Strategic Planning for an Academic Institution: A Peregrine Academic Services Seminar

Benefits of Strategic Planning 1 Clearly defines organizational purpose, establishes realistic goals/objectives consistent with mission 2 Communicates goals/objectives to organization’s constituents. 3 Develops a sense of ownership of the plan. 4 Ensures effective use of organization’s resources by focusing on the key priorities.

Benefits of Strategic Planning 5 Provides a base from which progress can be measured and establishes a mechanism for informed change when needed. 6 Brings together everyone’s best and most reasoned efforts; helps build consensus about where the organization is going.

Purpose of the Workshop The importance of strategic planning to the success of a business is well documented. So is the importance of this activity to the academic institution. There are special challenges as academic institution must integrate its planning into the overall plan of the educational institution, as well as the traditional challenges of making the plan a vibrant and active one.

Purpose of the Workshop Therefore, the purpose of this workshop is to facilitate a hands-on session to help you develop and/or refine your current strategic plan. Please note: There are many different processes/procedures/models to use for strategic planning and no one process/procedure/model is necessarily better than another. In this workshop, our goal is to show you several examples of plans, models, and processes first and then walk you through a specific 4-step process. From this workshop, our goal then is that you have the tools you need to carry this process forward with your institution or business unit.

Workshop Agenda Strategic Planning Definitions Strategic Planning Challenges in Higher Education Strategic Planning: Processes and Models A 4-Step Strategic Planning Model Step #1: Where are you now? Step #2: Where do you want to be? Step #3: How will you get to where you want to be? Step #4: How will you assess if you got to where you wanted to be? Workshop Assessment

A Brief Glossary of Terms Used in The Workshop Strategic Planning for an Academic Institution:

For Purposes of this Workshop: Strategic Planning Terminology Accountability Office(s) performing the actions outlined in the action plan. Action Plan Description of action to be performed in support of strategic objectives. Key Performance Indicator (KPI) What is your measuring stick? Could be GPA, desired percentage of classroom utilization, increased use of green technology, development of IT system architecture, retention, persistence.....any descriptor appropriately indicative of success of the action plan. Metric What form of measurement will be used to determine percentage of completion. Can be quantitative (survey, number of items completed, percentage earned, etc.) or qualitative (observation, document analysis, interviews, etc.) 1 of 3

For Purposes of this Workshop: Strategic Planning Terminology Performance Target (PT) Using the KPI descriptor, what is the level of performance or completion desired upon completion of the action plan? For example, student athlete average GPA of 3.75, 95% classroom utilization during the hours of 7:30AM-5:30PM, 100% usage of green technology light bulbs, 100% data entry, 85% retention, etc. Planning Horizons Long-Term (Strategic): More than 5 years; Medium-Term (Tactical):1-5 years; Short-Term (Operational): 1 year Resource Requirements Can be Financial (existing amount of operating/capital fund, new budget funds, or grant funding) or HR (time and talent). If financial, please provide amount which can be linked to university financial records. 2 of 3

For Purposes of this Workshop: Strategic Planning Terminology Strategic Planning Model A graphical portrayal of your strategic planning methodology. Typically, model is not time-bound, meaning it is a representation of how you think through strategic planning. A strategic planning module simply portrays how you receive inputs, how you form outputs, and how you assess results. Strategic Planning Process A graphical portrayal of how you do your strategic planning. Typically, the process is time-bound, meaning it is a representation of how you and your teams work through the process of developing your goals, allocate resources, seek budget approval, etc. A strategic planning process may show your annual planning cycle (short-term) and/or a 5 or 10-year planning cycle (long-term. 3 of 3

Top 9 Strategic Planning Challenges (and Opportunities) in higher education Strategic Planning for an Academic Institution:

