strategic planning for the business unit: an acbsp seminar ... · purpose of the workshop the...

Strategic Planning for the Business Unit:

An ACBSP Seminar Series Workshop

Strategy without tactics is the

slowest route to victory.

Tactics without strategy is the

noise before defeat.

Sun Tzu

1

2

3

4

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

5

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 business unit.

There are special challenges as the academic

business unit 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.

Strategic Planning is Standard Two of the ACBSP

Standards and Criteria leading to accredited status.

The 2012-2013 Seminar Series focuses on this

important topic.

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.

But Wait – We are trying to

DO and PLAN at the same

time. How is that possible?

Well, it’s a bit like

building the airplane,

in the air….

C:/Academics/11 - Strategic Planning/Building Planes.mpa

Annette E. Craven, Ph.D., CPA Dr. Craven has more than 30 years of experience in organizational

development, governance, strategic planning, assessment, and quality

improvement.

•Ph.D. in Administration & Human Communications

•Masters of HR; M.Ed. In Adult Training & Development

•Licensed Certified Public Accountant

•Malcolm National Quality Program Examiner, 2007-2009; 2011-2012

•Founding and managing partner of QPR Associates, LLC.

University of the Incarnate Word, San Antonio, TX

Professor of Management

Faculty Senate President

Board of Trustees

Executive Council

University Planning Committee

Futuring Committee, and

Academic Leadership Team

Senate Executive Committee.

ACBSP Past President

Under her leadership as president of

ACBSP, the Committee for Scholar-

Practitioners was formed and the

first scholarly journal, The Annual

Edition: Recognizing Excellence in

Business Education, created.

Olin O. Oedekoven, Ph.D. – President & CEO

Dr. Olin O. Oedekoven has over 30 years of leadership experience at

all organizational levels from first-line leader through strategic

leadership. Olin has extensive work experience in both the public and

private sectors with a comprehensive background in management,

business administration, and organizational leadership.

Olin graduated from South Dakota State University with a B.S. in

Wildlife and Fisheries Sciences. He then attended the University of

Wyoming where he received a Master's degree in Wildlife

Management. Olin continued his formal education with Northcentral

University where he received both an MBA and his Doctorate in

Business Administration with specializations in Management and

Public Administration. Olin completed a post-doctoral program in

human resource management.

Olin is a graduate of the Army Command and General Staff College and the U.S. Army War

College where he received a Master's Degree in Strategic Studies. His military experience

includes senior staff, battalion command, and brigade command assignments. Olin retired

from the National Guard in 2011 as a Brigadier General after nearly 33 years of military

service. In his last assignment, he was the Deputy Adjutant General for the Wyoming National

Guard, an organization with nearly 3,500 members.

Workshop Agenda

Day One (1pm-5pm with a dinner tonight at 6:30pm)

– Introductions (to each other and to the workshop)

– Kolb’s (1984) Module of Adult Learning

– Strategic Planning Definitions

– Strategic Planning in History

– Strategic Planning Challenges in Higher Education

– An Overview of the ACBSP Standard #2: Strategic Planning

– Strategic Planning: Processes and Models (Note: after each section, you will have 10-15 minutes to work on the associated element of the

strategic plan)

Day Two: (8:30am-1pm with a box lunch)

– 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?

(Note: after each section, you will have 15-30 minutes to work on the associated element of the

strategic plan)

– Workshop Assessment

Workshop Administration • After the initial discussions regarding Standard #2 and

the Planning Process, we will present in detail each of

the 4 steps of the Strategic Planning Process. You will

then have 30-60 minutes to apply the information to your

specific strategic plan.

• We will use a collaborate process to help each other with

your specific strategic plans.

• Please feel free to rearrange and make yourself

comfortable so that you can work on your plan and

participate in the process.

The Strategic Planning Workbook

The workbook

includes two

items:

1. The

PowerPoint

Slides

2. A Word File

that includes

a Strategic

Planning

Template

A WORD OF CAUTION:

Understanding And Using The

Examples Shown In This Workshop

Strategic Planning for the Business

Unit:

A Hands-On Workshop

The Key To

understanding the

Examples in This

Seminar – don’t try

to go from step 1

to step 4 directly -

use the examples

provided in this

workshop to guide

your application of

the example

through your

refection and

conceptualization.

Kolb (1984) Module of Adult Learning

Don’t Forget Kolb’s (1984) Module of Adult

Learning!

