Strategic Planning for Disruptive Leaders - PowerPoint Presentation

1. Strategic Planning for Disruptive Leaders Co-Authors Dr. Todd W. Rofuth and Dr. Julie Piepenbring

2. Aims of the workshopParticipants will learn how to create or modify an organization’s strategic plan, including creating vision and mission statements, core values, goals, objectives, benchmarks and outcomes.

3. Objectives - Participants will learn how to (Disruptive Leadership objections left side)Create a Strategic Plan employing innovative techniques through an inclusive organization wide process designed to position the organization for success in achieving its mission in the mid and long term futureModify a Strategic Plan to achieve greater impact when the environment changesCreate vision and mission statements to broaden the reach and scope of agencies and programsWrite clear, specific and measureable goals, objectives and outcome statements Assess whether outcomes are met and have improved overall quality of servicesEnsure that all programs align with the overall organizational missionEstablish benchmarks to show alignment with vision, mission, philosophy, and goalsIdentify potential organizational drift from vision, mission, philosophy, and goals

4. This presentation:Will address two (2) competencies and nine (9) practice behaviors from the Strategic Management Domain of the Network for Social Work Management. There are four Domains (Executive Leadership, Resource Management, Strategic Management and Community Collaboration) that contain 21 Competencies and 123 Practice Behaviors

5. Strategic Management Domain of the Network for Social Work Management Competencies & Practice BehaviorsEstablishes, promotes, and anchors the vision, philosophy, goals, objectives, and values of the organization (Network for Social Work Management Competencies #1). Practice Behaviors:Creates, communicates, and anchors a vision for the organization. (1.1). Works to ensure that all programs align with the overall organizational mission. (1.2).Reviews the mission periodically to determine its relevance to client and the community needs. (1.3). Works closely with management staff to establish benchmarks to show alignment with vision, mission, philosophy, and goals. (1.4). Identifies potential organizational drift from vision, mission, philosophy, and goals. (1.5).

6. Strategic Management Domain of the Network for Social Work Management Competencies & Practice BehaviorsEnsures strategic planning (Network for Social Work Management Competencies #20). Practice Behaviors:Demonstrates competence in the ability to orchestrate and support an inclusive and organization-wide strategic planning process designed to position the organization for success in achieving its mission in the mid- and long-term future. (20.3). Understands the organization’s relationship to its environment, the emerging internal and external forces affecting the organization, and the ability to position the organization within that environment for future and current success. (20.1). Directs staff effectively in identifying areas of future growth and development in all areas of agency operations to be used in a strategic planning process. (20.2).

7. This Presentation Aims to Achieve the following:Strategic planning is all about the future, taking action to influence events can be very advantageous to organizations. Selecting among alternative future courses of action is a tenet of disruptive leadership. Steps to undertake a full and partial strategic planning process will be presented. As part of the strategic planning process, organizations need to develop a vision, core values, a mission statement, goals and objectives. Understanding the meaning of these terms and their differences is an important first step. This workshop will present definitions and examples of each and exercises to master them.

8. Futures PlanningMost organizations have strategic plans although not all have gone through a complete strategic planning process. Strategic plans should be relatively short term (3-5 years) and dynamic. When new leadership takes over, strategic plans are either modified or scratched or the process starts all over again. It is difficult to administer an organization without a plan for the future. Planning is all about the future, taking disruptive action to influence future events can be very advantageous to organizations. Selecting among alternative future courses of action will be discussed in this presentation.

9. Commitment to a Full or Partial Strategic PlanTo produce a strategic plan requires the commitment of the organization and staff. Examples of when to employ a full or partial process to create a strategic plan will be presented and which components of the process are best employed depending on the organizational situation.

10. Strategic Planning“I skate to where the puck is going to be, not where it has been” (Wayne Gretzy)It is all about the future

11. When to Engage in a Full Strategic Planning ProcessNew leadership takes over.Organization has been stagnant.Many internal and external environmental impacts endanger the future of the organization.Added many new employees recently. Market changes have impacted services.