Matching what we are doing now with what we want to do in the future Challenge #1: Trying to plan for the future while at the same time, executing the current plan Potential Issues: Matching what we are doing now with what we want to do in the future Change Management Time/Scheduling What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #2: Achieving buy-in from all stakeholders Potential Issues: Faculty resistance to change Synchronizing the plan with the institution Engaging external stakeholders What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Established paradigms Challenge #3: Shifting the academic culture from one of reactive to one of proactive Potential Issues: Time Management Resource constraints Established paradigms What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #4: Moving the process forward Potential Issues: Get stuck in a particular step in the process Paralysis of Analysis Not seeing the forest because of the trees What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #5: Meshing the Terminologies Potential Issues: Hundreds of processes available Hundreds of modules to choose from Multiple, sometimes conflicting, definitions for the terms we use What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #6: Closing the Loop with the Plan Potential Issues: Must be able to show how you close the loop with the plan Not closing the loop will reduce future participation in planning What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #7: What’s In It For Me? Potential Issues: Unless staff and faculty see the “what’s in it for me”, they may not be willing to participate and contribute Loss of interest and focus What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #8: New Personnel & Old Personnel Potential Issues: New personnel might be too eager for change Old personnel are reluctant to change anything What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Challenge #9: Data Collection vs. Data Analysis Potential Issues: We are good at data collection, but how are we doing on data analysis? Ambiguity of roles and responsibilities between the Assessment Team and the Dean/Chair What can you do to help overcome this challenge and perhaps even turn it into an opportunity?

Strategic Planning: An Overview Strategic Planning for an Academic Institution:

The Essential Strategic Planning Steps Where are you now? Where do you want to be? How will you get there? Did you make it?

An Academic Visual….. University or College Business School, Department or Program Strategic Planning Activity Strategic Goals Strategic Objectives Action Plans Institutional Planning Outcomes Program and Student Learning Outcomes Benchmarking, Assessment, Comparative Analysis

Model (Structure) vs. Process The structure (or model) describes how you think though the strategic plan. It is usually not time-bound). The process is how you action the thought processes during the academic year. It is usually time-bound.

Strategic Planning Essentials Must be a collaborative process – diversity helps ensure the broadest possibility for innovation and new ideas Must be on-going and continuous Ground your plan in your Mission, Vision, and Values 1 of 2

Strategic Planning Essentials Use constant self-evaluation and controls Must be open and transparent to all stakeholders, internal and external Focus on the long-term overall, but short-term in the execution of the plan 2 of 2

Strategic Planning Criteria Any strategic plan should be an organic document: it should be developed, utilized, reviewed, Updated, and improved in a systematic, effective, repeatable process.

Know Your Stakeholders Donors Families Community Students (future, current, alumni) Employers Donors

It’s all about structure, process, & communication… Refine the Strategic Planning Structure (Model) Refine the Strategic Planning Process (Annual Cycle)

The Strategic Planning Structure Strategy & Planning: Senior Leadership Team (Executive Council) President General Counsel Provost Chancellor (ex officio) Vice Presidents Mission & Ministry Senate President Dialogue: Institution Planning Commission Provost & Vice Presidents Deans Faculty Representatives Division Directors SGA President/Rep Action: Leadership Team Associate Provost Academic Deans Administrative Deans Directors Faculty Senate & Standing Committees Discipline Chairs and Coordinators

What’s the difference? Strategic action plans are those plans which take us from where we are…….to where we want to be! Operational action plans are those actions we must take in order to maintain our current level of operations in the midst of growth and economic change.

Take a SMART Approach Adopt format to include SMART objectives Accountability Resource requirements Metrics Planning Horizon/Deadline KPI/Performance Target

The Basic Strategic Planning Model SWOT Analysis Stakeholder Feedback Inputs Evaluate Mission Create Goals & Objectives Create Action Plans Planning Deploy Action Plans Gather Data Analyze Results Continuous Improvements Evaluation Competitive Position Strategic Challenges Strategic Advantages Stakeholder Requirements Systematic & effective design Linkages across the university Cascading , 2-way communication Workforce engagement Assessment Plan Repeatable Processes Feedback Loop