Applying Kolb’s (1984)

Module of Adult Learning In other words, our goal is not to

necessarily provide you with THE right

answer – there are many right answers out

there and the goal of ACBSP is not to make

everyone be the same.

Instead, our goal is to stimulate your

thinking and then to help you apply these

concepts and principles to your specific

strategic plan and your planning efforts.

A Brief Glossary of Terms Used

in The Workshop


Unit:

A Hands-On Workshop

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



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



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

Table Exercise: For purposes of this workshop, the hierarchy of terms

is as follows:

Goals

Objectives

Action Plans (which include KPIs, Metrics, etc.)

In looking over your existing documents, particularly the institution’s

strategic plan, what terms are used to denote this same hierarchy?

We recommend that you use the same terms that exist with your

institution’s plan rather than have different terms in your business

unit plan compared to the institution’s plan.

Strategic Planning From

History: The 1941 Victory Plan


Unit:

A Hands-On Workshop

Who Were Some of the U.S. Heroes

During WWII?

http://images.google.com/imgres?imgurl=http://www.historyimages.com/WWII/photo-Eisenhower.gif&imgrefurl=http://www.historyimages.com/WWII/clipart.html&h=188&w=150&sz=21&tbnid=AAruXSx0K1kJ:&tbnh=96&tbnw=77&start=33&prev=/images?q=Eisenhower&start=20&hl=en&lr=&ie=UTF-8&sa=N

Major Albert C. Wedemeyer Major Albert Wedemeyer graduated

from West Point and served in China,

the Philippines, and Europe until World

War II.

As a staff officer in the war-plans

division of the U.S. War Department

(1941–43), he was the principal author

of the 1941 Victory Plan for U.S. entry

into the war and helped plan strategies

such as the Normandy Campaign.

He became chief of staff to Gen.

Chiang Kai-shek and commander of

U.S. forces in China (1944–46). He

retired in 1951 and was promoted to

general in 1954.

The Situation

It’s April, 1941. War is being fought around the world, but the U.S. is not directly committed to the fight. Public opinion is against U.S. involvement in a European or Asian war.

Your Army includes about 80,000 Regular soldiers and another 180,000 in the National Guard. Equipment is largely outdated compared to what is being used in the current fight.

War, for the U.S., appears imminent, but there is no plan for a total U.S. commitment.

Your Assignment

You have just started a new

job working in the Plans

Department for the Army in

Washington DC.

Your staff is small, just 43

people, for an organization

of 260,000 people.

Not many of you have had a lot

of experience in planning

and decision making.

Your Mission

Chief of Staff of the Army, George C. Marshall, issues his order:

“We are continually receiving suggestions as to increases and

changes in armament, bombers, etc., along with suggestions of

a more far-reaching nature. To provide a base of departure for

meeting these proposals, we should have a more clear-cut

strategic estimate of our situation from a ground, air, and naval

viewpoint.

With such an estimate kept up to date, the various organizational,

tactical, and strategic questions which are constantly arising

could be answered with more consistency than at present.

Please contact other divisions and take the necessary steps to

have an estimate prepared to be submitted to me in the rough.

It should be brief.”

How MAJ Wedemeyer Planned

Strategic Planning: – What is the mission and vision

for the U.S?

– What are our strategic military goals?

– What is the military strategy to meet the national goals?

– What military forces will be needed to meet the strategy?

– How will those forces be constituted, equipped, and trained?

What MAJ Wedemeyer Developed The Victory Plan (A 14 Page

Document)

• Main effort in Europe

• Supporting effort in the

Pacific

• 12-14 Million people

would be needed for the

U.S. Army, Air Corps, and

the Navy

• Estimated the number of

vehicles, aircraft, and

ships needed for the war.

How well did MAJ Wedemeyer do?

Actual vs. Estimate

• Army: 8,157,386 vs.

8,795,658

• Divisions: 90 vs. 215

• Correct with number of

tanks, ships, and aircraft

• Over-estimated the number

of tank destroyers and total

vehicles needed

• High operational fit

between the plan and the

actual conduct of the war

Why did MAJ Wedemeyer do so well?

Used a deliberate and

established process

for:

– Examining the

problem

– Organizing his staff

– Collecting needed

data

– Analyzing available

information

– Producing the plan

What Can We Learn from this Historical

Example of Strategic Planning?

• Team effort is essential, synergy!

• Must use a deliberate process for

strategic planning.

