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Strategic Planning: A 60 minute Overview David Cox The University of Memphis

Strategic Planning: A 60 minute Overview David Cox The University of Memphis. Audience Survey. Have you engaged in creating a strategic, academic, operational, or other plan on your campus?

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Strategic Planning: A 60 minute Overview David Cox The University of Memphis

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  1. Strategic Planning:A 60 minute OverviewDavid CoxThe University of Memphis

  2. Audience Survey • Have you engaged in creating a strategic, academic, operational, or other plan on your campus? • On a scale of 1-10, with 10 being the best outcomes possible, how would you rate that planning experience?

  3. What Planning Is Not…. A blue print

  4. What Planning Is Not…. A set of platitudes

  5. What Planning is Not… The personal vision of the president or the board

  6. What Planning is Not… Done once at a retreat

  7. Planning is not done by “planners”

  8. Information Technology Business & Finance Communication Development Student Affairs Academic Affairs

  9. Lack of focus Most institutions are unrealistically striving to be all things to all people rather than focusing resources on the mission and programs that they can accomplish with distinction. (Dickeson, 1999)

  10. What Is Planning? • Identifying priorities and making sure resources are aligned behind them • Making choices from a host of possibilities • Shaping the future • Assessing where you are in light of your stated goals

  11. Planning should foster… • Focus on fundamental and integrated choices • Commitment to allocate resources for chosen priorities • Nimbleness in responding to unanticipated opportunities or threats

  12. Who Drives Planning?

  13. The Four Key Questions in Planning • Whom do we wish to serve? • What programs and services will reinforce our distinctive image? • How do we want to be perceived? • How will we know we are succeeding?

  14. Question 1: Whom to Serve • Student quality characteristics • Demographics • Market segments • Primary market • Secondary market

  15. Question 2: Programs and Services Needed for Our Distinctive Role • Program review and prioritization • Strong programs • Opportunities for investment • Implications for facilities • Institutional development • Opportunities for reallocation

  16. Question 3: Image • Brand Image • Symbols and Artifacts • Positioning Statement • Third Party Endorsements • Rankings • Accreditation

  17. Question 4: Knowing that we are succeeding • Enterprise-wide Indicators • Unit Success Measures

  18. Structure and Tools • Planning team • Plan elements • Analytic tools

  19. Strategic Planning at the U of M – Terminology

  20. The Planning Team • Appointed by President to review and approve processes, participants and schedule • Reviews and recommends plan elements to President and/or senior administration • Engage and keep institutional stakeholders informed

  21. People, Power, and Politics • It’s all about the PEOPLE

  22. Mission ↔ Vision ↔ Values • Mission: What’s your purpose • Vision: What your organization will become • Values: Desired states of affairs • Core • Aspirational • Accidental

  23. Mission • The University of Memphis is a learner-centered metropolitan research university providing high quality educational experiences while pursuing new knowledge through research, artistic expression, and interdisciplinary and engaged scholarship.

  24. Vision • The University of Memphis will be recognized as one of America's great metropolitan research universities, noted for its comprehensive, innovative academic programs and for capitalizing on its urban setting and region to address the challenges of our global society.

  25. Valueshe University of Memphis, as an engaged learning community, celebrates: The University of Memphis, as an engaged learning community, celebrates: • The pursuit of excellence in teaching and research as the highest measures of successful achievement. • Interdisciplinary collaboration, artistic expression, and research as vehicles for leveraging our resources, solving problems, and multiplying our accomplishments. • The transfer and dissemination of knowledge with community stakeholders for the intellectual, economic, and social advancement of our community. • Innovation and creativity in everything we do. • Respect for diversity and individual worth. • Integrity and transparency in all our actions. • Responsible stewardship and conservation of resources. • Stewardship of wisdom, knowledge, and information created by our predecessors. • Leadership and involvement in the economic, social, and professional growth of Memphis, the state of Tennessee, and the nation.

  26. Remember, effective planning requires a capacity to actually plan • Leadership commitment • Planning team • Adequate resources • Adequate data bases

  27. Planning Requires Choices • Traditional approaches, like across-the-board cuts, tend to mediocrity for all programs. • Reallocation cannot be appropriately accomplished without rigorous, effective, and academically responsible prioritization.

  28. Dimensions for Determining Choices • Size, scope, and productivity • Revenue and other resources generated • Costs and other expenses • Impact, justification, and relationship to the core mission(s) • Opportunities

  29. Excellence compared to what? • Benchmarking performance against • Competitors • National or regional norms • Other institutions in systems • Institutional “wannabe’s” • Other programs with and among institution • Program history

  30. Who wants to know if we are succeeding? • Regional accrediting bodies • Board of trustees • President • Senior administrators • Donors • Prospective students/parents/employers • Alumni • Legislative oversight bodies

  31. Current Approaches Include: • Balanced scorecard • Dashboard indicators • Key performance indicators • Critical success factors

  32. Integrated Planning Benefits • More transparency, less feuding • Resources when and where they are needed • Academic planning drives the process • Shared understanding of each other’s world • Owned by a campus

  33. Sources for training and information on strategic planning Society for College and University Planning Strategic Planning Institute Steps I, II, III http://www.scup.org/page/profdev/pi

  34. What are SCUP Planning Institute learning objectives? • Participants will understand: • The basic elements of planning • The practice of integrated planning • The social and political context of integrated planning • The value of evidence based planning • And will • Form a network of others

  35. The end product of strategic planning is not so much to write a ‘plan’ as it is to change thinking and introduce a model in which ongoing decisions are made strategically. Rawley, Lujan, and Dolence (1997)

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