A Strategic Planning Cycle Example Review/Revise Vision, Mission, SWOT, Inputs, Strategic Goals & Objectives Approves annual update of Strategic Plan Discussion & Dissemination Fosters Agility Repeatable Process Mid-course corrections Tied to Budget Cycle Create & deploy action plans & identify metrics Assess performance gaps & make recommendations Planning Group Institutional Research analyzes data & generates report (Dashboard) Departments & Divisions deploy metrics & collect data

Strategic Planning Timetable (Example) Timeframe Action June-July Step 1: Conduct SWOT, gather stakeholder feedback 2 days, August Step 2: Conduct Strategic Planning Retreat 1 day, August Step 3: Discuss with/disseminate to Teams August Step 4: Senior Leadership Team Approval August/ September Step 5: Create/deploy action plans & identify metrics Fall & Spring Semesters Step 6: Departments/divisions deploy metrics & collect data according to Assessment Plan schedule December & May Step 7: Analyze data & generate dashboard Step 8: Evaluate report, assess gaps & make recommendations

Establish Some Ground Rules with your Team for Strategic Planning, e Establish Some Ground Rules with your Team for Strategic Planning, e. g….. Always be punctual for meetings; notify team chair prior to meeting if you will be late or absent. Action items are completed and updates provided electronically to all SLT (Senior Leadership Team) members prior to scheduled meetings. No one “owns” any strategy item. We are trying to get the best collective thinking. Work is completed on time. We honor requests from our team members. We ask for help as needed to meet obligations. 1 of 2

Establish Some Ground Rules with your Team for Strategic Planning, e Establish Some Ground Rules with your Team for Strategic Planning, e. g….. During meetings and in our roles as leaders, we listen to other points of view, particularly those that are different, in addition to expressing our own. We can and should offer different perspectives, but we are striving for consensus. Consensus means we have heard, have been heard, and thus can and will support the team’s outcomes. Because the strategic plan impacts all stakeholders, it is critical that each team member reviews everyone else’s work thoroughly before each meeting. Lack of feedback during meetings will be considered agreement. ELMO – Enough, Let’s Move On. Any team member has the right to request an ELMO if the team gets mired in discussion without forward progress. 1 of 2

Some Observations and Recommendations: Thoughts from the Journey Specific people and/or teams should be identified for each item in the process in order to ensure that the item is accomplished. Must also include deadlines.

Some Observations and Recommendations: Thoughts from the Journey In terms of your annual planning process, consider an annual planning cycle for the upcoming year as well as a rolling 5 or 10 year long-term plan. Also, you may want to adjust this if your fiscal cycle is 2 years (many public schools) rather than 1 year (most private schools).

Some Observations and Recommendations: Thoughts from the Journey Strategic planning can and should occur at all levels, from the very top of the institution down to specific program chairs. Planning at every level is important, but must be synchronized to create unity of effort.

Some Observations and Recommendations: Thoughts from the Journey Don’t confuse Strategic Direction vs. Strategic Plan. Strategic Direction is really a vision whereas a strategic plan includes both vision and the roadmap to achieve that vision.

Some Observations and Recommendations: Thoughts from the Journey Don’t forget contingency planning as well as branches/sequels to the current plan that take into consideration future possible events that you may not be able to control (e. g. a spike in enrollment or a reduction in the budget)

Some Observations and Recommendations: Thoughts from the Journey Every plan is based on BOTH facts and assumptions. You can’t change facts, but your assumptions may not be correct. Build flexibility into the plan in case your assumptions about the future prove to be false.

A 4-Step Strategic Planning Process (This Is What We’ll Use for Our Workshop) 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

STEP #1: WHERE ARE YOU NOW STEP #1: WHERE ARE YOU NOW? CLARIFYING YOUR MISSION, VISION, AND VALUES: THE STRATEGIC EVALUATION Building or Enhancing Your Strategic Plan

A 4-Step Strategic Planning Process 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

Strategic Direction How do you get where you are going if you don’t know the path and there is no MapQuest available?