• Even complex plans with global

implications do not have to be lengthy;

shorter is usually better.

• Technology helps, but don’t let

technology dictate the plan and

planning success.

Table Exercise: Consider your Business

Unit’s and/or Institution’s history with its

strategic plan and/or planning efforts.

Specifically, what do you want to SUSTAIN

and what do you want to IMPROVE?

TOP 10 STRATEGIC PLANNING

CHALLENGES (AND OPPORTUNITIES)

IN HIGHER EDUCATION


Unit:

A Hands-On Workshop

My challenge? You have no idea

about the staff and faculty that I

have to deal with (said one

workshop participant).

Well, I’m sure it’s a

bit like trying to herd

cats….

C:/Academics/11 - Strategic Planning/Cat Herding.mov

Challenge #1: Translating the Institution’s Strategic

Plan into the Business Unit’s Operational Plan

Potential Issues:

• Terminology Used

• Model vs. Process

• Discerning what is

relevant for the

Business Unit and

what is not relevant

• Timing/Cycle What can you do to help overcome this

challenge and perhaps even turn it into an

opportunity?

Challenge #2: 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


opportunity?

Challenge #3: 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


opportunity?

Challenge #4: Shifting the academic culture from one

of reactive to one of proactive

Potential Issues:

• Time Management

• Resource

constraints

• Established

paradigms



opportunity?

Challenge #5: 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


opportunity?

Challenge #6: 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


opportunity?

Challenge #7: 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


opportunity?

Challenge #8: 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


opportunity?

Challenge #9: New Personnel & Old Personnel

Potential Issues:

• New personnel

might be too eager

for change

• Old personnel are

reluctant to change

anything



opportunity?

Challenge #10: 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


opportunity?

Table Exercise: Take a few moments to list out

your specific strategic planning challenges.

Consider how you might be able to address

these challenges and translate them into

opportunities for you and your teams.

ACBSP STANDARD #2: STRATEGIC

PLANNING


Unit:

A Hands-On Workshop

1. The business

school or program

must have a process

for setting strategic

directions to better

address key student

and program

performance

requirements.

3. It should also

create an

environment that

encourages and

recognizes

innovation and creativity.

2. The strategy

development process

should lead to an

action plan for

deploying and aligning

key plan performance

requirements.

Standard Two – Strategic Planning

Why Strategic Planning?

Standard #2 Strategic

Planning is the King-

Pin to all the other

standards

Synergism of the

accreditation standards

Standard #2 Strategic Planning

King-Pin to all the other standards

Linkage and Integration

– Standard #1 Leadership is linked to

– Standard #2 Strategic Planning is linked to

– All the other standards

• Standard #1

• Standard #3

• Standard #4

• Standard #5

• Standard #6

Synergism

Synergism of the

accreditation standards

– The whole of the accreditation

standards is greater then the

sum of all the parts

– Standard #2 Strategic

Planning builds on the

synergy of all the other

standards

An Example of a Standard #2

Submission

The following slides

include excerpts

from a university’s

recently submitted

self-study. It is an

example of a good

strategic planning

process and plan.

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Filial

Chapter 2 Strategic Planning

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Evolution

5-year operation, 395 students, and

two programs among others

Goals reconsideration for

advanced achievement

Ten-year operation, 1000 students, our own building, 12 programs, and National and International accreditation.

Consolidation Growing City project

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Evolution

5-year operation, 395 students, and

two programs among others

Goals reconsideration for

advanced achievement

Ten-year operation, 1000 students, our own building, 12 programs, and National and International accreditation.

Consolidation Growing City project

First, the institution

described its

macro-level

process, the

strategic overview

and broad vision

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St2.1. The business unit must have a formal process which determines its strategic

orientation, as well as formulating and implementing the action plans and the way

as innovation and creativity are promoted.

Mission, Vision and Institutional Values

Strategic planning model

External variables analysis

Internal Variables Analysis

ERIC

Strategic objectives and variables

Specific objectives

Action plans

Indicators

Balanced Score Card

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St2.1. The business unit must have a formal process which determines its strategic

orientation, as well as formulating and implementing the action plans and the way

as innovation and creativity are promoted.

Mission, Vision and Institutional Values

Strategic planning model

External variables analysis

Internal Variables Analysis

ERIC

Strategic objectives and variables

Specific objectives

Action plans

Indicators

Balanced Score Card

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Next, the institution

described its

planning model.

