Establishing the strategic Planning game plan

2. AACC Vocational College Rectors Workshop - San Francisco, CA – April 2013 - Establishing the strategicPlanning game plan

3. Agenda • Establishing the charter for VULII • A Review of How Institutions Create a Strategic Plan • How to Achieve a Sustainable Differentiation • Linking Metrics with VULII Goals • Plan is of no value unless we Execute the Plan • Leading the Change • Putting this All Together with a Timeline • Appendices: • Creating a Center of Excellence Focus • Creating Brand Image • Selling the Plan

4. 1. Establishing the charter for vulii

5. It Is Clear… • The Prime Minister has published an aggressive plan for Vietnam 2011-2020. • We enter a new strategic phase in the context of rapid changes and unexpected fluctuations. • New driving forces: • Expanding democracy in the economy • The Enterprise Law • Promoting privately-run economy • Stepping-up the SOE’s • Implementing administrative reforms Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”

6. It Is Clear… • Tendencies • Leaping development of science and technology • Formation of the Knowledge-based economy • Environmentally-friendly technologies • Deeper globalization and connectivity Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”

7. “Maximizing the human factor, considering the people the key resource and the target of development” • “Strongly developing production forces with increasingly high scientific and technological levels” Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”

8. General Goals • “Striving to turn our country basically into a modern industrialized country by 2020; with stable, democratic, rule-governed, and consensual politics – society… • Three breakthroughs: • Perfect the socialist-oriented market economy • Rapidly develop human resources • Build a comprehensive infrastructure Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”

9. Our Charter • Growth relies on applying new scientific and technological achievements and using skillful human resources and modern management skills. • The draft strategy sets the requirement of basic and comprehensive reform of the national education to increase the human resource’s quality. Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”

10. 2. How Institutions Create a Strategic Plan

11. Terminology I Use • To gain consensus: What How Goal Strategy Program Action Required Long Term Near Term

12. The 5 C’s Context SocialValues Rivals Technology Competitors Entrants Buyers Global FirmCompetencies Customers Substitutes Politics CoreProductAttributes Suppliers Economy Regulation Lifestyles

13. Fourteen Questions • What will allow us to achieve a Sustainable Differentiation? • Which of the 5C’s should we worry about and what can we do to mitigate? • Which of the Five Forces should we worry about and what can we do to mitigate?

14. Example: University of Malawi Plan2012-2017 • Strategic Goals (5) • Teaching and Learning • Research, Consultancy and Community • Capacity Building • Governance and Management • Finance and Resource Mobilization

15. Example: Nanyang Technological Institute NTU 2015 • Created their “Five Peaks of Excellence” • Building upon current strengths and heritage • Focus is on five areas: • Sustainability • Healthcare • New Media • Best of East and West • Innovation These are really Centers of Excellence

16. A Draft Outline of YOUR Strategic Plan i. Foreword by Rector • Executive Summary • Appropriate Charge from Government Agency • Current Status and Demographics • Institutional Focus • Curricular Focus • Growth Projections • Matching Industry Segments with Institutional Strengths • Overarching SWOT • Major Goals and Strategies • Overarching Goals & Strategies • Institutional Goals & Strategies • Centers of Excellence Strategies • Methods to Evaluate • Overarching Metrics • Institutional Metrics • Programs / Tasks and Timing • The Strategic Plan Roadmap • Resource Requirements • Staffing, Funding, Access, etc. • Strategic Linkages • Expected Outcomes

17. Key element of “winning the game” 3. How to Achieve a Sustainable Differentiation

18. Distinctive Competence • Distinctive Competence is a company strength which is difficult or impossible for competitors to duplicate, imitate or match. • Competencies can be based upon: • Tangible resources • Intangible resources • Capabilities

19. Critical Success Factors Unlike distinctive competencies, these are skills or resources necessary for survival, or to avoid suboptimal performance. Success factors can be identified by asking: • What does our customer want? • What skills do our competitors possess?

20. Characteristics of a Strategic Resource or Capability • Has value • Is rare • Is imperfectly imitatable • No substitutes

21. Who What How Strategic Planning andExecution Process Customer Structure Info & DecisionProcesses Task Rewards People Competencies Sustainable Advantage

22. We Must… • Define the overall GOALS for our institutions • Define the context and the environmental issues facing our institutions • Define the forces affecting our institutions

23. Fourteen Questions • What will allow us to achieve a Sustainable Differentiation? • Which of the 5C’s should we worry about and what can we do to mitigate? • Which of the Five Factors should we worry about and what can we do to mitigate? • What is AT LEAST 1 Distinctive Competency? • What Critical Success Factors do we need?

24. 4. Linking metrics with vulii goals

25. You Can’t ImproveWhat You Can’t Measure Classic Statement: • Dr. Peter Drucker

26. Performance Criteria • Guidelines from the QA Task: • We must set performance criteria at a reasonable level before we launch the effort • We must link: • Goal Measure Criterion Outcome

27. Establishing Synergy • Linking Strategic Planning with QA: What How Goal - Measurable Objective with Criterion and Outcomes Program Action Required Long Term Near Term Strategy

28. Looking at ASU’s Goals • Demonstrate American leadership in academic excellence and accessibility • Establish national standing in academic quality and impact of colleges and schools in every field • Establish ASU as a global center of interdisciplinary research, discovery and development by 2020 • Enhance our local impact and social embeddedness What do you see under each Goal?