Elements of Step #1: Where Are You Now? Clarify Your Mission/Vision/Values Conduct a Strategic Assessment (SWOT) Define the Planning Scope Identify the Planning Process Integration of Institutional Plans with the Business Unit Plans Develop a practical process for the Business unit, both the annual planning cycle and the long-term planning process

Where Are You Now? Consider Your: Mission – what you do? Vision – why you do what you do? Values – how you do what you do?

Why are M/V/V important? Mission, Values, and Vision are the glue that holds an organization together. They describe what you're trying to do, how you want to go about it, and where you're headed.

Why are M/V/V important? Knowing these things helps to keep your organization on track. It gives you a yardstick you can always use to measure your present performance and plans against your aspirations.

Validate Your Mission/Vision/Values Re-examine your mission statement. Is it current? Is it still relevant? Does everyone understand it? Does is describe WHAT you do? At its most basic level, the mission statement describes the overall purpose of the organization; what it does on a day-to-day basis. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival. Ensure that the wording of the mission is to the extent that everyone can infer some order of priorities in how products and services are delivered. The mission statement should clearly separate the mission of the organization from the competition.

Validate Your Mission/Vision/Values Re-examine your strategic vision. Is it focused on a desired future state or condition? Is it realistic? Does it address WHY you do what you do? The vision statement includes a vivid description of the organization as it effectively carries out its operations. Where is the organization headed? Why does it exist? The vision is a compelling description of the state and function of the organization once it has implemented its strategic plan.

Validate Your Mission/Vision/Values Re-examine your Values Are they clear and compelling? Do any new ones need to be added? Are we following our values? Do they convey HOW you will do what you do? Values represent the core priorities in the organization’s culture, including what drives members’ priorities and how they truly act in the organization, etc. Values are critical in strategic planning. They drive the intent and direction for the planning process. Establish four to six core values from which the organization would like to operate. Consider values of customers, shareholders, employees, and the community. Incorporate into the strategic plan any actions needed to better align actual behavior with preferred behaviors.

Translating the Institution’s M/V/V into the Business Unit’s M/V/V Do you need a separate Mission/Vision/Values for the Business Unit if your Institution already the M/V/V stated? In general, the answer is YES; however, the choice is yours. Consider taking the M/V/V of the Institution and modifying them to fit your specific Business Unit M/V/V. Typically, all this requires is some minor word adjustments. The rule of thumb with Values is that you can always add to the list, but you cannot delete from the list.

Where Are You Now? Strategic Assessment S: Strengths W: Weaknesses O: Opportunities T: Threats Strengths Opportunities Threats

Describe the Environment Based on consideration for both internal and external factors such as: Your business unit Higher offices Regulatory environment Shareholders Community Political environment Financial SWOT Analysis Strengths Weaknesses Opportunities Threats

Figure 1- SWOT Analysis Exploring Internal/External Forces Impacting Institution Strength Strong mission and culture, which fosters employee and student loyalty The strong entrepreneurial and fiscal leadership Continuous, positive growth in enrolment, staffing and services during a recession Fiscal stability when others froze salaries, experienced declining enrolment and laid people off Weakness Heavy teaching workloads & less competitive salaries Lack of unity & collaboration between delivery systems Reputation (brand) as a low-tier educational institution Serve a less academically prepared population Opportunity Tailor-made curriculum & program development as a result of a non-cumbersome, flexible governance structure Strong connection to community through service Entrepreneurial leadership has created an agile organization Easily expands into new markets Threat Potential that delivery systems may have differing levels of quality One mistake destroys a thousand “good jobs” Multiple competitors within a 50-mile radius Attractiveness of online education Courtesy of Lisa Schulz, UIW Alumni Relations

Incorporating Your SWOT Into Your Strategic Plan What do you do with your SWOT results? As you develop your goals, objectives, and actions plans, you should go back to your SWOT list and ensure that all of the items are addressed. This crosswalk ensures that all of the areas previously identified are addressed in the plan.

Where Are You Now? What is the planning scope for your current strategic plan? What are your Planning Horizons? What are your Areas of Emphasis?

Define the Scope of the Plan and the Current Planning Process What is the length of time to be considered for this planning effort? Annual planning cycle 5-10 year planning period (rolling years) What are your planning horizons? What are the areas of special emphasis?

Where Are You Now? Identify the Planning Process Integration of Institutional Plans with the Business Unit Plans Develop a practical process for the Business unit, both the annual planning cycle and the long-term planning process

Table Exercise: Use the template provided or your own document to update/create the elements previously discussed for your strategic plan.

Step #2: Where Do You Want to Be? Strategic Goals Building or Enhancing Your Strategic Plan

A 4-Step Strategic Planning Process 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

Where Do You Want to Be? Strategic Goals: Broad, long-term goals that cover the breadth and depth of the organization. Should have 4-6 strategic goals for an organization.

Goals, Objectives, & Action Plans A broad statement about a long-term desired outcome that may, or may not be completely obtainable 10,000 foot view, high level link between mission and vision, based on ideas, not specifically measurable

Goals, Objectives, & Action Plans For example, you could have goals related to the elements of ACBSP accreditation: Leadership (Standard 1) Planning & Continuous Improvement (Standard 2) Student & Stakeholder Satisfaction (Standard 3) Student Learning & Performance (Standard 4) Human Resources (Standard 5) Organizational Performance (Standard 6) This is just one approach to goals, there are others as well.

Developing Strategic Goals Outline the broad concepts you want to achieve. Capitalize on your strengths and opportunities from the SWOT analysis. Consider your threats and weaknesses from your SWOT analysis. Usually only 4-6 strategic goals for any one plan.

Developing Strategic Goals At a minimum, organizational goals should address the following core functional areas of the organization: Educational Services Offered Finances Employees/Staff/Faculty Stakeholder Engagement & Management Facilitates and Resources

An Example of Relating Strategic Vision with Organizational Goals Elements of the Vision are included in each of the 3 Goals

Examples of Strategic Goals Using Standard 3 Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts. STRATEGIC GOAL: Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts. STRATEGIC OBJECTIVE 1. Action Plan Accountability Resource Requirements Metric Planning Horizon & Deadline KPI (Performance Target)

Mapping/Crosswalk University Goal/Objective College Goal/Objective Program Goal/Objective Accreditation Relationship Should have a direct relationship between these so that you can report up and down your progress relative to the goals and objectives. Consider how you will map, or crosswalk, what you are doing with the Business Unit relative to the institution and relative to accreditation requirements.

Strategic Forecasting Strategic Forecasting is the art of looking into the future to anticipate changes ahead and then building your strategic plan around the conditions you anticipate in the future. It may be useful to engage your business advisory board members with this exercise.

Step #3: How Will You Get There? Objectives, Action Plans, and Strategy Building or Enhancing Your Strategic Plan

A 4-Step Strategic Planning Process 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

How Will You Get There? Objectives: Action Plans: Specific, measurable, achievable, relevant, time-bound (SMART) items associated with a goal. Action Plans: How you will accomplish each objective (who/what/when/where/how/why)

Determine Objectives for Each Goal Each goal will have several objectives. These objectives can be designated as either long-term or short-term. The objectives are the specific action items needed to accomplish the goal. Objectives should be prioritized.

Goals, Objectives & Action Plans Objective: a measurable outcome that will be achieved in a specific timeframe to help accomplish a desired goal. SMART Specific: Require specific action Measurable & tangible Achievable: Narrow plan Relevant: Based on facts Time-bound: Mid to short term

Examples of Objectives STRATEGIC GOAL: Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts. STRATEGIC OBJECTIVE 1. Define and segment the target student market(s) – Criterion 3.a. Action Plan Accountability Resource Requirements Metric Planning Horizon & Deadline KPI (Performance Target) Comments/Notes STRATEGIC OBJECTIVE 2. Identify and assess student and stakeholder requirements and expectations – Criterion 3.b. STRATEGIC OBJECTIVE 3. Develop and maintain stakeholder-specific listening and learning methods – Criterion 3.c.

