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THE INSTITUTE ON INSTITUTIONAL EFFECTIVENESS & ASSESSMENT STRATEGIC PLANNING AT SUSLA

THE INSTITUTE ON INSTITUTIONAL EFFECTIVENESS & ASSESSMENT STRATEGIC PLANNING AT SUSLA LEVERING CHANGE: CREATING AN ASSESSMENT CULTURE University Library Multi-Purpose Room, Second Floor Wednesday, September 5, 2007 1:00 p.m. – 3:00 p.m. Eva J. Harris

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THE INSTITUTE ON INSTITUTIONAL EFFECTIVENESS & ASSESSMENT STRATEGIC PLANNING AT SUSLA

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  1. THE INSTITUTE ON INSTITUTIONAL EFFECTIVENESS & ASSESSMENT STRATEGIC PLANNING AT SUSLA LEVERING CHANGE: CREATING AN ASSESSMENT CULTURE University Library Multi-Purpose Room, Second Floor Wednesday, September 5, 2007 1:00 p.m. – 3:00 p.m. Eva J. Harris Coordinator, Institutional Effectiveness & Assessment eharris@susla.edu (318) 429-7220

  2. House Keeping TIPS • Please turn off or silence your cell phones • Please save your questions until the end of the presentation Thank you for your attention today and participation.

  3. The Focus This presentation focuses on how the University can respond to a changing environment through an integrated planning model driven by mission and aligned by accountability.

  4. Creating a Community • BASIC BELIEF: The University cannot become honestly involved with its host communities until the University, itself, becomes a community.

  5. Strategic Planning and SUSLA WHY do strategic planning? If you don’t know where you are going, will any road get you there? Strategic Plan Business Plan Strategy Deployment Evaluation of Results Destination Road Map Detailed Directions Road Trip Pictures and Memories • Strategic plan is a document; strategic planning is more than • the process of developing the document.

  6. A Cautionary Tale WHERE ARE YOU IN THE EQUATION? People: Only 25% of managers have incentives linked to strategy. Management: 85% of executive teams spend less than 1 hour/month discussing strategy. 70% - 90% of organizations fail to execute strategy Future Direction: ONLY 5% of the workforce understands where the organization is going. Resources: 60% of organizations don’t link budgets to strategy.

  7. Strategic Management Vision and Mission -------------Communicate purpose and direction Strategy --------------------Set direction for future performance; Goals and Objectives define desired results. Measures and Targets -----------Determine how you will recognize results. Measure accomplishments. Feedback and Recognition --- Build a systematic process of accountability to reinforce what works and redirect what does not work (a Darwinian process).

  8. Strategic Management • Is - A management system that may require culture change - A living process that embodies the strategic plan - What you do - What you fund - What you track and monitor • Is not - A task - An initiative - A quick fix - Just a strategic plan, document, or performance measures - What you do when you aren’t doing your real job!

  9. Start by doing your homework: - Environmental scan - Strengths, Weakness, Opportunities, Threats (SWOT) analysis - Market research - Competitive analysis - Benchmarks - Gap analysis - Organizational assessment - Surveys, interviews, etc - Employee knowledge, skills, abilities, opinions - Past results Inform the Process

  10. Pick an appropriate planning horizon • Select an approach or framework (and terminology) • Involve the right people, throughout the process! • Develop the plan/strategy • Plan the details • Implement, implement, implement • Measure and learn • Update the plan Strategic Planning Process

  11. Did you achieve the desired results? -- Why or Why not? • What should you keep doing or do more of? • What should you stop doing? • What needs a new approach or changes process? • Who should be recognized or rewarded? • Who needs help, training, our resources to be successful? • Are your strategy and objectives still valid, or do they need to be updated? • DID YOUR CHEESE MOVE? …….. Evaluation and Learning

  12. Lead by senior management • Involve everyone in the process, from top to bottom in your area/department, including key stakeholders • Focus on desired results rather than functions • Align performance measures with strategic goals; include leading indicators • Treat strategic planning and performance management as a strategic tool to manage your business • Link strategy to resources, budget, incentives • Begin, then refine and expand • Keep it simple and focused Keys to Success

  13. Closing thought: – Strategic planning implies willingness to change…. Thank you!

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