29. Lag Indicators Classic, after-the-fact measures Tell what you have done Lead Indicators Novel predictors of performance Allows you to see “ahead” and lead to a plan. Lag and Lead Indicators Time Lag Indicators Respond Look Behind A Process / An Event Lead Indicators Predict Look Ahead

30. We Must… • Define the overall GOALS for our institutions • Define the context and the environmental issues facing our institutions • Define the forces affecting our institutions • We must define the overall METRICS

31. We Have Now a Frameworkfor Prioritization Goal Strategies For example: #1 – Achieve leadership development 1-2 Pursue large international funding to support Tasks Programs 1 - 2 – 1 Write proposal for Bi-national Science and Engineering

32. Using CETYS as an Example • Same Goal / Strategy / Program / Action framework • Generated Three (3) Goals (page 24 of their Strat Plan): • Inject Design and Innovation into curriculum • Achieve Applied Research superiority • Establish Brand Image • Each Goal then has Strategies (page 25) • 1-1 : Interactive workshops • 1-2 : Engineering building • 1-3 : Achieve ABET- equivalent certification • 1-4 : Impact teaching of STEM in high schools • Each Strategy then has Programs / Actions (page 26)

33. What I Am Hoping to See in June Goal Strategies For example: #6 –Infusion of English! 6-1 Work with MOET/MOLISA to identify English programs. Tasks Programs 6–1–1Participate in the ASU English Program sponsored by MOET/MOLISA. For Discussion Purposes Only!

34. Initial Set of Six (6) Goals • Conclusions from the May 2012 Workshop at ASU • Priorities coming from Vietnam workshop in December 2012: • Goals 1, 2 and 3 are TOP Priorities for all

35. Goal 1: Leadership Development • Goal: • Training leaders in modern and innovative institutional models that facilitate policy changes to meet requirements of national economic development and international integration by 2018. • Metrics: • Number of Rectors / Vice Rectors / Deans trained = 100% (80 – 100 total trained) • At least 25 “large” international projects funded related to leadership advancement • Many “large” domestic projects funded

36. Goal 2: Faculty Development • Goal: • For universities, training faculty in active teaching methodology, curriculum development, and English skills reaching regional standardization (e.g. AUN, …) or ABET/CDIO compliance creating a research capacity. • For vocational colleges, the same faculty development but with the focus on creating occupational skills • Metrics: • Up to 3000 faculty in universities and vocational colleges will be trained by HEEAP 2.0 • 80% of lecturers use active teaching methods • Average IELTS score of 5.0 (or equivalent TOEFL scores) for all 1400 faculty at the universities • 80% of Engineering Curriculum achieves ABET / CDIO compliance.

37. Goal 3: Curriculum, Labs and Infrastructure • Goal: • Establishing curriculum re-design and upgrading the infrastructure in cooperation with industry in order to improve the training quality that meets the demands of the high quality labor force. • Metrics: • 100% of curriculum is re-designed for HEEAP schools • 20% of HEEAP school budget comes from industry • 100% of courses equipped with modern equipment.

38. Goal 4: Distance Education • Goal: • Facilitate the access of large numbers of students and solve the large class issue by offering Distance Education supporting life long learning while achieving scale economies. • Metrics: • At least one distributed education media-based networked classroom in each university by 2014. • Offer distributed, on-line asynchronous course offerings at the universities and vocational colleges within HEEAP 2.0 by 2018. • Scalable on-line course design to support 10% of courses. • E-learning system access across 80% of Vietnam • 100% of lecturers and students at universities trained to use system

39. Goal 5: Diversity and InstructionalExpert Development • Goal: • Increase the role and participation of women in technical and engineering fields. • Metrics: • Achieve 10% female student population • Achieve 5% female faculty population by 2018. • Prepare females for university and vocational college leadership positions.

40. Goal 6: English • Goal: • To be regionally and globally competitive by improving the English proficiency of students and faculties in Engineering and Applied Technologies. • Metrics: • For universities and vocational schools in HEEAP 2.0, by 2018 we will have the following English certificates: • ____% of students at universities we will have a TOEFL score of 500 • ____% of students at vocational colleges we have a TOEIC score of 350-400 • ____% of all Engineering and Applied Technology training programs will be conducted in English • ______ number of English-speaking exchange students and faculty

41. Question • These Goals and Metrics were developed jointly with University and Vocational Colleges • Which are the MOST Relevant to the Vocational Colleges? • Which metrics are the MOST important to the Vocational Colleges?

42. Fourteen Questions • What will allow us to achieve a Sustainable Differentiation? • Which of the 5C’s should we worry about and what can we do to mitigate? • Which of the Five Factors should we worry about and what can we do to mitigate? • What is AT LEAST 1 Distinctive Competency? • What Critical Success Factors do we need? • Which GOALS are to be considered? • Clearly the 6 but are there others? 7. With what strategic metrics as targets?

43. Fourteen Question – cont. 8. What are the Strategies for the Goals? 9. What are the Programs to achieve Strategies? 10. How will you prioritize which Goals to pursue? • Highly recommend you focus on no more than 3

44. Exercise 1a • ACID TEST: • “If we accomplish each of the goals and achieve each of the metrics specified in this exercise, we will MEET the expectations of Vietnam and MOET / MOLISA!!!”

45. What We Learned at the ASUQA Workshop • We asked each of your QA Directors to address the needs for a successful QA enactment • We asked each of your QA Directors to address each of the Goal Metrics and determine: • Which do they collect today? • Which can they collect if a plan were in place? • Which will be the real challenges to capture?

46. VULII – Quality Assurance (QA) Needs AssessmentShelly Potts, Ph.D., Senior DirectorUniversity Office of Evaluation and Educational Effectiveness (UOEEE)

47. Purpose of the QA Needs Assessment

49. Developing the Metrics • Linking Strategic Planning with QA: What How Goal - Measurable Objective with Criterion and Outcomes Program Action Required Long Term Near Term Strategy

50. Objectives • Objectives differ from goals and activities • Objectives are…..