NCURA Region VI & VII Spring MeetingDenver, ColoradoApril 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 PlanningBasic description of strategic planningBenefits of strategic planningWhen should strategic planning be doneBasic overview of various strategic planning

models

When To do Strategic PlanningDeveloping 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

PreparationConsultant 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

Planning the PlanPlanning TeamTimeframeFormatGuidanceInputResearch (Internal)Research (External)Products

Consultant or FacilitatorOrganization has not conducted a strategic

plan beforeThere is no one in the organization with the

sufficient skillsInside facilitator will either inhibit

participation from others or will not have the opportunity to fully participate

Leaders want an object voice

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 planInvolve someone to administrate the process

How many planning meetings?Number and duration of planning meetingsScheduling of meetings

How to Ensure ImplementationInvolve the people who will be responsible for

implementingEnsure the plan is realisticOrganize the overall strategic plan into smaller

action plans/work plansSpecify who is doing what and by whenSpecify and clarify the plan's implementation

roles and responsibilitiesCommunicate the role of follow-ups to the planDocument, distribute and review the planAlways ask for feedback/input

Conducting Strategic Planning

Developing a Mission StatementThe mission statement is a statement of

purpose and business; why and for whom you exist.

Examples – Good and BadMission Statements

To Make People Happy

To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers

NASA

Walt Disney

Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization.

Too vague and and unclear. Need more descriptive information about what makes the organization special.

Developing a Vision StatementA 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.

Identifying Strategic Issues and GoalsSWOT analysis

StrengthsWeaknessesOpportunitiesThreats

Assessment Model:S W O T

External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .

Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .

• Easy to Understand• Apply at any

organizational level

• Needs to be Analytical and Specific

• Be honest about your weaknesses

Good Points Possible Pitfalls

SWOT SWOT

Basics of Action PlanningDevelop Action/Work Plans

Develop Objectives and Timelines

Strategic Goal Strategy Objective Responsibility Timeline1. (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 scopeDirectly 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 PlanWriting 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 InformationRosemary Madnick

Assistant Vice President, Research AdministrationLos Angeles Biomedical Research Institute1124 West Carson StreetTorrance, CA 90502310-222-3621rmadnick@labiomed.org

Wanda BowenAssistant Director, Office of Grants and ContractsUniversity of Alaska Fairbanks109 Administrative Service CenterFairbanks, AK 99778-7880907-474-6076wmbowen2@alaska.edu

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).

QUESTIONS

THANK YOU