Be the first to know.Get our free daily newsletter. The result for most institutions is that faculty members, administrators, trustees, alumni and others spend a lot of time and energy developing documents that give incomplete directions. Strategy has numerous definitions, and those people who work on strategy in other settings like health care or the corporate sector often disagree on its meaning. planning process of a typical commercial initiative, the framework of the higher education strategic planning deploys almost similar methodologies in strategic formulation and strategic implementation. Jerry Brown rallying support for Proposition 30 on election eve, Grand Valley State University - College of Liberal Arts and Sciences, Grossmont-Cuyamaca Community College District. Model and plan for financial KPIs such as net tuition revenues, in-state and out-of-state tuition revenues, and discounts. It originated in a consultation exercise which we held in 1998 to review our approach to strategic planning. Certainly, strategic plans are important to academic institutions. And historically in higher education, it has been overlooked in conversations about each. “Undergoing a strategic planning process can be a monumental task, especially for higher education institutions that are attempting a more contemporary model for the first time. Those elements answer the college’s “where to play” question. Too often strategic plans fall short of serving as a guiding light for the future. He co-directs the Penn Project on University Governance. As she realized during this exchange, the real objective shouldn’t be to improve planning, but rather to improve the institution and position it for success in the long run. What might happen if rather than developing and arguing over objectives, goals, timelines and key performance indicators, administrators, faculty members and trustees spent the time framing and asking a limited number of strategy-related questions? But plans are not strategies. Yet despite all this investment of time and resources, few strategic plans enjoy strong consensus that they are meaningful and have a real impact on the trajectory of the college or university. As a result, they need to further strengthen their capacity for strategic performance. English, British – ANZ; English, British – UK; Need to respond to change as it happens? Institutions still need plans. Harrisburg University of Science and Technology, Indiana University of Pennsylvania-Main Campus, Indiana University-Purdue University-Fort Wayne, Indiana University-Purdue University-Indianapolis, Instructional technology / distance education, Louisiana State University and Agricultural & Mechanical College, Marketing / public relations / government relations. Institutions should recognize that strategy can be created from consistencies and synergies across efforts, and need not always come from a formal strategy-development process. Most strategic plans tend to adopt an artificial focus of five years (the bold ones aim for 10 years or more). By framing different types of conversations as part of strategic planning efforts, our hope is that we can generate different, and more beneficial, outcomes from those processes. Separate products to serve distinct purposes. 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VISION. Heres what we know about strategic planning in education including a brief history, what works now and where its heading in the future. 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A concentration on strategy might help institutions operate more efficiently, make smarter choices among competing priorities and set the course for a sustainable future. The examples they provide support using data to inform planning and striving to balance aspiration with reality. Planning models in the literature were examined, and a new model specifically oriented to institutions of higher education is presented. What key objectives will best ensure that we fulfill our mission in the foreseeable future? What is magical about 60 months? Section 1 examines best practices in strategic planning for higher education institutions. Access the best custom research to help hit your organization’s goals. Operations are the steps to implement strategy and therefore deliver on the mission. While each opposite may occur in practice, rarely are they stated as institutional goals. for strategic planning in high er education which is modif ied fro m Jonson’s model Keepin g in mind the differen ce in context between business and governmental higher education organization. Failure in strategic planning can be disastrous. Between the key factors, specialized literature states it as the most important factor in … and how will you succeed? Their key points often are expected, and they share much in common with those of similar, but also dissimilar, institutions. Basic Strategic Planning Model. They design and put in place new data systems to track progress and create elaborate metrics and key performance indicators. How might we respond? A strategic plan in the education sector is the physical product of the strategic planning process and embodies the guiding orientations on how to manage an education system within a larger national development perspective, which is evolving by nature and often involves constraints. master of New College of the Humanities. Thus, we have the title of this essay (which is an intentional overstatement, as we will explain below). Rather, they came about because a few savvy faculty members saw the need to offer a doctoral program in a new format in higher education management (the where-to-play decision). In addition, we profile two successful strategic planning processes, including the timeline, participants, procedures, and lessons learned. What is magical about 60 months? Perform low-impact research. As academics, we have been preachers of management theories and concepts but, when it comes to the real world of practicing Strategy is the pathway to deliver on that mission. As the roads and conditions keep changing, colleges and universities may be better served by keeping an eye on the horizon rather than trying to follow turn-by-turn signs. Nothing affects a school district more than its ability to create and execute a strategic plan. Maybe institutions would be better served by focusing on the other half of strategic planning: the strategy. Strategy is set and advanced by a collaborative effort. Provide some students with a transformative experience or provide all students with a less than transformative experience. For example, the opposite of “performing high-impact research”? Strategy is what we say we will do, but it also is about the cumulative effect of what we have done. 72) facing institutions of higher education, strategic planning is critical. 2. The most popular strategic planning model goes by no particular name, but is frequently used in many large companies, all across the world. Institutions hold retreats, often over many days, to talk about plan implementation and progress. Yet unlike operational priorities, strategy is not time bound. What do we not do or consider not doing? What criteria is used to demarcate what is inside and outside those boundaries. The opposite of “provide all students with a transformational learning experience”? The solution, tried and tried again, on most campuses is to improve planning efforts to create better strategic plans. Operations address how to do things right, whereas strategy is about the right things to do. Decide on short-term strategies that will allow you to reach milestones which clearly show progress towards achieving the company vision. It is the game plan that contains answers to key questions, such as in what arenas will you engage (undergraduate, graduate; health care, humanities; liberal arts, professional; local, national, global; adult, traditional age, etc.) Please visit our contact page. University of Science and Arts of Oklahoma, University of South Florida-Sarasota-Manatee, University of South Florida-St Petersburg, Virginia Polytechnic Institute and State University, West Valley/Mission Community College District, West Virginia School of Osteopathic Medicine, Bruce Springsteen and the Biden-Harris Victory, Teaching Online in the COVID Crisis: What We Have Learned, Responding vs. The report comprises the following two sections: Receive industry-leading insights directly in your inbox. B. E. International Journal of Information and Education Technology, Vol. The Strategic Planning in Higher Education(SPHE) approach provides a seven-step blueprint for establishing planning priorities, guiding the process, and bringing the plan’s goals to fruition. And once answering those, developing a series of operational plans to deliver on strategy, such as linking budgets with priorities for the next two years? The strategy that is pursued comes through collective and intentional efforts as well as through emergent activities by colleges, departments and even individual faculty members. Once finished, there is great fanfare and publicity, often around the plan’s creative name and new, bold priorities. Plans appear in highly visible places on websites. An institutional mission statement says why a college or university exists; it’s the purpose. “Educate students for the global 21st century,” anyone? Identify (or re-identify) the goal of your organization, and make sure the mission statementis consistent with this. Harpswell Foundation students. If strategy were easy, every organization would have a well-articulated and impactful one. At the University of Pennsylvania’s Graduate School of Education, the suite of executive programs is a key strategy. And all the while, those who lead the planning process can be heard saying, “This plan will not sit on the shelf (this time).”. Now there’s a way to run your college or university with speed and agility . A strategy without a plan may simply be a wish. Roger Martin, former dean of the business school at the University of Toronto, has a wonderful test about plans versus strategy. It includes a brief history of strategic planning, emerging challenges in higher education, basic models and steps of a strategic planning process, adapting strategic planning to unique needs of higher education, and a look into the strategic planning at the California State University system. Kaufman’s Strategic Planning Model • systems framework model by Kaufman • model has undergone extensive improvements during the last 2 decades • initially presented in systems analysis of 6 steps • Organization Elements Model (OEM) – systems framework of 4 major clusters of 13 steps & improved into 3 major clusters of 12 steps 34. Strategy, as a concept, sits between mission and operational plans. At Morgan State University, listening sessions, town hall meetings, and a regularly updated website promoted involvement from a wide swath of the campus community. 2. Enter your email address below to opt in: Visit one of Hanover’s COVID-19 Resource Centers for clear, actionable information to help you design your response to the pandemic, Copyright © 2020 Hanover Research / All Rights Reserved /. Our newsletters are packed with helpful tips, industry guides, best practices, case studies, and more. How well do the strategic choices in your institution’s plan pass this opposites test? To conclude, the title of this essay is a gross overstatement. As noted in an Inside Higher Ed article, some of the commonalities of successful strategic planning models for higher education include having an inspirational presidential vision with input from the faculty and a stamp of approval by the board. Photo courtesy of New College of the Humanities/Simon Jones. Our website uses cookies to improve your experience on our site. These operational plans can decouple operations from strategy, develop a short-term (12- to 18-month) road map, and ensure greater agility and responsiveness as needs arise and conditions change. This article reviews the systems approach to strategic planning as a method to enhance the planning processes. (Most do not, but they generate a pretty good laugh. Request your custom consult below and a member of our team will be in touch. While important operational priorities are frequently advanced in traditional strategic plans -- such as creating a financially sustainable business model, leveraging technology or growing enrollments -- they are not strategy. A focus on strategy is intended to help institutions experiment and take initiative, to ask questions and create synergies, and to move institutions ahead in often unknown and unknowable environments. Therefore, institutions either: 1) revise their plans and priorities as the world evolves during that five-year window or 2) ignore some (or most) of what is in their plans as they respond to new challenges and pursue emergent opportunities. How about “Produce cutting-edge research?”. 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The environment for most universities is volatile and variable, not static and predicable; it is challenge dependent and not time dependent. Trustees and faculty members wonder what all the fuss was about, why the process was so time-consuming and arduous and why, in the end, the work seems to have had so little real impact. Colleges and universities invest a tremendous amount of time and effort (holding many meetings with various constituent groups on and off campus to gain input) -- and sometimes also money (for consultants) -- in their strategic plans. A strategy map is a visual tool designed to clearly communicate a strategic plan and … It’s also common to hear someone say, “Culture eats strategy for lunch (or breakfast),” which is fine. Strategy is a primary example of that “inescapable interdependence” the AAUP’s 1966 Statement on Government artfully framed over 50 years ago. Have questions? As we have said here, strategy is not planning. (Courtesy: University of Akron), University of Cincinnati-Blue Ash College, University of Cincinnati-Clermont College, University of Colorado Anschutz Medical Campus, University of Colorado BioFrontiers Institute, University of Colorado Denver/Anschutz Medical Campus, University of Illinois at Urbana-Champaign, University of Maryland University College, University of Massachusetts Medical School, University of North Carolina at Asheville, University of North Carolina at Chapel Hill, University of North Carolina at Charlotte, University of North Carolina at Greensboro, University of North Carolina at Wilmington, University of North Carolina School of the Arts, University of Pittsburgh-Pittsburgh Campus. Reacting in a Never-Ending Breaking News Cycle. Not only do they educate and train students but they also create new ideas and knowledge for the short-term contemporary issues as well as long-term It is not the sole undertaking of faculty members, administrators or the board. University of Queensland student Robert Carrol participates in a surgery rotation at the Ochsner Clinical School in New Orleans. They need plans to operationalize their strategies. New Approaches, Different Questions, Novel Outcomes. These pitfalls can lead to unrealistic timelines and/or a loss of momentum. We know that it can feel lik… A caveat: strategy questions, as the right-things-to-do questions, are difficult to frame and to frame well. Institutions would be better served to first start by articulating statements of strategy and then creating operational plans to deliver on those statements (see the University of Vermont’s College of Education and Social Services pathways in its planning document). Strategy exists if some competitors choose different, if not opposite, paths. The higher education landscape continues to experience change. The problem with many college and university strategic plans is that they do not articulate choices; they are internally, not externally focused, and are muddied by operations. Workday Adaptive Planning helps higher education teams accelerate budgeting and expense cycles, align resources against priority programmes and courses, and streamline critical processes like enrollment planning. “Great,” we said, “but better at what? How well do higher education strategic plans provide answers to those deceptively simple questions? He argues that you do not have an effective strategy if you and your competitors are doing the same things. While there are multiple models of strategic planning, many of which include a periodic review of the resulting goals and objectives, there are few systematic assessments of the impact of the process itself. Through synthesized research findings and teaching insights, the authors collaboratively devised a comprehensive communication planning model that is based on a series of strategic questions designed to focus a higher education institution’s communication approaches, and that includes a project-management framework guiding strategy and tactics along a continuum ranging from the most … Who are our competitors -- both traditional and nontraditional -- and in what ways are they competing differently? Strategic planning in universities is frequently positioned as vital for clarifying future directions, providing a coherent basis for decision-making, establishing priorities, and improving organizational performance. Once the program in higher education took root, others saw the potential for similarly structured programs in school administration, education entrepreneurship, medical education and for chief learning officers. We discuss common pitfalls and guiding principles for gaining buy‐in, implementing the plan, and financial planning. This report examines best practices in strategic planning at higher education institutions and profiles the strategic plans and planning processes in place at five specific institutions. Given the demands on campuses and the complexities that academic leaders face, might institutions be better served by looking at the future through some new lenses rather than reinvesting in yet another round of similar work? That included adopting a system to address problems in education, human development, counseling and social work; focusing on the people, places and history of Vermont (the Vermont Distinction); and prioritizing its impact on a diverse, globalized society. For intentional strategy formation, involving key stakeholders is important, if not essential. The better ones convey particular actions with respect to target audiences, as well as articulate outcomes. How is the environment evolving and what does that mean for our competitive advantage? (PDF) Strategic Model and Strategic Planning in Higher Education | Gamze Sart - In the era of the 21st century, the best higher education institutions have more than one role. The Synario modeling engine communicates changes to your projected financial statements, including cash flow, as you make them. 3… Founding Director Alan Lightman is pictured on the center right. Think compass, not map. ), Furthermore, we in higher education seem quite enamored with five-year plans. Involve more people, develop new metrics, hire different consultants, have leaders say earlier in the process that “this plan will not sit on the shelf.” But what if improving planning is the wrong focus? Strategic planning for higher education: plan for a better tomorrow, today . Some are triumphs of form (or wordsmithing) over substance. But the more substantive the strategy meal, the better, yes? Who are our key audiences and how are their needs and aspirations changing? Models for successful strategic planning abound and often … 8, No. But other strategy emerges from the work on campuses, particularly among the faculty. The first model we will highlight is the "Basic" Strategic Planning … Dr. Hinton's guide shortens the learning curve and unites college leadership with its intuitive, step-by-step approach. The concept of strategic planning has extensively been used to formulate institutional objectives of higher education institutions into time bound deliverables. Colleges and universities would be better served by focusing on the other half of strategic planning: the strategy, Peter Eckel and Cathy Trower argue. Articulating the right things to do is difficult work. Too many university strategic plans are mostly outcomes or ideals (or unfunded “wish lists”), without an articulation of strategy. (For some, the answer is simply five years of reprieve before they have to go through the planning process again.). Strategy as a field may have a lot to offer colleges and universities. Why should time matter more than other variables that might define strategy and its direction? During a recent workshop on strategy (and not planning), the following exchange occurred between an experienced administrator and one of us. Strategic Planning in Higher Education Abstract Higher education institutions around the world are taking on more responsibility for their own future planning. A short plan cycle may also mitigate the tendency to front‐load or back‐load goals during the planning process. But what is clear across many competing definitions is that strategy: 1) is the link between mission and the realities of the external, competitive marketplace, 2) is about choices associated with organizational direction and 3) differs from operations. In this regard, the conceptual idea of strategic planning plays a key role in the development of the Iraqi educational process, and many researchers have explored it as a critical tool that prepares institutions of higher education to respond to future scenarios and educational needs. For example, the University of Vermont’s College of Education and Social Services brought together faculty members, administrators and staff members to articulate its strategy. Furthermore, we in higher education seem quite enamored with five-year plans. fields, uses: library digitization, uses:federal funded programs, uses: academy-industry relationships, uses: sergeant, uses: student finance, uses: strikes, source:Wikipedia caption: Notre Dame Quad, source:Wikipedia/Lakshmansrikanth uses: law library, South Dakota School of Mines and Technology, South Metropolitan Higher Education Consortium, South Orange County Community College District, Southern Illinois University-Edwardsville, State University of New York at New Paltz, Stella and Charles Guttman Community College, Student Community College of Baltimore County, Students at Community College of Baltimore County, SUNY College of Agriculture and Technology at Cobleskill, SUNY College of Environmental Science and Forestry, The University of North Carolina at Chapel Hill, Tressel speaks to students on campus. They were not created through a committee or market analysis.

strategic planning models in higher education

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