Goals, Objectives, & Action Plans Action Plans: These explain the steps and resources needed to meet the objective(s). Activities must relate to an objective and - include the action that will take place, - who is assigned to do the tasks (accountability), - what materials and resources are needed, - when actions are to occur (planning horizon/deadline) - how reports of progress are to be made (metrics/KPI/Performance Target)

Sample Action Plan STRATEGIC OBJECTIVE 2. Identify and assess student and stakeholder requirements and expectations – Criterion 3.b. Action Plan Accountability Resource Requirements Metric Planning Horizon & Deadline KPI (Performance Target) Annually Assess student satisfaction. Institutional Research Budgeted funds for metric and data collection (insert $$$) Noel-Levitz Student Satisfaction Survey ST: Annual Administration > 95% satisfaction in all areas

Developing Action Plans Although there are only 1-3 of you here from your Business Unit for this Strategic Planning Workshop, it is important that you involve others in developing your action plans. Not only will involving others improve the plan, but it will also help develop buy-in for the plan.

Contingency Planning All plans are based on FACTS and ASSUMPTIONS. While facts will not change, assumptions either prove to be correct or incorrect. FACT: Current enrollment is 400 students ASSUMPTION: : Enrollment will increase 5% per year for the next 5 years.

Contingency Planning Thus, no plan will go precisely as planned; situations change and you must be adaptive to these changes. Change: Enrollment increases by 25% in Year 3 of the Plan due to a new educational partnership developed with a local manufacturing plant.

Contingency Planning Therefore, it is important to also consider contingency plans: If ____ happens, then we will do _____. If the partnership goes through with the local plant, we will shift the two classroom-taught courses to one online course.

Contingency Planning With contingency planning, it is necessary for you to identify and then monitor the “trigger” event that could cause you to implement a contingency plan. The trigger event for us is when the plant announces its plans to double its labor force for the new manufacturing line.

Step #4: Did You Make It? Evaluation & Assessment Building or Enhancing Your Strategic Plan

A 4-Step Strategic Planning Process 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

Did You Make It? Evaluation: Steps taken to ensure that the objective and action plans are implemented. Addresses how you will lead, monitor, and refine the plan. 2. Assessment: Done concurrently so that you have a feedback process for continuous improvement.

Lead the implementation of the strategic plan: Must have consensus within the planning group and the leadership team. Communicate your vision, which is the desired end-state you want to achieve.

Lead the implementation of the strategic plan: Unify your teams towards the desired goals and functional area objectives by including them in subsequent planning efforts. Achieve consensus with adjacent units and external stakeholders.

Monitor the strategic plan: Identify any critical events and critical tasks. Ensure that the resources you need are in the right place and at the right time. Look forward in the plan to identify potential problems.

Monitor the strategic plan: Look backward in the plan to ensure that the right actions were taken at the appropriate time that set the stage for future events. Ensure that your teams are following the plan as intended.

Refine/Improve the strategic plan: No plan survives first contact – situations will change and evolve. Look ahead to when critical decisions have to be made that could result in refining the plan.

Refine/Improve the strategic plan: Be flexible in your execution of the plan. Use the decision-making process to continually refine and improve upon the plan.

Recap and Summary: Where Do We Go From Here? Strategic Planning for an Academic Institution

A 4-Step Strategic Planning Process 1. Where Are You Now? 4. Did You Make It? 2. Where Do You Want to Be? 3. How Will You Get There?

Leadership Matters! We encourage you now to go back and engage with others within your business unit. Strategic planning must be a group process in order to ensure that everyone on the team is focused on the goals, has ownership of the action plans, and is able then to support the Mission, Vision, and Values of an Academic Institution.

Strategic Planning for the Business Unit: Peregrine Academic Services Seminar Thank You!