Yash Morimoto Assistant Vice President Planning and Institutional Effectiveness

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1 A Practical Approach to Strategic Planning for Higher Education Institutions Yash Morimoto Assistant Vice President Planning and Institutional Effectiveness

2 About This Presentation 2 Practical step-by-step guide on: Development of the strategic plan Intended audience: New and intermediate planners Recommended approach to strategic planning: Living document Embedd Plan-Do-Check-Act Cycle

3 Why Plan? 3 Fulfilling some kind of requirement: Doing it only for accreditation is a missed opportunity and a waste of resources

4 Strategic Plan Is a Useful Tool 4 It allows you to: Prepare for the future

5 Our Future 5

6 What Really Happens 6

7 About Our Future 7 In the 10 years leading up to 2013, five nonprofit colleges and universities closed a year on average, according to a study from higher education researchers at Vanderbilt University. Source:

8 Strategic Plan Is a Useful Tool 8 It allows you to: Prepare for the future Build stakeholder buy-in Continuous quality improvement Make your life easier

9 Guiding Principles For Strategic Planning 9 1.Keep it relevant 2.Keep it simple 3.Keep it useful

10 Strategic Planning Key Concepts 10 Mission Vision Values SWOT analysis / Environmental Scan Long-term goals Short-term goals Key performance indicators Strategies

11 Mission and Vision 11 Mission answers the question of why your organization exist. Vision answers the question of where your organization is heading. Mission: What do you do? Vision: Where do you want to be? Keep your Mission and Vision statements under 8 words

12 SFCC Mission Statement Examples 12 Mission Prior to 2005 Helping students succeed and serving our community Mission Santa Fe Community College is a learning community that helps students succeed and serves the community. As a public institution, SFCC offers a wide range of educational programs and services to meet the needs of business, government and a diverse population. SFCC contributes to the economic, technological and cultural development of the region by providing quality academic, career and personal-enrichment programs

13 13 Guiding Principles For Strategic Planning 1.Keep it relevant 2.Keep it simple 3.Keep it useful

14 Why Mission and Vision 14 Both statements are meant to be used as a tool To build a common sense of identity To have everybody in your organization working towards a common goal Recommendation: Keep the mission and vision statements short and memorable

15 Why Eight Words or Less? 15 We want to move from this: To this:

16 SFCC s Mission 16 Empower Students, Strengthen Community. Empoderar a los Estudiantes, Fortalecer a la Comunidad.

17 Values 17 Values are meant to represent what the organization collectively believes No more than five values Meant to be incorporated into the day-to-day operation of the institution Values: Framework on how you operate

18 SWOT Analysis 18 Internal External Strength Weakness Opportunity Threat

19 Environmental Scan 19 It can be a written document or a fact book Review of data Date informed decision making Look at the present and the future Where is Higher Education as a industry is headed Optional to produce a document Recommended at least to look at: Qualitative and Quantitative data

20 Mission and Vision Long-Term Goals 20 Long-Term Goals Derived from the mission and vision Between three to five goals Based on analysis of data Environmental Scan SWOT analysis Long-Term Goal Long-Term Goal Stakeholder input Meant to represent broad categories Stays in place for the life of the strategic planning cycle Long-Term Goal

21 Long-Term Goal Short-Term Goals 21 Short-term goals Subcategories of the long-term goals More specific than the long-term goals No more than three to five short-term goals Review and update annually if needed Short-Term Goal Short-Term Goal Living document Frequently confused with strategies Short-Term Goal

22 Key Performance Indicators (KPIs) 22 KPIs are used to see if your institution is successful at moving the needle on your short-term goals: About tracking the data: Historical data for baselines Either create targets or trend line (Results-Based Accountability) Use historical and national benchmarks Assign a single point of contact / lead, who is in charge of moving the needle No more than one or two KPIs per short-term goals:

23 Short-Term Goal & KPI Link 23 Short-Term Goal Short-Term Goal Short-Term Goal KPI KPI KPI KPI KPI

24 Strategies 24 Strategies should be developed with KPI lead A single strategy may address multiple KPIs Develop timelines with milestones If possible, use a project management approach Decide if purchasing software is the right approach for your institution Remember the guiding principles! 1. Keep it relevant 2. Keep it simple 3. Keep it useful

25 Short-Term Goal, KPI, and Strategy Link 25 Short-Term Goal Short-Term Goal KPI KPI KPI Strategy Short-Term Goal KPI KPI Strategy Strategy

26 How to Build Your Plan 26

27 Step 1: Assess Your Situation 27 I. What is the level of commitment from your President / CEO? II. III. IV. What is your budget? Do you have enough staff? Who are your stakeholders? V. What is your campus culture like? VI. What is your timeline?

28 Step 2: List the Key Stakeholders 28 External Stakeholder Government Business Community Non-Profit Community Local Residents / Taxpayers Regional & National Partners Internal Stakeholders Shared Governance Faculty Staff Administrators Students Governing Board / Board of Regents

29 About Stakeholder Input 29 All ideas will be heard, not all will be adopted Only ask about things stakeholders know or care about: Keep it relevant Method of collecting input: One-on-one interviews Focus groups Surveys Institution-wide retreat

30 Step 3: Organize a Steering Committee Comprised of Your Internal Stakeholders 30 You want good representation for number of reasons Diverse perspectives are important and add value Enlist key political players around the campus Build commitment, buy-in, and increases the likelihood of your success

31 Why Stakeholder Buy-In Is Important 31 Culture eats strategy for breakfast - Peter Drucker

32 Step 4: Develop Timeline 32

33 External Internal Step 5: Decide on Stakeholder Involvement 33 Stakeholders Mission Vision Values SWOT Long-Term Goals Short-Term Goals KPIs Strategies Students Survey Survey Survey Survey Focus G Faculty Survey Retreat Focus G Retreat Interviews Focus G Staff Survey Retreat Focus G Yes Interviews Focus G Administrators Survey Retreat Interview Yes Interviews Interview Lead Interview Lead Interview Lead Interview Lead Interview Lead Interview Lead Interview Board Members Interview Interview Interview Retreat Retreat Retreat Retreat Retreat Government Survey Focus G Business Survey Focus G Non-profit Survey Focus G Community Focus G Survey Survey Focus G This is just an example. Each institution should decide what is best for them.

34 34

35 35 Step 6: Implement the Plan For the Plan Collect Information Analyze Information Build consensus Communicate often and clearly throughout the process Tie budget to the strategic plan Develop an annual review calendar: Strategic plan should be a living document

36 May: Evaluate Previous Planning Process and Outcomes June-July: Gather and Analyze KPIs 36 April: Technology Request Process August: Annual Report to the Governing Board March: Institutional Budget Process SFCC Strategic Plan Annual Cycle September: Annual Review of Division & Departmental Level Plans Jan-Feb: Mid-year Report to Governing Board Nov-Dec: Review & Ranking of New Budget Requests October: Initiate New Budget Request Process

37 Addendum: Additional Timelines 37

38 Addendum: If You Have a Budget 38 Decision to use external strategic planning consultant: Does the institution have the subject matter expertise? Is there enough credibility or trust between the different groups? Decision to purchase strategic planning software: Does the institution have technical expertise? Will the institution use the software? Will it add value?

39 Final Recommendations 39 Don t let perfection be the enemy of good Remember to review the strategic planning process as well as the outcomes Implementation is the hardest part Tie the annual strategic priorities with the budget process

40 Thank you for your time! 40 Any Questions?

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