Strategic Planning for an Academic Institution: A Peregrine Academic Services Seminar.
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Transcript of Strategic Planning for an Academic Institution: A Peregrine Academic Services Seminar.
Strategic Planning for an Academic Institution:
A Peregrine Academic Services Seminar
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Communicates goals/objectives to organization’s constituents.
Clearly defines organizational purpose, establishes realistic goals/objectives consistent with mission
Develops a sense of ownership of the plan.
Ensures effective use of organization’s resources by focusing on the key priorities.
Benefits of Strategic Planning
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6 Brings together everyone’s best and most reasoned efforts; helps build consensus about where the organization is going.
Provides a base from which progress can be measured and establishes a mechanism for informed change when needed.
Benefits of Strategic Planning
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 PlanDescription 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.)
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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.
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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.
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TOP 9 STRATEGIC PLANNING
CHALLENGES (AND OPPORTUNITIES)
IN HIGHER EDUCATION
Strategic Planning for an Academic Institution:
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/SchedulingWhat 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?
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 treesWhat 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
focusWhat 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
1. Where are you now?
2. Where do you want to be?
3. How will you get there?
4. Did you make it?
University or College
Business School, Department or Program
Strategic Planning Activity
Strategic Goals
Strategic Objectives
Action Plans
An Academic Visual…..
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
1. Must be a collaborative process –
diversity helps ensure the broadest
possibility for innovation and new
ideas
2. Must be on-going and continuous
3. Ground your plan in your Mission,
Vision, and Values1 of 2
Strategic Planning Essentials
4. Use constant self-evaluation and
controls
5. Must be open and transparent to all
stakeholders, internal and external
6. Focus on the long-term overall, but
short-term in the execution of the plan2 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
Students (future, current, alumni)
Families
Donors
Employers
Community
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• President• 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 PositionStrategic ChallengesStrategic AdvantagesStakeholder Requirements
Assessment PlanRepeatable ProcessesFeedback Loop
Systematic & effective designLinkages across the universityCascading , 2-way communicationWorkforce engagement
A Strategic Planning Cycle Example
Create & deploy action plans &
identify metrics
Discussion & Dissemination
Review/Revise Vision, Mission, SWOT, Inputs,
Strategic Goals & Objectives
Approves annual
update of Strategic
Plan
Departments & Divisions deploy metrics & collect
data
Institutional Research analyzes data & generates
report (Dashboard)
Assess performance gaps & make
recommendations Planning Group
Fosters AgilityRepeatable Process
Mid-course correctionsTied to Budget Cycle
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
December & May
Step 8: Evaluate report, assess gaps & make recommendations
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. 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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
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?
1. Clarify Your Mission/Vision/Values
2. Conduct a Strategic Assessment (SWOT)
3. Define the Planning Scope
4. Identify the Planning Process
a) Integration of Institutional Plans with the
Business Unit Plans
b) Develop a practical process for the Business unit,
both the annual planning cycle and the long-term
planning process
Where Are You Now?
1. 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 YourMission/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 YourMission/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 YourMission/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?
2. Strategic Assessment– S: Strengths
– W: Weaknesses
– O: Opportunities
– T: Threats
Strengths
Weaknesses
OpportunitiesThreats
Describe the Environment
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Based on consideration
for both internal and
external factors such as:• Your business unit
• Higher offices
• Regulatory environment
• Shareholders
• Community
• Political environment
• Financial
Figure 1- SWOT Analysis Exploring Internal/External Forces Impacting Institution
INTERNAL EXTERNAL
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?
3. 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?
4. Identify the Planning Process
a) Integration of Institutional Plans with the
Business Unit Plans
b) 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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
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
Goal:
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:
1. Leadership (Standard 1)
2. Planning & Continuous Improvement (Standard 2)
3. Student & Stakeholder Satisfaction (Standard 3)
4. Student Learning & Performance (Standard 4)
5. Human Resources (Standard 5)
6. 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:
1. Educational Services Offered
2. Finances
3. Employees/Staff/Faculty
4. Stakeholder Engagement & Management
5. 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
Consider how you will map, or crosswalk, what you are doing with the Business Unit relative to the institution and relative to accreditation requirements.
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.
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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
How Will You Get There?
Objectives: – 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 ObjectivesSTRATEGIC GOAL: Design, develop, and implement a comprehensive stakeholder management plan that engages all our strategic partners and ensures their support for our efforts.
1. 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
1. 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)
Comments/Notes
1. STRATEGIC OBJECTIVE 3. Develop and maintain stakeholder-specific listening and learning methods – Criterion 3.c.
Action Plan Accountability Resource Requirements Metric
Planning Horizon & Deadline
KPI (Performance Target)
Comments/Notes
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
1. 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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
Did You Make It?
1. 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?
2. Where Do You Want to
Be?
3. How Will You Get There?
4. Did You Make It?
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!