This is how the

institution thinks

through its strategic

planning.

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Strategic Planning

Process

Strategic planning sessions with the president,

directors and each area chair.

CCB revision of the strategic planning and budget

Strategic plan disclosure.

Projects and activities assignment to the areas. Management Indicators

establishment.

Follow-up of Projects and activities indicators.

Projects and new proposals revision.

Improvements statement.

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Strategic Planning

Process

Strategic planning sessions with the president,

directors and each area chair.

CCB revision of the strategic planning and budget

Strategic plan disclosure.

Projects and activities assignment to the areas. Management Indicators

establishment.

Follow-up of Projects and activities indicators.

Projects and new proposals revision.

Improvements statement.

Third, the institution

described its

planning process.

Typically, a process

is time-bound to

show when/how

specific actions are

taken

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Uniempresarial plan for 2025

1. Uniempresarial

Surroundings

2. Planning workshop

3. Everybody builds up

Uniempresarial

4. Variables redefinition

5. Directive Board

6. Construction of 2012 Budget and Investment

plan 2015

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Uniempresarial plan for 2025

1. Uniempresarial

Surroundings

2. Planning workshop

3. Everybody builds up

Uniempresarial

4. Variables redefinition

5. Directive Board

6. Construction of 2012 Budget and Investment

plan 2015

Here, the institution

described how

various inputs are

used to develop the

strategic plan.

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St2.1.a. The faculty members and the business unit staff must have a significant

contribution in the strategic planning process-

Stakeholder Form of participation Mechanism

CCB Budget and Strategic plan approval Meetings

Professors Proposals and ideas for the strategic

plan

Participation

workshops

Students Proposals and ideas for the strategic

plan

Participation

workshops

President In the whole process Meetings and

workshops.

University Directive

Board

Budget and Strategic plan approval Meetings

Collaborators Proposals and ideas for the strategic

plan

Participation

workshops

Business people Proposals and ideas for the strategic

plan

Participation

workshops

Alumni Proposals and ideas for the strategic

plan

Participation

workshops

Groups participating in planning

Students Collaborator

s

Alumni Business

people

143 28 33 14

Total: 221 people

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St2.1.a. The faculty members and the business unit staff must have a significant

contribution in the strategic planning process-

Stakeholder Form of participation Mechanism

CCB Budget and Strategic plan approval Meetings

Professors Proposals and ideas for the strategic

plan

Participation

workshops

Students Proposals and ideas for the strategic

plan

Participation

workshops

President In the whole process Meetings and

workshops.

University Directive

Board

Budget and Strategic plan approval Meetings

Collaborators Proposals and ideas for the strategic

plan

Participation

workshops

Business people Proposals and ideas for the strategic

plan

Participation

workshops

Alumni Proposals and ideas for the strategic

plan

Participation

workshops

Groups participating in planning

Students Collaborator

s

Alumni Business

people

143 28 33 14

Total: 221 people


Showed how

specific stakeholder

groups contributed

to the strategic

plan.

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St2.2.a. Strategic Action Plans must be centered on short and long term

objectives.

ACTION PLANS

SHORT TERM PLANS Enhance the students permanence, working for the community integral development through appropriate

programs, services, spaces and environments, strengthening the cognitive, physical, emotional, social and

spiritual (principles and values), and ethical dimensions, guiding them to the professional success, self-

achievement, and life quality improvement.

Provide students, teachers and collaborators with the necessary tools to complement the academic and

administrative processes, taking advantage of the current technological resources.

Consolidate the institution as a referent Business University for the different stakeholders.

Environmental sustainability as a model to follow for the other Higher Education Institutions

To sign agreements in order to get resources from international cooperation and favor mobility.

Start the School of Technologies. With innovative, pertinent, and business impact programs.

LONG TERM PLANS Offer an accredited, innovative and relevant academic-business portfolio, according to the needs of target

groups.

Consolidate the Institution as a referent Business University for the different stakeholders.

Strengthen the leadership of the University under governance.

Make the learning process effective through the use of technology from daily use.

Guarantee the resources to optimize the project operation and development.

Train, attract and keep the best Human Talent.

Develop global competences into the Uniempresarial’s community.

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St2.2.a. Strategic Action Plans must be centered on short and long term

objectives.

