1. SUNY College at Oneonta Strategic Planning Dr. David McFarland Penson Associates Inc. ©2009 Penson Associates, Inc

2. Establishing the Support Structure for Planning Penson Associates

3. The planning chair, Dr. Larry Guzy, and the facilitator have worked with the President and many others to build a suggested process

4. Presenting that Process to You

5. Today’s Agenda What I Have Discovered in My Preliminary ReviewWhat I Have Discovered in My Preliminary Review The Strategic Planning StructureThe Strategic Planning Structure Identifying the Strategic Planning and Resource Council and Its Task ForcesIdentifying the Strategic Planning and Resource Council and Its Task Forces(Continued)

6. Agenda (continued) The Work of the Strategic Planning and Resource Council (Planning Assumptions and Driving Forces-Overview of Process)The Work of the Strategic Planning and Resource Council (Planning Assumptions and Driving Forces-Overview of Process) The Work of the Task ForcesThe Work of the Task Forces Building a Strategic Plan and a Process for Successful AccomplishmentBuilding a Strategic Plan and a Process for Successful Accomplishment

7. A first look at: StrengthsStrengths WeaknessesWeaknesses OpportunitiesOpportunities Threats/ChallengesThreats/Challenges Driving ForcesDriving Forces Core ValuesCore Values Institutional DistinctivenessInstitutional Distinctiveness

8. Appoint a Strategic Planning Coordinator Nancy Wolters

9. Establish Strategic Planning and Resource Council (SPARC) Several General Faculty Members (Senate Pres., etc.)Several General Faculty Members (Senate Pres., etc.) Dr. Larry Guzy is Chair of the SPARCDr. Larry Guzy is Chair of the SPARC StudentsStudents President KleniewskiPresident Kleniewski A DeanA Dean A Division HeadA Division Head A Functioning Secretary- Glenn Mayer and PR Person (non-voting)A Functioning Secretary- Glenn Mayer and PR Person (non-voting) A DirectorA Director Member of the Secretarial or Clerical StaffMember of the Secretarial or Clerical Staff Member of the Custodial or Maintenance StaffMember of the Custodial or Maintenance Staff Executive StaffExecutive Staff Appropriate Union Reps., if They so ChooseAppropriate Union Reps., if They so Choose Process Coordinator Nancy WoltersProcess Coordinator Nancy Wolters Others?Others?

10. Work of the SPARC Begins Review the Most Recent Strategic Plans and AccomplishmentsReview the Most Recent Strategic Plans and Accomplishments Form Task Forces (Institutional Distinctiveness and Governing Ideas)Form Task Forces (Institutional Distinctiveness and Governing Ideas) Create a Communication PlanCreate a Communication Plan (The most serious mistake in communications is to assume it happened.) Prepare the Planning AssumptionsPrepare the Planning Assumptions Determine the Driving ForcesDetermine the Driving Forces Prepare for a Stakeholders’ ConferencePrepare for a Stakeholders’ Conference

11. Governing Ideas Task Force Core Values StatementCore Values Statement Mission StatementMission Statement Vision StatementVision Statement Strategic Directions StatementsStrategic Directions Statements

12. Institutional Distinctiveness Task Force Establish the Criteria and Procedures for Identifying, Assessing, and Developing the Institution’s Distinctiveness IdentityEstablish the Criteria and Procedures for Identifying, Assessing, and Developing the Institution’s Distinctiveness Identity Identify Opportunities for DistinctivenessIdentify Opportunities for Distinctiveness Conduct Open ForumsConduct Open Forums Prepare Report and RecommendationsPrepare Report and Recommendations

13. Optional Task Forces They are totally institutional specific and need not even exist.They are totally institutional specific and need not even exist. Sometimes it may be appropriate to form a task force based upon a special strength or issue at the institution.Sometimes it may be appropriate to form a task force based upon a special strength or issue at the institution. It seems to the facilitator that a task force on institutional organization would be a good idea.It seems to the facilitator that a task force on institutional organization would be a good idea.

14. Writing Committee A writing committee will be formed and chaired by Dr. Guzy or his designee.A writing committee will be formed and chaired by Dr. Guzy or his designee. The writing committee will be responsible for creating drafts of Conference results.The writing committee will be responsible for creating drafts of Conference results. The writing committee will be responsible for the process of “sense making.”The writing committee will be responsible for the process of “sense making.”

15. Estimated Timelines By the end of September the planning assumptions statements should be firm.By the end of September the planning assumptions statements should be firm. By late October the driving forces, core values and institutional distinctiveness concepts should be in a near final form to be examined by a stakeholders conference.By late October the driving forces, core values and institutional distinctiveness concepts should be in a near final form to be examined by a stakeholders conference. By late October the vision statement should be ready for testing with more work intended.By late October the vision statement should be ready for testing with more work intended. By November 1, the mission statement should be well tested.By November 1, the mission statement should be well tested.

16. Stakeholders’ Conference A stakeholders’ conference will occur in early November.A stakeholders’ conference will occur in early November. The conference will come close to finalizing the driving forces, core values and institutional distinctiveness.The conference will come close to finalizing the driving forces, core values and institutional distinctiveness. The conference will address the mission and vision statements.The conference will address the mission and vision statements. The conference may address initial thinking about strategic goals.The conference may address initial thinking about strategic goals.

17. Estimated Timelines By the end of the semester the mission statement, vision statement and a statement of institutional distinctiveness should be in near final form.By the end of the semester the mission statement, vision statement and a statement of institutional distinctiveness should be in near final form. By the end of January, the Governing Ideas task force should have begun to have a good idea about the general strategic goals that they will present for consideration.By the end of January, the Governing Ideas task force should have begun to have a good idea about the general strategic goals that they will present for consideration.

18. Estimated Timelines In late January or early February a stakeholders’ conference will be held to initiate the process to finalize the mission, vision, strategic distinctiveness and strategic goals statements.In late January or early February a stakeholders’ conference will be held to initiate the process to finalize the mission, vision, strategic distinctiveness and strategic goals statements. This Conference will again include a large group of people, if they so choose.This Conference will again include a large group of people, if they so choose.

19. Estimated Timelines In March or early April a final stakeholders’ conference will be held to give near final input on the strategic goals and any unfinished planning statement.In March or early April a final stakeholders’ conference will be held to give near final input on the strategic goals and any unfinished planning statement. This conference will also be directed at identifying a preliminary list of initiatives within the various goals in addition to preliminary priorities among the initiatives.This conference will also be directed at identifying a preliminary list of initiatives within the various goals in addition to preliminary priorities among the initiatives.

20. Estimated Timelines The President’s Executive Staff will then begin the process of finalizing priorities, building steps within high priority initiatives and considering resource allocations.The President’s Executive Staff will then begin the process of finalizing priorities, building steps within high priority initiatives and considering resource allocations. These plans will be tested and discussed with the Strategic Planning and Resource Council.These plans will be tested and discussed with the Strategic Planning and Resource Council. The plan will be widely distributed.The plan will be widely distributed. The Strategic Planning and Resource Council will continue as an advisory body to the President as needed.The Strategic Planning and Resource Council will continue as an advisory body to the President as needed.

21. Achieve the Goals