12. Steps in the FULL Strategic Planning Process(1) Obtain an initial agreement on a strategic planning process(2) Identify and clarify the nature and meaning of the externally imposed mandates, formal and informal, affecting the organization.(3) Define the Present Perceived Situation and the current problem(s) that impact it. (4) Discover key elements, in both the EXTERNAL ENVIRONMENT and the INTERNAL ENVIRONMENT that have an impact on the Present Perceived Situation, and will have an impact on projections of the present situation into the future.

13. (5) Develop reference projections of three different images of the extended present system: realistic image, optimistic image and pessimistic image. (6) Create alternative future scenarios. (7) Strategic Issues: Using Reference Projections: identify the fundamental policy choices facing the organization(8) Create A composite scenario: The integration of the scenarios that proved most consonant with the envisioned ends (i.e., the Idealized Design) becomes a Composite Scenario of what the "System Ought to Be." Full Steps (continued)

14. (9) Develop a clear and succinct description of what the organization of the future should look like as it implements its strategies and achieves its full potential. (10) Create strategic goals and objectives. (11) Create an action framework that involves the development and implementation of "tactics" or activities that are needed to implement the strategies. Organizational planning activities are implemented. (12) Change has occurred that is willed and controlled. Controlled interventions begin to make impacts upon the system and the system alters its behavior. The pattern of change has been planned. Full Steps (continued)

15. Step 1 in the FULL Strategic Planning ProcessObtain an initial agreement on a strategic planning processReaching an initial agreement typically proceeds through the following stages:“Introducing the concept of strategic planning.Developing an understanding of what it can mean in practice.Thinking through some of its more important implications.Developing a commitment to strategic planning.Reaching an actual agreement” (Bryson, 1988. p. 74), usually through vote or collaboration among key people who can influence the process and act as instrumental sources of expertise and information.The greater the number of decision makers and the less they know about strategic planning, the more time-consuming the process will be and the more indirect the route to agreement. So get everyone involved!!The support and commitment of key decision makers are vital; they supply information crucial to the planning effort such as: Who should be involved, when key decision points will occur, and they can provide critical resources such as staff assignments, a budget, a meeting space.

16. Step 1 in the FULL Strategic Planning Process (continued)Obtain an initial agreement on a strategic planning processA well-articulated agreement should include A clear definition of the network to be involved and the process by which it is to be maintained. For example: No surprises; everything gets laid out on the table for all to listen and contribute to.An outline of the general sequence of steps in the strategic planning effort.Mechanisms, such as a strategic planning coordinating committee for buffering consultation, negotiation, or problem solving. Guarantees from key decision makers of their time commitment.

17. Step 2 in the FULL Strategic Planning ProcessIdentify and clarify the nature and meaning of the externally imposed mandates, formal and informal, affecting the organization.Three outcomes of identifying the mandates:“Compilation of the formal and informal mandates faced by the organization.Interpretation of what is required as a result of the mandates.Clarification of what is not ruled out by the mandates - the rough boundaries of the unconstrained field of action” (Bryson, 1988. p.94) - what is not explicitly forbidden. What you might do can lead to valuable discussions about what the organizations mission should be.Benefits:“Clarity about what is mandated increases the likelihood that mandates will be met” (Bryson, 1988. p.95).When you review areas that the mandates don't rule out, you create a greater possibility of developing a mission not limited to mandates.

18. Step 3 in the FULL Strategic Planning Process Define the Present Perceived Situation and the current problem(s) that impact it. Develop projections of the present perceived situation without new interventions that could alter the system. If you don’t change anything, what will happen in the future? What is the current problem based on perceptions of situations? But first, discover key elements, in both the external environment and the internal environment, that have an impact on the Present Perceived Situation, and will have an impact on projections of the present situation into the future.