ACTION PLANS

SHORT TERM PLANS Enhance the students permanence, working for the community integral development through appropriate

programs, services, spaces and environments, strengthening the cognitive, physical, emotional, social and

spiritual (principles and values), and ethical dimensions, guiding them to the professional success, self-

achievement, and life quality improvement.

Provide students, teachers and collaborators with the necessary tools to complement the academic and

administrative processes, taking advantage of the current technological resources.

Consolidate the institution as a referent Business University for the different stakeholders.

Environmental sustainability as a model to follow for the other Higher Education Institutions

To sign agreements in order to get resources from international cooperation and favor mobility.

Start the School of Technologies. With innovative, pertinent, and business impact programs.

LONG TERM PLANS Offer an accredited, innovative and relevant academic-business portfolio, according to the needs of target

groups.

Consolidate the Institution as a referent Business University for the different stakeholders.

Strengthen the leadership of the University under governance.

Make the learning process effective through the use of technology from daily use.

Guarantee the resources to optimize the project operation and development.

Train, attract and keep the best Human Talent.

Develop global competences into the Uniempresarial’s community.


articulated its long-

term and short-term

action plans

(objectives)

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S2.2.b. The business unit has established performance measurements to measure

the progress related to the strategic action plans.

ACTION PLANS MEASUREMENTS

SHORT TERM PLANS MEASUREMENT GOAL

Enhance the students permanence, working for

the community integral development through

appropriate programs, services, spaces and

environments, strengthening the cognitive,

physical, emotional, social and spiritual (principles

and values), and ethical dimensions, guiding them

to the professional success, self-achievement, and

life quality improvement.

Desertion percentage of

students considered in the

project.

Decrease three points of desertion.

Provide students, teachers and collaborators with

the necessary tools to complement the academic

and administrative processes, taking advantage of

the current technological resources.

Number of people using

technological tools /

Number of people into the

UE community

Usage of digital tools by students, faculty

members, and collaborators will be at least

80%.

Consolidate the institution as a referent Business

University for the different stakeholders.

Number of people enrolled

in the carrying-out period of

the positioning project.

By the end of 2012 there must be 490

students enrolled in undergraduate programs

and 100 students in postgraduate programs.

Environmental sustainability as a model to follow

for the other Higher Education Institutions

Sustainability of the

environmental management

project.

Project development accomplished by

December 2012.

To sign agreements in order to get resources from

international cooperation and favor mobility.

Number of agreements

signed per year.

5 agreements at least.

Start the School of Technologies with innovative,

pertinent, and business impact programs.

Number of students into

the technology programs.

Creation and implementation of the School of

Technologies by December 2012.

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S2.2.b. The business unit has established performance measurements to measure

the progress related to the strategic action plans.

ACTION PLANS MEASUREMENTS

SHORT TERM PLANS MEASUREMENT GOAL

Enhance the students permanence, working for

the community integral development through

appropriate programs, services, spaces and

environments, strengthening the cognitive,

physical, emotional, social and spiritual (principles

and values), and ethical dimensions, guiding them

to the professional success, self-achievement, and

life quality improvement.

Desertion percentage of

students considered in the

project.

Decrease three points of desertion.

Provide students, teachers and collaborators with

the necessary tools to complement the academic

and administrative processes, taking advantage of

the current technological resources.

Number of people using

technological tools /

Number of people into the

UE community

Usage of digital tools by students, faculty

members, and collaborators will be at least

80%.

Consolidate the institution as a referent Business

University for the different stakeholders.

Number of people enrolled

in the carrying-out period of

the positioning project.

By the end of 2012 there must be 490

students enrolled in undergraduate programs

and 100 students in postgraduate programs.

Environmental sustainability as a model to follow

for the other Higher Education Institutions

Sustainability of the

environmental management

project.

Project development accomplished by

December 2012.

To sign agreements in order to get resources from

international cooperation and favor mobility.

Number of agreements

signed per year.

5 agreements at least.

Start the School of Technologies with innovative,

pertinent, and business impact programs.

Number of students into

the technology programs.

Creation and implementation of the School of

Technologies by December 2012.

This is where the

institution showed

how they measure

and track their plan.

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St2.2.c. The unit’s Direction must make the strategic objectives, action plans and

measurements known.

Stakeholders Strategy to make known. Frequency

Alumni Group talks to tell them the strategic guidelines and to

get their feedback about the relevant topics. The

strategic plan is published on the web.

Yearly

Faculty

members

Firstly, workshops are developed in order to get

information about strategic issues for the University and

to tell them the corresponding guidelines. On the other

side, the University send the “En Contacto” on-line

bulletin with the information about accomplished

strategic planning, this is published every two months

(externally( and every week (internally). The strategic

plan is published on the web.

Yearly and FDD

Collaborators As well as Faculty Members, they participate in

workshops for relevant information, they also get the

bulletin “En Contacto” and the plan is published on the

web.

Yearly

Chamber of

Commerce

Some meetings are held in order to talk about issues

related to strategy, budget, and the direction of the

University.

Yearly

Business

people

Meetings and workshops for relevant information. Yearly and FDI

Suppliers Strategic plan on line for their reference. Yearly

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St2.2.c. The unit’s Direction must make the strategic objectives, action plans and

measurements known.

Stakeholders Strategy to make known. Frequency

Alumni Group talks to tell them the strategic guidelines and to

get their feedback about the relevant topics. The

strategic plan is published on the web.

Yearly

Faculty

members

Firstly, workshops are developed in order to get

information about strategic issues for the University and

to tell them the corresponding guidelines. On the other

side, the University send the “En Contacto” on-line

bulletin with the information about accomplished

strategic planning, this is published every two months

(externally( and every week (internally). The strategic

plan is published on the web.

Yearly and FDD

Collaborators As well as Faculty Members, they participate in

workshops for relevant information, they also get the

bulletin “En Contacto” and the plan is published on the

web.

Yearly

Chamber of

Commerce

Some meetings are held in order to talk about issues

related to strategy, budget, and the direction of the

University.

Yearly

Business

people

Meetings and workshops for relevant information. Yearly and FDI

Suppliers Strategic plan on line for their reference. Yearly

Finally, this slide

describes the

ongoing strategic

planning process.

Poor Example

Figure 2.3

Table for Action Plan Measurement

• Undergraduate Action Plans Key Measures

– Drop management major Number of majors

– Change computer skills curriculum Coordinate with computer department

– Limit KBI enrollment Number of students in KBI

• MBA Action Plans Key Measures

– Combine business communication basics Academic

backgrounds of incoming students

– Add marketing curriculum Stakeholder desires

– Add ethics curriculum Stakeholder desires

Poor Example

Figure 2.3

Table for Action Plan Measurement

• Undergraduate Action Plans Key Measures

– Drop management major Number of majors

– Change computer skills curriculum Coordinate with computer department

– Limit KBI enrollment Number of students in KBI

• MBA Action Plans Key Measures

– Combine business communication basics Academic

backgrounds of incoming students

– Add marketing curriculum Stakeholder desires

– Add ethics curriculum Stakeholder desires

What do you see

that makes this a

poor plan?

In Summary, ACBSP Strategic

Planning Is:

• Systematic Approach

– A model that is repeatable and improvable

• Deployment

– Implementation

• Results

– Trend data over time and evaluate results

– Learn from the results

• Improvement

– Continuous improvement

– Breakthrough improvement

Criterion 2.1. The business unit must have a

formal process by which its strategic

direction is determined, its action plans are

formulated and deployed, and innovation and

creativity are encouraged.

Table Exercise: Describe your formal

process and model for strategic planning.

So, back home I have to deal with a

multitude of issues and problems

that impact our strategic planning

efforts. Any suggestions?

Understandably, it’s

often the small things

that impact us the

most….

C:/Academics/11 - Strategic Planning/Running with the Sqirrels.mov

STRATEGIC PLANNING:

AN OVERVIEW


Unit:

A Hands-On Workshop

"If you are planning for one year, grow rice.

If you are planning for 20 years grow trees.

If you are planning for centuries, grow

leaders".

- Chinese Proverb

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 Values 1 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 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

Students (future,

current, alumni)

D

o

n

o

r

s

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 Position

Strategic Challenges

Strategic Advantages

Stakeholder Requirements

Assessment Plan

Repeatable Processes

Feedback Loop

Systematic & effective design

Linkages across the university

Cascading , 2-way communication

Workforce 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 Agility

Repeatable Process

Mid-course corrections

Tied 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

Table Exercise: Consider what we have just discussed

relative to your strategic planning: process and model.

Look back now on the process/model you developed in

the last exercise.

Update, revise, and/or expand your model accordingly.

Consider:

• The Approach you will Use

• Timelines, Deadlines, and Milestones

• Ground Rules and Engagement

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.



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).



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.



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.



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)



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.

It seems that this strategic planning

model and process is very complex.

It’s almost like Mission Impossible.

Perhaps a lesson

from one of our furry

friends might help….

C:/Academics/11 - Strategic Planning/MissionImpossibleSquirrell.wmv

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 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.

Evaluating the Mission/Vision/Values:

The Ashridge Model

The Mission/Vision/Values statement(s) should consist of four elements:

• Purpose

• Values

• Strategies

• Behavior standards

For Example:

• Purpose “we create value for our shareholders”

• Values “We work with energy, passion, and respect for the individual”

• Strategy “expertise to create transport-related products and services of superior quality”

• Behavior Standards “quality, safety and environmental care”

UIW Mission Statement The first Sisters of Charity of the Incarnate Word, three young French women

motivated by the love of God and their recognition of God’s presence in each person, came to San Antonio in 1869 to minister to the sick and poor. Their spirit of Christian service is perpetuated in the University of the Incarnate Word primarily through teaching and scholarship. Inspired by Judeo-Christian values, the University aims to educate men and women who will become concerned and enlightened citizens.

The University is committed to educational excellence in a context of faith in Jesus Christ, the Incarnate Word of God. It promotes life-long learning and fosters the development of the whole person. The faculty and students support one another in the search for and the communication of truth. The University is open to thoughtful innovation that serves ever more effectively the spiritual and material needs of people. The curriculum offers students an integrated program of liberal arts and professional studies that includes a global perspective and an emphasis on social justice and community service.

The University of the Incarnate Word is a Catholic institution that welcomes to its community persons of diverse backgrounds, in the belief that their respective interaction advances the discovery of truth, mutual understanding, self-realization, and the common good.

Purpose

Values

Strategies

Behaviors

Table Exercise: Use the Ashridge Model

to analyze your Mission/Vision/Values

Statement(s)

A mission statement should consist of four elements:

1. Purpose

2. Values

3. Strategies

4. Behavior standards

Where Are You Now?

2. Strategic Assessment

– S: Strengths

– W: Weaknesses

– O: Opportunities

– T: Threats

Strengths

Weaknesses

Opportunities Threats

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

Table Exercise: Identify at least

one Strength, one Weakness, one

Opportunity and one Threat for

your business unit.

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



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


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)


template provided or

your own document to

update/create the

elements previously

discussed for your

strategic plan (GOALS).

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.

Table Exercise: Consider two areas of the strategic plan:

1. How you will crosswalk your plan with the institution’s

plan

2. Your strategic forecast

Update/revise your plan as needed to take into

consideration these two important concepts.

First it was just strategic

planning, and now you want me

to crosswalk and do the math?

Consider this math

problem; maybe this

will help you out….

C:/Academics/11 - Strategic Planning/ma-pa-kettel-math.wmv

STEP #3: HOW WILL YOU GET THERE?

OBJECTIVES, ACTION PLANS, AND STRATEGY



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 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.

1. STRATEGIC OBJECTIVE 1. Define and segment the target student market(s) – Criterion 3.a.


Planning

Horizon &

Deadline

KPI (Performance

Target)

Comments/Notes

1. STRATEGIC OBJECTIVE 2. Identify and assess student and stakeholder requirements and expectations – Criterion 3.b.


Planning

Horizon &

Deadline

KPI (Performance

Target)

Comments/Notes

1. STRATEGIC OBJECTIVE 3. Develop and maintain stakeholder-specific listening and learning methods – Criterion 3.c.


Planning

Horizon &

Deadline

KPI (Performance

Target)

Comments/Notes


• 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

Adminis

tration > 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.


template provided or your

own document to

update/create the elements

previously discussed for

your strategic 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.


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.


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.


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.

Table Exercise: Based upon

your strategic forecast, what

contingencies might you want

to plan for and what are the

trigger events for these

contingencies?

STEP #4: DID YOU MAKE IT?

EVALUATION & ASSESSMENT



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.

The Role of the

Accreditation/Assessment Committee

• Most business units have an established

accreditation/assessment committee. It is important

that this committee support the strategic plan, but that

they do not become the strategic plan.

• In other words, be sure that this committee

understands their role within the strategic planning

process, which is to provide recommendations to

decision-makers based upon the data and their data

analysis.

