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Strategic Planning for the Research Administrator:

Strategic Planning for the Research Administrator:. A New Approach in an Era of Rapid Change. NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011. Presented By: Rosemary Madnick Assistant Vice President, Research Administration Los Angeles Biomedical Research Institute

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Strategic Planning for the Research Administrator:

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  1. Strategic Planning for the Research Administrator: A New Approach in an Era of Rapid Change NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011 Presented By: Rosemary Madnick Assistant Vice President, Research Administration Los Angeles Biomedical Research Institute Wanda Bowen Assistant Director, Office of Grants and Contracts Administration University of Alaska, Fairbanks

  2. “Plans are useless, planning is everything” Dwight D. Eisenhower

  3. Keys Points • Introduction to Strategic Planning • Preparing for Strategic Planning • Conducting Strategic Planning

  4. 10-Step Strategic Planning Process • Agree on a strategic planning process • Identify organizational mandates • Clarify organizational mission and values • Establish an effective organizational vision • Assess internal and external environments • Identify strategic issues

  5. 10-Step Strategic Planning Process • Formulate plans of action to manage issues • Review and adopt the plan • Develop an effective implementation process • Reassess strategies and planning process

  6. Introduction to Strategic Planning

  7. Why Plan for Strategic Planning? • Improves organizational focus among all participants • Promotes collaboration across the entire organization • Defines measurements of success (and failure) • Translates strategies into projects and/or products • Fosters accountability among participants

  8. Strategic Planning A systematic process through which an organization agrees on, and builds commitment among key stakeholders to, priorities that are essential to its mission and are responsive to its environment. – Allison & Kay, 2005 A creative process for identifying and accomplishing the most important actions in view of organizational strengths, weaknesses, opportunities and threats. – A.D. Chandler, 1962 A systematic way to manage change, create the best possible future, and guide the acquisition and allocation of resources to achieve priorities. – Connelly, 2005

  9. Fundamental Questions to Ask? • Where are we now? (Assessment) • Where do we need to be? (Gap /Future End State) • How will we close the gap (Strategic Plan) • How will we monitor our progress?

  10. A Good Strategic Plan Should… • Addresses critical performance issues • Create the right balance between what the organization id capable of doing vs. what the organization would like to do • Cover a sufficient time period to close the performance gap • Visionary – convey a desired future end state • Flexible – allow and accommodate change • Guide decision making at lower levels – operational, tactical , individual

  11. Introduction to Strategic Planning • Basic description of strategic planning • Benefits of strategic planning • When should strategic planning be done • Basic overview of various strategic planning models

  12. When To do Strategic Planning • Developing a new project, reorganization of a department, division, etc… • Strategic planning should be conducted at least once a year to be ready for the coming fiscal year

  13. Basic Overview of Strategic Models • “Basic” Strategic Planning • Issue-Based or Goal-Based Planning • Alignment Model • Scenario Planning • “Organic” or Self-Organizing Planning

  14. Preparation for Strategic Planning

  15. Preparation • Consultant or facilitator to help with planning • Who should be Involved in the planning • How many planning meetings will be needed • How to ensure implementation of the new plan

  16. Planning the Plan • Planning Team • Timeframe • Format • Guidance • Input • Research (Internal) • Research (External) • Products

  17. Consultant or Facilitator • Organization has not conducted a strategic plan before • There is no one in the organization with the sufficient skills • Inside facilitator will either inhibit participation from others or will not have the opportunity to fully participate • Leaders want an object voice

  18. Who Should Be Involved in Planning? • Strategic planning should be conducted by a planning team. Consider the following: • At least one person who has the authority to make strategic decisions • Involve those who are responsible for composing & implementing the plan • Involve someone to administrate the process

  19. How many planning meetings? • Number and duration of planning meetings • Scheduling of meetings

  20. How to Ensure Implementation • Involve the people who will be responsible for implementing • Ensure the plan is realistic • Organize the overall strategic plan into smaller action plans/work plans • Specify who is doing what and by when • Specify and clarify the plan's implementation roles and responsibilities • Communicate the role of follow-ups to the plan • Document, distribute and review the plan • Always ask for feedback/input

  21. Conducting Strategic Planning

  22. Developing a Mission Statement • The mission statement is a statement of purpose and business; why and for whom you exist.

  23. Examples – Good and BadMission Statements NASA To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization. Walt Disney Too vague and and unclear. Need more descriptive information about what makes the organization special. To Make People Happy

  24. Developing a Vision Statement • A vision statement is the internal and external image of the future you seek to create: what you will look like if you were supremely successful.

  25. Identifying Strategic Issues and Goals • SWOT analysis • Strengths • Weaknesses • Opportunities • Threats

  26. Assessment Model:S W O T • Easy to Understand • Apply at any organizational level • Needs to be Analytical and Specific • Be honest about your weaknesses Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . . External Assessment: Marketplace, competitor’s, social trends, technology,regulatory environment, economic cycles . SWOT SWOT Good Points Possible Pitfalls

  27. Basics of Action Planning • Develop Action/Work Plans • Develop Objectives and Timelines

  28. Goals vs. Objectives

  29. Major Components of theStrategic Plan / Down to Action Strategic Plan Action Plans Evaluate Progress Mission Why we exist Vision What we want to be Goals What we must achieve to be successful Specific outcomes expressed in measurable terms (NOT activities) Objectives O1 O2 Planned Actions to Achieve Objectives Initiatives AI3 AI2 AI1 Indicators and Monitors of success Measures M1 M2 M3 Targets T1 T1 T1 Desired level of performance and timelines

  30. Writing and Communicating the Plan • Writing the plan • Format the plan • Executive Summary • Organizational Description • Mission and Vision Statement • Goals and Strategies • Appendices • Communicate the Plan

  31. Monitoring and Evaluating • Key questions: • Goals and objectives being achieved • Goals and objectives realistic • Adequate resources to achieve goals • Frequency of monitoring and Evaluation • Reporting Results of Monitoring and Evaluation • Deviating from the plan • Changing the plan • Celebrating

  32. Summary of Basic Principles that Guide & Inspire • Partnership • Collaboration • Stewardship • Excellence • Service • Professionalism

  33. Some Final Thoughts Integrate all components from the top to the bottom: Vision > Mission > Goals > Objectives > Measures > Targets > Initiatives > Action Plans > Budgets. Get Early Wins (Quick Kills) to create some momentum Seek external expertise (where possible and permissible) Articulate your requirements to senior leadership if they are really serious about strategic execution

  34. Contact Information • Rosemary Madnick Assistant Vice President, Research Administration Los Angeles Biomedical Research Institute 1124 West Carson Street Torrance, CA 90502 310-222-3621 rmadnick@labiomed.org • Wanda Bowen Assistant Director, Office of Grants and Contracts University of Alaska Fairbanks 109 Administrative Service Center Fairbanks, AK 99778-7880 907-474-6076 wmbowen2@alaska.edu

  35. Definitions Mission – The reason that the institution exists Vision – What you want to look like in the future. Core Values – Statements of what defines the institution and gives it soul. These can clarify and resolve issues. Goals – Broad statements of what the institution hopes to achieve (5-7 goals) Objectives – Outcome based objectives are specific and measurable statements of results. These can best be expressed in how a project will influence behavior. Belief or attitude (3-5/goal). Initiatives/Tasks – Specific programs, projects or activities that will occur to advance each goal. Initiatives are owned by groups, teams and/or individuals responsible for implementation (3-5/objective).

  36. Questions

  37. Thank you

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