find meaning in striving to carry out the mission FORM To______________ action verb… What… For Whom (customer)…through… …Other (qualifiers) HINTS Brief Do not describe level Be unique, exclude values

29. The Values Statement Hints That which you hold near and dear to your heart Criteria on which to make decisions Guides our behavior An anchor during times of change Understanding of meaning changes over time Values Shopping List Honesty and IntegrityProfit TrustFlexibility Constancy of PurposeCommitment TeamworkAccountability CommunicationWinning attitude Employee Well BeingRespect for others QualityLearning Continual ImprovementExcellence Customer Needs Creativity and Innovation

30. Managers (thus also you) Must Be Able to Do Three Things: 1. Forecast the major changes which are likely to affect the program. 2. Make intelligent choices as to the future direction and dimensions of the program. 3. Plan the deployment of resources needed to attain the goals selected.

31. Trends: 1. 2. 3. 4. Key Directions 1. 2. 3. 4. Develop your ideas on:

32. Futuring Model Strategic Activities A Critical Indicators of Success B Strategic Thrusts C Culture 1 2 3 4 5 6 7 8 9 10

33. Performance Review Worksheet Current Strategic Activity_______________________________________ A. Critical indicators of success B. Current performance C. Culture

34. Internal Analysis Worksheet Area to be Analyzed Strategic Activity_____________________________ SW OT

35. Decribe implications for the planning process:

36. Gap Worksheet Gap_____________________ 1. Needs of the new organization 2. Limitations of the current organization 3. To span the gap we will…

37. Action Plan Questions to Answer 1. What are our strategies/plans to carry out a successful transition? 2. What are the priorities of our future activities/programs-importance/timing/resources? 3. How do we rank our CSI’s in order of importance? 4. How do we accomplish/support/staff/finance/ measure/etc., each strategic activity/program— vertical? 5. How do we organize/staff/partnership to support/above—horizontal?

38. Operational Plan Strategic Activity____________________________ Target Market(s)_____________________________ Resources needed: Financial analysis: Timetable: