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A Summary of the Process developed by the SPIEC

Establishing a Strategic Planning Process. A Summary of the Process developed by the SPIEC. Spring 2009. Establishing a Strategic Planning Process. Overview. FGCU. FGCU. VISION. FACILITIES PLAN. MISSION. STATEMENT. INFORMATION RESOURCES PLAN. ENVIRONMENTAL SCAN.

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A Summary of the Process developed by the SPIEC

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  1. Establishing a Strategic Planning Process • A • Summary of the Process • developed by the • SPIEC • Spring 2009

  2. Establishing a Strategic Planning Process • Overview

  3. FGCU FGCU VISION FACILITIES PLAN MISSION STATEMENT INFORMATION RESOURCES PLAN ENVIRONMENTAL SCAN STRATEGIC DIRECTIVES University Leadership ASSESSMENT AND IE PLAN ACTION PLANS GAP ANALYSIS / FEASIBILITY STUDY ENROLLMENT PLAN STRATEGIC PLAN BUDGET PERFORMANCE AUDIT SCHEDULE

  4. Establishing a Strategic Planning Process Question to consider • Where should strategic planning start, and • who should lead the process?

  5. Establishing a Strategic Planning Process Summary of SPIEC Decisions • There will need to be a review of both the Mission and the Vision statements before proceeding with the other components of the strategic plan. • This phase should conclude with a statement from the BOT confirming that they have reviewed and approved these statements. • Review of the statements does not necessarily imply revision. The mission statement is more in need of reaffirmation - a confirmation that it is still relevant, while the vision statement could need updating to reflect present realities. Continued…

  6. Establishing a Strategic Planning Process Summary of SPIEC Decisions #1 contd. • The PBC should lead the process of review. • They may carry out the review themselves, as a committee constituted with representation from various sectors of the University. • The PBC could also receive input from FGCU’s internal and external stakeholders - through the ‘Web’, or in Forums specially held for this purpose. Stakeholders…

  7. Establishing a Strategic Planning Process Question to consider • There are groups, such as Alumni and Board Members, from inside and outside the University who can be considered stakeholders and included in the strategic planning process. • Who else should be considered stakeholders?

  8. Establishing a Strategic Planning Process Summary of SPIEC Decisions • Three groups: • Participants from an ‘open forum’ • Academic Council and… Faculty Senate Leadership • were added to the original list of Internal Stakeholders: • Deans Faculty Senate • Student Government President’s Cabinet • SAC Administrative Services Directors • Student Affairs Advancement • Athletics and... • …those involved in development of strategic directives in the past.

  9. Establishing a Strategic Planning Process Summary of SPIEC Decisions contd. • Similarly, to the list of External Stakeholders… • The Economic Development Council – for each of the five counties • (Lee, Charlotte, Hendry, Glades and Collier) • The Foundation Board Town and Gown The Alliance for Education LeadersCollege Advisory Boards • Alumni …and other Community Partners • …the following were added: • The Charlotte Advisory Council, and • Participants in public forums in each of the five counties

  10. Establishing a Strategic Planning Process Question to consider • An Environmental Scan is used to establish a framework for planning’. What form should it take, and who should conduct it?

  11. Establishing a Strategic Planning Process Summary of SPIEC Decisions • contd. The Environmental Scan should focus on the future as well as the present. Its scope needs to be regional, national and international. It needs to be concerned with the factors that affect the ‘mission’ and ‘vision’ of the University. It should particularly illuminate areas where internal organizational features, (e.g. its structure) intersect with factors in the external environment (such as future economic diversification).

  12. Establishing a Strategic Planning Process Summary of SPIEC Decisions contd. The Environmental Scan should comprise both an Internal and an External Scan. The Internal Scan should be conducted by a team within the organization, with the collaboration of external consultants. The Internal Scan should examine: Institutional climate Infrastructure – information resources, physical plant, human capital, support services. Program mix, as well as the impacts of accreditation on programs Athletics Advancement the Arts Student Life Aspects of ‘growth’ – human resources, enrolment management, student intake and levels of preparedness

  13. Establishing a Strategic Planning Process Summary of SPIEC Decisions contd. The ExternalScan should be conducted by external consultants with internal collaboration. The External Scan should look at: Social issues Demographics Governance of Higher Education Funding Federal Policies Economic Diversification Competition in the Education Environment

  14. Establishing a Strategic Planning Process Question to consider • How do we establish goals for our planning process?

  15. Establishing a Strategic Planning Process Summary of SPIEC Decisions contd. • Strategic Directives should serve as overall goals for the strategic planning process. The PBC should establish these goals and, using comparison data gathered in the environmental scan, set benchmarks for the desired level of achievement of the goals • FGCU’s five directives, were developed in 2003 and form part of the current 2005 – 2010 strategic plan. • Those directives were developed by the university leadership and then presented to the wider community for discussion.

