1. Strategic Planning in Dynamic Times
Stig Lanesskog
Chief Executive Officer, Claremont University Consortium

3. Some Typical “disruptions”
Change in institutional leadership
Change in consortium membership
Budget reduction
Change in service/ initiative portfolio
What have you experienced?

4. How to address dynamic (disruptive) times
Change is complicated- so use simple, structured approaches to plan

5. Some tools/ frameworks to consider
Strategy articulation map
Prioritization matrix
What are your favorites

6. Change in institutional leadership and/or membership
How do you explain to a new leader(s) what you do?
How do you illustrate the impact you can make?
How do make it easy for them to engage with you?

7. Budget reduction
What are the priorities for the set of colleges you support?
What are the priorities of your own organization?
What is the impact of reductions in particular areas?

8. Change in service/ initiatives portfolio
What are the start up costs of new services/ initiatives?
What if everyone does not want to participate?
What if everyone does not contribute or prioritize it at the same level?

9. Strategy Articulation Map
Says what you do
Outlines key priorities
Illustrates areas of impact

10. Strategy Articulation Map
Vision
Mission
Values
Goal I
Goal II
Goal III
Goal IV
Goal V
Initiatives
Initiatives
Initiatives
Initiatives
Initiatives
Metrics
Metrics
Metrics
Metrics
Metrics

11. Strategy Articulation Map
What you aspire to become
Vision
Your purpose (why you exist)
Mission
What you value
Values
What
Goal I
Goal II
Goal III
Goal IV
Goal V
Initiatives
Initiatives
Initiatives
Initiatives
Initiatives
How
Metrics
Metrics
Metrics
Metrics
Metrics
Impact- How do you know

12. Metrics can be both quantitative and qualitative
Metrics Criteria
Understandable Can the performance measure be easily and clearly communicated?
Controllable Can the results be controlled or significantly influenced under a designated span of control?
Actionable Can action be taken to improve performance?
Credible Is the measure resistant to manipulation?
Measurable Can the measure be quantified?
Cost effective to access Can the data to support the measure be accessed cost effectively?
Aligned with initiatives Is the measure aligned with a set of actions and/or a goal?
Integrated Can the measure be linked both down and across the organization?
Key value drivers Can the measure be associated with the major drivers of performance?
Metrics Criteria
Metrics can be both quantitative and qualitative

13. CUC’s Example- Who we are

14. Prioritization matrix
Lists and describes the priorities
Assesses the relative impact of each
Assess the effort/ resources of each
Defines the “top priorities” (upper right hand quadrant)

15. Prioritization matrix
Impact
Effort/ Resources (dollars, time, etc.)

16. Prioritization matrix
“Top priorities”
Impact
Effort/ Resources (dollars, time, etc.)

17. The Claremont Colleges (TCC) Priorities
Student Information System Implementation
Mental Health strategy
HRIS implementation
IT security
TCC Emergency Preparedness
Academic collaboration initiatives
Financial system implementation
Infrastructure funding model
Demonstration policy review
Financial services assessment
Impact
Library and TCC Student Center master planning
TCC/ CUC governance transition
SHS/MCAPS insurance billing
Campus Safety staffing and funding model
Library governance structure
TCC IT Network Services transition
Community relationship strategy
Effort/ Resources (dollars, time, etc.)

18. TCC Priorities Description Academic collaboration initiatives
Drive/ facilitate collaborations in Data Science and Justice Education
Campus Safety staffing and funding model
Review alternative staffing models and the funding model for Campus Safety
Community relationship strategy
Develop a proactive relationship management strategy with the local community
Demonstration policy review
Consider reviews to the existing TCC demonstration policy
Financial services assessment
Review the efficiency and effectiveness of the deliver of shared financial services
Financial system implementation
Complete the implementation of the expense module (Jan 1, 2018) and address training and reporting issues
HRIS implementation
Complete the implementation of the Human Resource Information System (Jan 1, 2018)
Infrastructure funding model
Develop a funding model for all of the shared infrastructure projects
IT security
Address IT security needs across TCC
Library governance structure
Consider potential revisions to the existing joint governance model
Library and TCC Student Center master planning
Complete a master plan for the potential TCC Student Center and its implications on the library master plan
Mental Health strategy
Leverage the Jed Foundation assessments and create TCC mental health strategy- defining shared and campus specific roles and resources
SHS/MCAPS insurance billing
Determine whether SHIPS insurance should be mandatory for all students and whether insurance billing for SHS and/or MCAPS is viable
Student Information System Implementation
Select a software vendor and begin implementation of the Student Information System for the undergraduate institutions
TCC/ CUC governance transition
Implement the governance recommendations resulting from the CUC Board’s strategic planning committee
TCC Emergency Preparedness
Continue development of Emergency Preparedness plans and related trainings/ table tops at both the individual college and TCC level
TCC IT Network Services transition
Fully transition IT Network Services to CUC from 4 of the Colleges

19. CUC Related Priorities
CUC staff retention strategies
CUC HR recruiting strategies
Metrics
TCC services name change
Workflow tool selection and implementation
Library facilities projects
ACC remodel
Student affairs technology implementations
Impact
Telecom upgrade
IT budget restructuring
Foothill Transit pilot
Effort/ Resources (dollars, time, etc.)

20. CUC Priorities Description ACC remodel
Complete phase 2 of ACC remodel to address functionality and sound issues
CUC HR recruiting strategies
Further define and implement strategies to increase the efficiencies of the recruiting process and to enhance the strength and diversity of the applicant pools
CUC staff retention strategies
Develop additional strategies to improve the retention of CUC staff
Foothill Transit pilot
Partner with Foothill Transit to pilot a program to provide lower cost public transportation options for students
IT budget restructuring
Continue to evaluate the CUC IT budget to ensure that allocations are fair and transparent
Library facilities projects
Continue to partner with the Library on both strategic and deferred maintenance projects
Metrics
Leveraging the goals, initiatives and metrics developed, create dashboards/ data visualization for CUC and each of its services
Student affairs technology implementations
Implement several technology tools (e.g., AIM, Kognito, etc.) that will enhance the service delivery within student services
TCC services name change
Transition CUC to its new name, TCC Services- including internal and external communications and branding
Telecom upgrade
Continue to both upgrade the telecommunication system and migrate towards enhanced technology
Workflow tool selection and implementation
Select a workflow tool to replace the existing one (Footprints) and develop an implementation plan

21. Relative Value
Compares the relative priority and resources allocated across institutions
Illustrates the comparative value each institution puts on an project, initiative or service
Helps to facilitate discussion of the future state

22. Relative Value
Importance
Current spend

23. Relative Value- Network Services
Institution 3
Institution 2
Institution 7
Institution 4
Importance
Institution 5
Institution 6
Institution 1
Current spend

24. Relative Value- Network Services
Institution 3
Institution 2
New Service ???
Institution 7
Institution 4
Importance
Institution 5
Institution 6
Institution 1
Current spend

25. What other examples and/or advice can you share?