1. Academy for Leadership & Development

3. Strategic Planning – Process An effective strategic plan: Involves the primary stakeholders Involves the primary stakeholders Honors the history and tradition of the group Honors the history and tradition of the group Builds commitment and involvement Builds commitment and involvement Creates and builds on a vision and mission Creates and builds on a vision and mission Evaluates internal and external issues Evaluates internal and external issues Identifies critical issues, gaps, and barriers Identifies critical issues, gaps, and barriers Formulates objectives and strategies Formulates objectives and strategies Facilitates accountability Facilitates accountability Includes scenario planning Includes scenario planning

4. Why Planning? It has been said that there are three kinds of organizations: Those that make things happen Those that make things happen Those that watch things happen Those that watch things happen Those that wonder what happened Those that wonder what happened

5. Effective Planning Creates focus, direction, and energy Creates focus, direction, and energy Is dynamic and outcome-based Is dynamic and outcome-based Makes things happen Makes things happen Helps decide where you are going so you know when you get there Helps decide where you are going so you know when you get there Gets results and changes the organization Gets results and changes the organization Builds “shared commitment, not compliance” Builds “shared commitment, not compliance”

6. Integration Into an Organizational Plan Communicate your plan to supervisors and organizational leaders Communicate your plan to supervisors and organizational leaders Align and integrate your plan with the organization’s plan Align and integrate your plan with the organization’s plan Remember that your department is a part of the whole organization Remember that your department is a part of the whole organization

7. Principles for Integration of Department Strategic Plans With Organizational Plans Perform your own department strategic analysis first Perform your own department strategic analysis first Understand your organization’s planning process and policies when developing your plans Understand your organization’s planning process and policies when developing your plans Your department plan should be based on your organization’s policies and organization-wide perspectives Your department plan should be based on your organization’s policies and organization-wide perspectives

8. The Eight Steps of the Strategic Planning Process 1.Pre-Planning: Why plan? Who will plan? 2.Values Assessment 3.The Mission Statement 4.Internal & External Analysis: SWOT 5.Strategic Priority Integration 6.Challenges & Constraints 7.Operational Action Plans 8.Evaluation & Modification

9. Step 1: Pre-Planning Do We Have a Plan? Does the organization have a strategic plan? Does the organization have a strategic plan? Does the department have a strategic plan? Does the department have a strategic plan?

10. Pre-Planning (cont’d) What is entailed in the pre-planning process? Obtain support from key department members Obtain support from key department members Develop a wider base of support in the entire department Develop a wider base of support in the entire department Identify who else (internal or external) should participate Identify who else (internal or external) should participate

11. Step 2: Values Assessment Discuss organizational and departmental values Discuss organizational and departmental values Identify values that will drive decisions about department priorities Identify values that will drive decisions about department priorities Identify values that will clarify and drive the development or refinement of the department mission statement Identify values that will clarify and drive the development or refinement of the department mission statement

12. Step 3: The Mission Statement Specifies the purpose of the department/organization (why we exist) Specifies the purpose of the department/organization (why we exist) Specifies departmental philosophy and values (what we believe) Specifies departmental philosophy and values (what we believe) Focuses on what is important (what we do) Focuses on what is important (what we do) Clarifies the purpose of the department to your students/customers (who we serve) Clarifies the purpose of the department to your students/customers (who we serve) Indicates the way the department fulfills its responsibilities (how we serve) Indicates the way the department fulfills its responsibilities (how we serve)

13. Step 4: Internal & External Analysis (SWOT) Identifies the Strengths, Weaknesses, Opportunities, and Threats Identifies the Strengths, Weaknesses, Opportunities, and Threats SWOT is a powerful tool in the strategic planning process SWOT is a powerful tool in the strategic planning process Provides the process for analyzing both internal and external environments and the internal resources Provides the process for analyzing both internal and external environments and the internal resources