  16. Florida Gulf Coast University Strategic Directives 2003-2008 Strategic Directive 1: Student Recruitment Recruit and attract a diverse and academically-talented student body relative to the resources provided by the State of Florida. Strategic Directive 2: Student Success Retain and graduate the best undergraduate students from Florida and the nation by providing challenging and innovative approaches to learning and civic engagement. Foster the academic growth and professional development of the best graduate students in the region through applied master’s degrees, and recruit the best candidates from Florida and the nation for graduate work in selected programs. Strategic Directive 3: Academic Programs Promote nationally recognized undergraduate programs distinguished by student research and scholarship opportunities. Continue to develop applied master’s degrees appropriate for the region, and begin exploration for doctoral programs aligned with state needs. Strategic Directive 4: Student Life Promote the intellectual, social, and character development of all students through quality teaching and advising, dedicated career preparation and placement, and active student life programs. FGCU will encourage community responsibility, foster and understanding of diversity, and advance ethical values in theory and practice. Strategic Directive 5: Research and Service Serve as an intellectual center for southwest Florida through research and service while contributing to the economic growth, environmental sustainability, and cultural richness of the region.

  17. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. Strategic Directives should be developed through a broad and inclusive process that gets ‘buy in’ from all FGCU constituencies and the Trustees. A draft set of the Directives– each with a short (one paragraph) rationale - should originate with the PBC and then go on to be reviewed by Internal Stakeholders. This should be followed by review and approval by the President’s Cabinet and ultimately by the BOT.

  18. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. The Strategic Directives should be the basis for the creation of the objectives, actions and tactics that go to make up the Action Plans. Templates used in the production of Action Plans, help to ensure consistency in this process.

  19. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. • The process should employ a template showing components and steps and guiding development of the Action Plan from the Strategic Directives. • Action Plan templatesshould also ensure that they include criteria for assessing the extent to which proposed actions attain the goals they were designed to meet.

  20. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. • Action Plans or Strategies should determine appropriate objectives for each strategic directive, and specify the actions planned to accomplish each of the objectives. These action plans should also detail resources and estimated costs for each action, and a completion date. They would form the core of the Strategic Plan. • If all these actions specified are funded and completed as scheduled, then on the date set, the university will achieve its envisaged status.

  21. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. • Level of goal achievement should be tested using a gap analysis. • A Gap Analysis evaluates the difference between ‘the university’s current position and the envisioned state’. • These analyses can be done at the beginning of a cycle to establish a starting point, or at any time during the cycle to judge success, progress and the need for adjustment.

  22. Establishing a Strategic Planning Process • Summary of SPIEC Decisions contd. Circumstances will change in the future in ways we cannot anticipate. Because this may affect the ability to realize established goals, attainment should be judged on a graduated scale of high, medium and low attainment. Those responsible for overseeing Strategic Planning should also continue to be flexible, always looking at “Emergent Strategies” [and other additional analyses].

  23. Establishing a Strategic Planning Process • Summary of SPIEC Decisions - Conclusion. • Strategic Planning begins by posing a series of questions. ‘What is the condition of the university at the present time? What would we like it to be? What needs to be done to get to that state? How could that be done most effectively? How long would it take? How much would it cost? What is realistic?’ • --- Hayward, 2008. • The process outlined would produce a plan with answers • to all of those questions. • Hayward, F. M. 2008. Strategic Planning for Higher Education in Developing Countries: Challenges and Lessons. Planning for Higher Education, 36 (3): 5-21

  24. AGENT EVENT FGCU FGCU Statement Review Overseen by PBC, (Planning & Budgeting Council) Mission & Vision Statements • External Scan – conducted by • Consultant • Internal Scan – conducted by • FGCU Environmental Scan Goals Developed by PBC Strategic Directives Includes: Objectives, Actions Needed, Resources, Cost, Completion Date, and Assessment Criteria Plans developed by FGCU Units and Colleges Coordination and Synthesis of output by PBC Action Plans Analysis directed by PBC Gap Analysis

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