Strategic Planning

What is a Strategic Plan? The Value Provided by a Strategic Plan The Strategic Planning Process Strategic Plan for UG: A Practical Illustration

What is a Strategic Plan? A written document mapping the path to success The “recipe” to achieve the vision and mission A step-by-step guide to reach goals Contain goals, objectives, measures, and timelines Indicates parties accountable for accomplishing tasks Usually expressed in 5 to 10 year time periods

The Value Provided The value of the strategic planning process The value of using and monitoring a strategic plan The value of the strategic plan for the organization

The Value of the Strategic Planning Process An opportunity to discuss and articulate the vision and mission Requires an examination of the organization’s values, current status, and environment Develops common vocabulary for all stakeholders Empowers stakeholders to feel in control of the school’s future Proactive, not reactive

The Value of Using and Monitoring a Strategic Plan Ensures a path toward fulfilling the vision and mission Gives meaning and direction to day-to-day activities for administration and staff Establishes a value-based means of tracking process Increases the likelihood of the school’s success Builds a shared vision for all stakeholders Garners broad-based support

The Value of a Strategic Plan for the Organization Focus the work of the organization Efficient allocation of time and resources Better decision-making Evaluation tool Continuity and survival Consensus and ownership School accreditation plan (improvement plan) Grant writing and fundraising

The Strategic Planning Team Keep the group small and manageable: entire governing board, principal, other key individuals Include a variety of personalities, backgrounds, and thinking styles Include others through indirect means Session leader should be neutral (not the board chair or principal)

The Strategic Planning Process Environmental Inventory Strategy Formulation Strategy Implementation

Environmental Inventory The S.W.O.T. Analysis Internal Environment S – Strengths W – Weaknesses External Environment O – Opportunities T – Threats Think in terms of Competition and customers Political influences and environments Economic conditions Social impacts Technological advancements

S.W.O.T. Analysis Grid MISSION: We will create an enabling environment that makes University of Ghana increasingly relevant to national and global development through cutting-edge research as well as high quality teaching and learning. Vision: To become a World Class research intensive university over the next decade.; StrengthsWeaknesses OpportunitiesThreats

Strategy Formulation Examine the vision and mission statements Identify “functional areas” / strategic priorities Consider your core values Examples: research; teaching and learning; financial performance; internal stakeholders One to three goals for each Comprehensive look at the organization Distributed responsibility Articulate long-term goals Manageable number of goals Five to ten year time periods

Setting Goals Understandable Acceptable Flexible Measureable Inspirational Suitable Achievable SMART Specific, Measurable, Attainable, Research-based, Time phased

Strategy Implementation Annual objectives Strategies Individuals responsible Status and schedule

The Strategic Plan Table Annual ObjectivesStrategiesStatus/Schedule 1. Strengthen internal and external community relations A. Engage community relations committee B. Establish lunch/playground support C. Improve relations between governing board and families D. Provide support to PTO for planned activities A. Develop official plan for community relations B. Solicit retirees for volunteer help C. Host "Meet the governing board" functions C. Recruit parents to serve on subcommittees D. Attend PTO meetings/functions D. Include PTO on governing board meeting agendas A. Board/Ongoing B. TBD C. Ongoing D. Board 2. Continue strengthening and developing the governing board. ● improved board planning A. Improve knowledge of Roberts Rules of Order and Utah's Open & Public Meetings Act B. Attend and participate in trainings C. Review strategic plan D. Perform governing board self- evaluation E. Improve preparation for governing board meetings F. Review subcommittee needs G. Establish opportunity for team building A. Include 5-minute training at each governing board meeting B. 30-minutes board development at each meeting C. Review strategic plan quarterly at governing board meeting D. Review S.W.O.T. results E. Improve timeliness of information for board meeting packets E. Consent agenda G. Delegate responsibilities to parents A. Monthly, beginning with July 2013 meeting B. Monthly C. June of every year D. Board/Ongoing E. Chair/Ongoing F. Board/Ongoing G. August of each year 3. Develop middle school implementation plan A. Create a long-term middle school development plan that incorporates all subjects, administration, and d a discipline design model A. Present middle school plan to governing board for review and feedback A. Tim - December 2013

Documenting the Written Strategic Plan Vision and mission statements Environmental inventory results (S.W.O.T. analysis grid) The strategic plan table

Continuous Improvement Share the plan Commit to using the plan Revisit the plan Evaluate effectiveness Celebrate accomplishments

Summary Written document Comprehensive Manageable Shared Value In the existence of a plan In the development of the plan In monitoring the plan Guiding board action Proactive

Strategic plan for UG: A practical illustration The strategic planning process Environmental Inventory Strategy Formulation Strategy Implementation

Environmental Inventory The S.W.O.T. Analysis Internal Environment S – Strengths W – Weaknesses External Environment O – Opportunities T – Threats Think in terms of Competition and customers Political influences and environments Economic conditions Social impacts Technological advancements

Environmental Inventory The S.W.O.T. Analysis Strengths Weaknesses  Academically rigorous curriculum  Strong and dedicated administration and staff  Safe and disciplined environment  Diverse, dedicated, cohesive, visionary governing board  Good technology foundation  Strong grant-writing team Inadequate student housing  Facility space constraints  Bureaucratic administration  Limited budget / sources of funding  Transportation

Environmental Inventory The S.W.O.T. Analysis Opportunities Threats  Grants for library, textbooks, science materials, material resources  Professional development for staff and governing board  Networking with Association and business communities  Building strong partnerships with industries  Local political climate  Competition from private universities  Safety of university community due to security issues

Strategy Formulation (UG) 1. Examine the vision and mission statements 2. Identify “functional areas” / strategic priorities 3. Articulate long term goals Mission: We will create an enabling environment that makes University of Ghana increasingly relevant to national and global development through cutting-edge research as well as high quality teaching and learning. Vision: Our vision is to become a “World Class” research intensive university over the next decade. Core Values: Integrity; Commitment; Respect; Loyalty.

Strategy Formulation (UG) Functional areas / Strategic priorities 1.Research 2.Teaching and Learning 3.Internal Stakeholders 4.Gender and diversity 5. Institutional processes 6.Financial performance 7. Asset management 9. Monitoring and Evaluation 10. External Stakeholders

Strategy Formulation (UG) Long term goals (select 2 for illustration) Research: Create a vibrant intellectual that stimulates relevant cutting edge research and community engagement. Teaching and learning: Promote academic excellence using the highest international standards of teaching, learning and development.

Strategy Formulation (UG) Long term goals Strategic objective Research: Create a vibrant intellectual climate that stimulates relevant cutting edge research and community engagement. 1. Acquire state of the art equipment and improve facilities … as a necessary foundation for academic work. 2. Develop and implement the plan for increasing the pool of university controlled funds available for academic research. 3. Establish university-industry partnerships to promote research in areas of industrial / national interest. 4. Provide stronger institutional support across the university in the administration and development of research grants. 5. Develop and implement training and career development programmes for staff involved in research and research support. 6. Provide stronger institutional support across the university in the administration and development of research grants

Strategy Formulation (UG) Strategic objective Key Performance Indicators (KPIs) 1. Acquire state of the art equipment and improve facilities … as a necessary foundation for academic work. 2. Develop and implement the plan for increasing the pool of university controlled funds available for academic research. 3. Establish university-industry partnerships to promote research in areas of industrial / national interest. 4. Provide stronger institutional support across the university in the administration and development of research grants. 5. Develop and implement training and career development programmes for staff involved in research and research support. 6. Provide stronger institutional support across the university in the administration and development of research grants Rank among top 20 African Universities At least 80% of labs and research facilities re-equipped. At least 50% increase in user access for library facilities Significant increase in the working in industry eithe as interns or on commissioned research annually. Publication by faculty members in high impact journals increase by 200% Funding for research increase by at least 150%.

Strategy Formulation (UG) Goals Strategic objectives Teaching and Learning: Promote academic excellence using the highest international standards of teaching, learning and leadership development 1. Support PhD training for cohort of lecturers without PhDs and phase out old system of lecturers without PhDs. 2. Provide training and mentoring support for early career academics to enhance teaching and research skills 3. Provide research support and research leadership training opportunities for mid-career academics. 4. Establish and enforce, through AQAU, standardized teaching methods for undergraduate and post graduate teaching. 5. Enhance the importance and utility of the UG Library system to the university community. 6. Refurbish all lecture rooms and laboratories with updated pedagogical technology. 7. Establish and promote university-wide spaces and schedules for sharing and debating inter and inter disciplinary scholarly ideas targeted at the university community and the university’s stakeholders.

Strategy Formulation (UG) Strategic objectives Key Performance Indicators (KPIs) 1. Support PhD training for cohort of lecturers without PhDs and phase out old system of lecturers without PhDs. 2. Provide training and mentoring support for early career academics to enhance teaching and research skills 3. Provide research support and research leadership training opportunities for mid-career academics. 4. Establish and enforce, through AQAU, standardized teaching methods for undergraduate and post graduate teaching. 5. Enhance the importance and utility of the UG Library system to the university community. 6. Refurbish all lecture rooms and laboratories with updated pedagogical technology. 7. Establish and promote university-wide spaces and schedules for sharing and debating inter and inter disciplinary scholarly ideas targeted at the university community and the university’s stakeholders. At least 85% of the faculty in all departments should have PhDs by % of newly trained PhDs should have access to one form of post-doctoral support by the end of their third post-doctoral year. At least 60% of eligible mid-career academics should have access to competitive UG research and training support and access to external supoort. Departments should achieve at least 75% of teaching performance targets.