14. SWOT Analysis (cont’d) What do we do well? What do we do well? Where are our areas of weakness? Where are our areas of weakness? Where are we performing poorly and what needs improvement? Where are we performing poorly and what needs improvement? What needs to be addressed immediately? What needs to be addressed immediately? What trends do we need to be aware of that may impact us? What trends do we need to be aware of that may impact us? Strengths and weaknesses focus on the analysis of the departments’ internal environment Opportunities and threats focus on an analysis of the external environment

15. Four Tips to Apply to Scenario Thinking Embrace uncertainty Embrace uncertainty Examine uncomfortable scenarios Examine uncomfortable scenarios Keep opposites in mind Keep opposites in mind Remember that success can be blinding Remember that success can be blinding (Sunter, 1996)

16. Using Scenarios Two important questions to ask: What would we do if…? What would we do if…? What needs to happen if…? What needs to happen if…? Modify the plan

17. Organizational Case Study Phase 1 will allow practice on the pre- planning, values assessment, mission statement review, SWOT analysis, and scenario thinking steps. Phase 1 will allow practice on the pre- planning, values assessment, mission statement review, SWOT analysis, and scenario thinking steps. Phase 2 will allow practice on strategic priority integration, challenges & constraints, operational action plans, and evaluation & modification steps. Phase 2 will allow practice on strategic priority integration, challenges & constraints, operational action plans, and evaluation & modification steps.

18. Step 5: Strategic Priority Integration Determines the existing organizational priorities Determines the existing organizational priorities Identifies broad, action-oriented statements Identifies broad, action-oriented statements Creates a clear direction Creates a clear direction

19. Step 6: Challenges & Constraints Asks the question: “What are the issues, barriers, and blocks that keep us from moving toward our vision?”

20. Step 7: Operational Action Plans Action plans operationalize strategic priorities Focus on meeting overall goal Focus on meeting overall goal Provide direction to entire team Provide direction to entire team Explain the steps needed to accomplish the goal Explain the steps needed to accomplish the goal Identify responsible person(s), resources needed, timeframes, and outcome measures to be used Identify responsible person(s), resources needed, timeframes, and outcome measures to be used

21. Step 8: Evaluation & Modification Strategic priority operational team meetings Strategic priority operational team meetings Quarterly plan review meetings Quarterly plan review meetings Annual meeting to discuss planning outcomes and make adjustments as needed Annual meeting to discuss planning outcomes and make adjustments as needed Celebration of successes Celebration of successes

22. Strategic Planning Outcomes Involves department members in the setting of goals and objectives Involves department members in the setting of goals and objectives Provides for a systems approach to departmental change Provides for a systems approach to departmental change Improves communication and builds “teamwork” Improves communication and builds “teamwork” Identifies what is important to the department, clarifies purpose Identifies what is important to the department, clarifies purpose Identifies operational plans of action that are measurable Identifies operational plans of action that are measurable Allows for a sense of participation in the decision-making processes of the department Allows for a sense of participation in the decision-making processes of the department

23. When Strategic Planning Fails When a department has no control over its budget, can’t decide on its purpose, can’t decide on who shall be served, can’t independently attract resources, and can’t make decisions When a department has no control over its budget, can’t decide on its purpose, can’t decide on who shall be served, can’t independently attract resources, and can’t make decisions When planning is used deceptively for program review in order to close or reorganize the department When planning is used deceptively for program review in order to close or reorganize the department When it becomes just a lengthy information gathering process When it becomes just a lengthy information gathering process When it becomes rigid and does not consider the changes in the external and internal environments When it becomes rigid and does not consider the changes in the external and internal environments

24. The Budget and Planning A critical responsibility of the organizational leader involves controlling and managing resources (i.e., finances, time, personnel, facilities, and equipment) A critical responsibility of the organizational leader involves controlling and managing resources (i.e., finances, time, personnel, facilities, and equipment) The strategic plan should drive decisions about the budget and all expenditures The strategic plan should drive decisions about the budget and all expenditures

25. IPDP

26. Reflection