strategic planning—tools and activities
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Strategic Planning
…demystified
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Definition
What it is:– Management tool– Choosing a desired future– Consciously responding to dynamic
environment– Process, not an event– Creative, interactive
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Pitfalls
What not to do:– Separating planning from experience and
planners from doers– Legitimizing of what is being done– Controlling future– Assuming the future is predictable– Reacting rather than interacting with
environment
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Assumptions
• Creating leadership’s commitment at the top– Entering the process without predetermined
solutions– Responding to the received input (avoid “managed
consensus”)– Working as a team
• Defining the planning process– Following a clear path– Deciding and agreeing on a timeline and how
decisions will be made
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Strategic Planning: The Path
Mon
itorin
g,
Eva
luat
ion,
A
ccou
ntab
ility
Action Planning
(Affecting Change) Goals Settin
g
Visioning
(Values, M
ission,
Vision)
Diagnostic Phase(Data Gathering)
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Diagnostic Phase
• Understanding the BIG pictureTOOLS:– Puzzling toward the future– SWOT
• Sharing perspectives
TOOLS:
– Stakeholder analysis (parents, students, faculty, alumni, staff, community partners)
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Diagnostic Phase: Puzzling toward the future
Economic Trends
Political Trends
Globalization
Demographics(Student Profiling)
Technology
Economic Trends
Political Trends
Globalization
Demographics(Student Profiling)
Technology
Subject Area Experts
Reconfigure Groups
LEARNING TEACHING
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Diagnostic Phase: SWOT
External Environment(Outside the organization)
External Environment (Within the organization but
outside the unit)
Internal Environment(Within the unit)
Strengths/Weaknesses
Internal Opportunities/Threats
External Opportunities/Threats
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Diagnostic Phase: Stakeholder Analysis
• Online bulletin boards and focus groups (alumni, community partners, parents)
• In-person focus groups (students, faculty, staff)
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Visioning
• ValuesTools:
• Values Audit• Cultural Assessment using affinity diagram
• MissionTools:
• Mindmap
• VisionTools:
• Affinity diagram
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Visioning: Values
• Values are the set of beliefs people share about how to operate in conducting business
• Values are behaviors that are truly lived
• Values are special, unique, lasting, enduring
• Values guide, align, and galvanize an organization
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Visioning: Mission
• Overall purpose or contribution to the society. • A clear statement of the reasons for being, and of the
functions and desires the organization is to meet and fulfill.
• Never completely achieved because it is the reason for existence and not a measurable goal.
• It shouldn’t be too narrow and focused on services. • More attention should be paid to meeting the needs
of the stakeholders. • Mission is not necessary what differentiates one
organization from another but what matters most to stakeholders.
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Mission: Mindmap
BENEFITS EXPECTATIONS
STAKEHOLDERS
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Visioning: Vision
• Provides a clear, easily understood image of a better future.
• Embodies values and directs the organization to what will be different and distinctive.
• Guides and inspires stakeholders but it’s not everlasting.
• May change every 5-10 years, just as the environment changes.
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Goals Setting
• Keep in mind – Values– Mission– Vision
• Go back to the diagnostic phase– Recommendations generated in SWOT analysis – Recommendations from the “Puzzling toward the future”
exercise– Stakeholder analysis outcomes
• Broad statement of a desirable and measurable result in achieving the organizational vision
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Action Planning
Strategic goal
Objective 1
Action step 1.1: Assigned to
Date due
Action step 1.2:Assigned to
Date due
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Monitoring, Evaluation, Accountability
• Monitoring = maximizing opportunities, cutting losses
• Evaluation = reporting on progress
• Accountability = built-in consequences and points of accountability, recognition and rewards
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Thank You!
Communication / Focus / Execution
Northern Arizona University
Planning and Institutional Research
(928) 523-7814