NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011 Strategic Planning for the Research Administrator: 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 A New Approach in an Era of Rapid Change
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NCURA Region VI & VII Spring Meeting Denver, Colorado April 2011 Strategic Planning for the Research Administrator: Presented By: Rosemary Madnick Assistant.
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NCURA Region VI & VII Spring Meeting
Denver, Colorado
April 2011
Strategic Planning for the Research Administrator:
Presented By:
Rosemary MadnickAssistant Vice President, Research AdministrationLos Angeles Biomedical Research Institute
Wanda BowenAssistant Director, Office of Grants and Contracts AdministrationUniversity of Alaska, Fairbanks
A New Approach in an Era of Rapid Change
“Plans are useless, planning is everything”
Dwight D. Eisenhower
Keys Points
Introduction to Strategic Planning
Preparing for Strategic Planning
Conducting Strategic Planning
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
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
Introduction to Strategic Planning
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
Strategic PlanningA 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
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?
A Good Strategic Plan Should…
Addresses critical performance issuesCreate 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 stateFlexible – allow and accommodate changeGuide decision making at lower levels –
operational, tactical , individual
Introduction to Strategic Planning
Basic description of strategic planningBenefits of strategic planningWhen should strategic planning be doneBasic overview of various strategic planning
models
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
Basic Overview of Strategic Models
“Basic” Strategic Planning Issue-Based or Goal-Based PlanningAlignment ModelScenario Planning“Organic” or Self-Organizing Planning
Preparation for Strategic Planning
Preparation
Consultant or facilitator to help with planningWho should be Involved in the planningHow many planning meetings will be neededHow to ensure implementation of the new plan
1. (Goal #1) 1.1 (first strategy to reach Goal #1)
1.1.1 (first objective to reach while implementing Strategy #1.1)
(who’s going to accomplish that objective)
(when the implementer is going to accomplish that objective)
Goals vs. ObjectivesGOALS OBJECTIVES
Very short statement, few words
Longer statement, more descriptive
Broad in scope Narrow in scope
Directly relates to the Mission Statement
Indirectly relates to the Mission Statement
Covers long time period (such as 10 years)
Covers short time period (such 1 year budget cycle)
Major Components of theStrategic Plan / Down to Action
Mission
Vision
Goals
Objectives
Measures
Why we existWhy we exist
What we want to beWhat we want to be
Indicators and Indicators and Monitors of successMonitors of success
Desired level of Desired level of performance and performance and timelinestimelines
Planned Actions to Planned Actions to Achieve Objectives Achieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed in Specific outcomes expressed in measurable terms (NOT measurable terms (NOT activities)activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successfulWhat we must achieve to be successful
Writing and Communicating the Plan
Writing the planFormat the plan
Executive SummaryOrganizational DescriptionMission and Vision StatementGoals and StrategiesAppendices
Communicate the Plan
Monitoring and EvaluatingKey questions:
Goals and objectives being achievedGoals and objectives realisticAdequate resources to achieve goals
Frequency of monitoring and Evaluation
Reporting Results of Monitoring and Evaluation
Deviating from the plan
Changing the plan
Celebrating
Summary of Basic Principles that Guide & Inspire
Partnership
Collaboration
Stewardship
Excellence
Service
Professionalism
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
Contact Information
Rosemary MadnickAssistant Vice President, Research AdministrationLos Angeles Biomedical Research Institute1124 West Carson StreetTorrance, CA [email protected]
Wanda BowenAssistant Director, Office of Grants and ContractsUniversity of Alaska Fairbanks109 Administrative Service CenterFairbanks, AK [email protected]
DefinitionsMission – 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).