Updating the Strategic Plan

• Goals: Translate into 4-6 high level items

•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)

• Objectives: Evaluate & update

•SMART

•Operational Functions

•Department Definitions

•Core Competencies


Action Plans: description of action to be performed in

support of strategic objectives. Identify:

– Accountability

– Resource Requirements (Financial & HR)

– Metric

– Planning Horizon & Deadline

– KPI & Performance Target


Accountability: office(s) performing the

actions outlined in the action plan.

– Academic

– Administrative

– Governance

– Accreditation

Tied to Leadership Team


Resource Requirements: these are the

resource implications of completing the

action plan(s):

– Financial (operating/capital fund, new budget

funds, or grant funding)

– Human Resources (time and talent/capability

and capacity)

Tied to Budget and Human Resource Plan


Metric: What form of measurement will be used to

determine percentage of completion and/or success.

Should be part of university Assessment Plan.

– Quantitative (survey, number of items completed,

percentage earned, etc.)

– Qualitative (observation, document analysis, interviews,

etc.)

Tied to Institutional Research and University Assessment

Committee.


Planning Horizons:

– Long-Term (Strategic): More than 5 years

– Medium-Term (Tactical): 1-5 years

– Short-Term (Operational): 1 year

Deadline

– What is the planned completion date?

– When will it move from the strategic plan to the archived

strategic plan?

– When will a decision be made to go/no go?


Key Performance Indicator (KPI): What is your

measuring stick? Your benchmark?

– 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.


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.

Table Exercise: Use the template provided or

your own document to update/create the

elements previously discussed for your strategic

plan.

RECAP AND SUMMARY:

WHERE DO WE GO FROM HERE?

Strategic Planning for the Business Unit

A Hands-On Workshop


1. Where Are

You Now?

2. Where Do

You Want to

Be?

3. How Will You

Get There?

4. Did You

Make It?

A Final Thought on Importance of

Leadership and Communications…

Consider this recent study of 23,000 employees:

• Only 37% have a clear understanding of what their

organization is trying to achieve and why.

• Only 1 in 5 was enthusiastic about their team's and

their organization's goal.

• Only 1 in 5 said they had a clear "line of sight"

between their tasks and their team's and

organization's goals.

• Only 15% felt their organization fully enables them to

execute key goals.

• Only 20% fully trusted the organization they worked

for.

What if this Team was a

Football Team?

The Consequences …

The researchers then compared the stats if they were

applied to a football team:

• Only 4 out of 11 players on the field would know which

end zone is theirs.

• Only 2 of the 11 would know what position they play

and what they are suppose to do.

• Only 2 out of 11 would care.

• All but 2 players would, in some way, be competing

against their own team, rather than the opponent.

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 the Business Unit.

WORKSHOP EVALUATION:

A FOCUS ON CONTINUOUS IMPROVEMENT

WITH ALL THAT WE DO


A Hands-On Workshop

Continuous Improvement

• We will now conduct an after action review

(AAR) of the training session to identify areas to

sustain and areas to improve.

• The AAR is a tool for continuous improvement

that you can readily employ in your work

situation.

• We appreciate your honest feedback regarding

the workshop, its contents, and how the

workshop was conducted.

The AAR – 4 Basic Questions

1. What were we supposed to do?

2. What did we do?

3. What should we sustain?

4. What should we improve?

Training Evaluation

• Areas to Sustain

• Areas to Improve

Please complete a written AAR

Strategic Planning for the Business Unit: An

ACBSP Seminar Series Workshop

Facilitated By:

Annette E. Craven, Ph.D., University of the Incarnate Word

Olin O. Oedekoven, Ph.D., Peregrine Academic Services

SUPPLEMENTAL

MATERIAL


A Hands-On Workshop


Action Plan Description of action to be performed in support of strategic objectives.

Accountability Office(s) performing the actions outlined in the action plan.

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.

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.)

Planning Horizons Long-Term (Strategic): More than 5 years; Medium-Term (Tactical):1-5 years; Short-Term

(Operational): 1 year

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.

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.

STRATEGIC GOAL:

1. STRATEGIC OBJECTIVE 1.


Requirements Metric

Planning

Horizon &

Deadline

KPI

(Performance

Target)

Comments/Notes



Requirements Metric

Planning

Horizon &

Deadline

KPI

(Performance

Target)

Comments/Notes



Requirements Metric

Planning

Horizon &

Deadline

KPI

(Performance

Target)

Comments/Notes

strategic planning for the business unit: an acbsp seminar ... · purpose of the workshop the...

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