NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011 Strategic Planning for the Research...
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Transcript of NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011 Strategic Planning for the Research...
NCURA Region VI & VII Spring Meeting
Denver, Colorado
April 2011
Strategic Planning for the Research Administrator:
Presented By:
Rosemary MadnickAssistant Vice President, Research AdministrationLos Angeles Biomedical Research Institute
Wanda BowenAssistant Director, Office of Grants and Contracts AdministrationUniversity of Alaska, Fairbanks
A New Approach in an Era of Rapid Change
“Plans are useless, planning is everything”
Dwight D. Eisenhower
Keys Points
Introduction to Strategic Planning
Preparing for Strategic Planning
Conducting Strategic Planning
10-Step Strategic Planning Process
Agree on a strategic planning process
Identify organizational mandates
Clarify organizational mission and values
Establish an effective organizational vision
Assess internal and external environments
Identify strategic issues
10-Step Strategic Planning Process
Formulate plans of action to manage
issues
Review and adopt the plan
Develop an effective implementation
process
Reassess strategies and planning process
Introduction to Strategic Planning
Why Plan for Strategic Planning?Improves organizational focus among all
participants
Promotes collaboration across the entire organization
Defines measurements of success (and failure)
Translates strategies into projects and/or products
Fosters accountability among participants
Strategic PlanningA systematic process through which an organization agrees on,
and builds commitment among key stakeholders to, priorities that are essential to its mission and are responsive to its environment. – Allison & Kay, 2005
A creative process for identifying and accomplishing the most important actions in view of organizational strengths, weaknesses, opportunities and threats. – A.D. Chandler, 1962
A systematic way to manage change, create the best possible future, and guide the acquisition and allocation of resources to achieve priorities. – Connelly, 2005
Fundamental Questions to Ask?
Where are we now? (Assessment)
Where do we need to be? (Gap /Future End State)
How will we close the gap (Strategic Plan)
How will we monitor our progress?
A Good Strategic Plan Should…
Addresses critical performance issuesCreate the right balance between what the
organization id capable of doing vs. what the organization would like to do
Cover a sufficient time period to close the performance gap
Visionary – convey a desired future end stateFlexible – allow and accommodate changeGuide decision making at lower levels –
operational, tactical , individual
Introduction to Strategic Planning
Basic description of strategic planningBenefits of strategic planningWhen should strategic planning be doneBasic overview of various strategic planning
models
When To do Strategic Planning
Developing a new project, reorganization of a department, division, etc…
Strategic planning should be conducted at least once a year to be ready for the coming fiscal year
Basic Overview of Strategic Models
“Basic” Strategic Planning Issue-Based or Goal-Based PlanningAlignment ModelScenario Planning“Organic” or Self-Organizing Planning
Preparation for Strategic Planning
Preparation
Consultant or facilitator to help with planningWho should be Involved in the planningHow many planning meetings will be neededHow to ensure implementation of the new plan
Planning the Plan
Planning TeamTimeframeFormatGuidanceInputResearch (Internal)Research (External)Products
Consultant or Facilitator
Organization has not conducted a strategic plan before
There is no one in the organization with the sufficient skills
Inside facilitator will either inhibit participation from others or will not have the opportunity to fully participate
Leaders want an object voice
Who Should Be Involved in Planning?
Strategic planning should be conducted by a planning team. Consider the following:At least one person who has the authority to
make strategic decisions Involve those who are responsible for composing
& implementing the planInvolve someone to administrate the process
How many planning meetings?
Number and duration of planning meetingsScheduling of meetings
How to Ensure Implementation
Involve the people who will be responsible for implementing
Ensure the plan is realisticOrganize the overall strategic plan into smaller
action plans/work plansSpecify who is doing what and by whenSpecify and clarify the plan's implementation
roles and responsibilitiesCommunicate the role of follow-ups to the planDocument, distribute and review the planAlways ask for feedback/input
Conducting Strategic Planning
Developing a Mission Statement
The mission statement is a statement of purpose and business; why and for whom you exist.
Examples – Good and BadMission Statements
To Make People Happy
To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers
NASA
Walt Disney
Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization.
Too vague and and unclear. Need more descriptive information about what makes the organization special.
Developing a Vision Statement
A vision statement is the internal and external image of the future you seek to create: what you will look like if you were supremely successful.
Identifying Strategic Issues and Goals
SWOT analysisStrengthsWeaknessesOpportunitiesThreats
Assessment Model:S W O T
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
• Easy to Understand• Apply at any
organizational level
• Needs to be Analytical and Specific
• Be honest about your weaknesses
Good Points Possible Pitfalls
SWOT SWOT
Basics of Action Planning
Develop Action/Work Plans
Develop Objectives and Timelines
Strategic Goal Strategy Objective Responsibility Timeline
1. (Goal #1) 1.1 (first strategy to reach Goal #1)
1.1.1 (first objective to reach while implementing Strategy #1.1)
(who’s going to accomplish that objective)
(when the implementer is going to accomplish that objective)
Goals vs. ObjectivesGOALS OBJECTIVES
Very short statement, few words
Longer statement, more descriptive
Broad in scope Narrow in scope
Directly relates to the Mission Statement
Indirectly relates to the Mission Statement
Covers long time period (such as 10 years)
Covers short time period (such 1 year budget cycle)
Major Components of theStrategic Plan / Down to Action
Mission
Vision
Goals
Objectives
Measures
Why we existWhy we exist
What we want to beWhat we want to be
Indicators and Indicators and Monitors of successMonitors of success
Desired level of Desired level of performance and performance and timelinestimelines
Planned Actions to Planned Actions to Achieve Objectives Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in Specific outcomes expressed in measurable terms (NOT measurable terms (NOT activities)activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successfulWhat we must achieve to be successful
Writing and Communicating the Plan
Writing the planFormat the plan
Executive SummaryOrganizational DescriptionMission and Vision StatementGoals and StrategiesAppendices
Communicate the Plan
Monitoring and EvaluatingKey questions:
Goals and objectives being achievedGoals and objectives realisticAdequate resources to achieve goals
Frequency of monitoring and Evaluation
Reporting Results of Monitoring and Evaluation
Deviating from the plan
Changing the plan
Celebrating
Summary of Basic Principles that Guide & Inspire
Partnership
Collaboration
Stewardship
Excellence
Service
Professionalism
Some Final Thoughts
Integrate all components from the top to the bottom: Vision > Mission > Goals > Objectives > Measures > Targets > Initiatives > Action Plans > Budgets.
Get Early Wins (Quick Kills) to create some momentum
Seek external expertise (where possible and permissible)
Articulate your requirements to senior leadership if they are really serious about strategic execution
Contact Information
Rosemary MadnickAssistant Vice President, Research AdministrationLos Angeles Biomedical Research Institute1124 West Carson StreetTorrance, CA [email protected]
Wanda BowenAssistant Director, Office of Grants and ContractsUniversity of Alaska Fairbanks109 Administrative Service CenterFairbanks, AK [email protected]
DefinitionsMission – The reason that the institution exists
Vision – What you want to look like in the future.
Core Values – Statements of what defines the institution and gives it soul. These can clarify and resolve issues.
Goals – Broad statements of what the institution hopes to achieve (5-7 goals)
Objectives – Outcome based objectives are specific and measurable statements of results. These can best be expressed in how a project will influence behavior. Belief or attitude (3-5/goal).
Initiatives/Tasks – Specific programs, projects or activities that will occur to advance each goal. Initiatives are owned by groups, teams and/or individuals responsible for implementation (3-5/objective).
QUESTIONS
THANK YOU