19. Step 4 in the FULL Strategic Planning ProcessDiscover key elements, in both the EXTERNAL ENVIRONMENT and the INTERNAL ENVIRONMENT that have an impact on the Present Perceived Situation, and will have an impact on projections of the present situation into the future.Purpose: To provide information on the internal strengths and weaknesses and the external threats and opportunities. This information sets the stage for providing valuable information for understanding strategic issues.Outcomes:SWOT Analysis - a list of internal strengths and weaknesses and external opportunities and threats.Specific steps to deal with threats and weaknesses.Provide the impetus to develop an environmental scanning team to produce detailed analyses of the external environment and keep the others informed of the findings.Prompt the development of an effective management information system that includes input, process, and output categories so that the organization can assess its strengths and weaknesses efficiently and effectively.

20. Step 4 in the FULL Strategic Planning Process (continued)Discover key elements, in both the EXTERNAL ENVIRONMENT and the INTERNAL ENVIRONMENT Benefits:Information vital to the survival and prosperity of the organization - it allows the planning team to see the organization as a whole in relation to its environment.Create the future rather than worrying about it!!Clarification of the tension fields within which the organization exists – These steps juxtapose the positive (strengths and opportunities) with the negative (weaknesses and threats); the present (strengths and weaknesses) and the future (opportunities and threats).Timely action may be taken to deal with strengths and weaknesses.

21. Step 4 in the FULL Strategic Planning Process (continued)Discover key elements, in both the EXTERNAL ENVIRONMENT and the INTERNAL ENVIRONMENT Strengths, Weaknesses, Opportunities & Threats (SWOT) Example:Internal EnvironmentStrengthsWeaknessesStaffNew staffManagement leadershipValues and ethics displayedUnion EnvironmentFunding not stableSome staff need to retireUnreliable MISExternal EnvironmentOpportunitiesThreatsNew programs are uniqueGeographic locationsPrograms are evidenced basedChanging state funding environmentLack of legislative supportMore competitors

22. Develop reference projections of three different images of the extended present system:The logical future of the system is an "image of an extended present system." You put together all of the information gathered in the preceding steps and develop Reference Projections of three different images of the extended present system: Realistic Image; Optimistic Image; and, Pessimistic Image Examples of Reference Projections for Realistic, Optimistic and Pessimistic Images (examples below focus on how funding will impact the organization):Realistic Image: State funding will continue to be restrictive with five percent reductions each year. Optimistic Image: State funding will actually increase each year with a new administration that believes supporting programs will reduce long term expenditures. Pessimistic Image: State funding will decline 5-15% a year for the foreseeable future. Step 5 in the FULL Strategic Planning Process

23. Create alternative future scenarios. The purpose of developing alternative futures scenarios is fourfold:To serve as a vehicle for penetrating the problematique (the scenario is not an actual intervention).To serve as "idea generators" (i.e., novel hypotheses, values, strategies), not detailed descriptions of future states.The scenarios should develop freely; you should ignore system constraints. These scenarios are not written to describe feasibility. They are devices used to suggest new alternative objectives towards which the current system should be redirected.Most importantly, they begin to reveal, the objectives towards which planning will be directed.These scenarios are imposed upon the Reference Projections. Show how the scenarios impact the realistic, optimistic and pessimistic futures. Identification of Strategic Issues is the next step.Step 6 in the FULL Strategic Planning Process

24. Strategic Issues: Using Reference Projections Identify the fundamental policy choices facing the organizationThis step outlines the basic directions along which the construction of a new social reality might take place.Outcomes: A list of the strategic issues faced by the organization.Arrangement of the issues on the list in some order: logical and priority.You need to be able to describe the issue,discuss the factors that make the issue strategic (mandates, mission, external and internal environmental features), anddiscuss the consequences of failure to address the issue.You may find that immediate action needs to be taken,no action needs to be taken but a close monitoring of it is necessary, and/orthat the issue can be handled as part of the regular strategic planning cycle.Step 7 in the Strategic Planning Full Process

25. Strategic Issues: Using Reference Projections Identify the fundamental policy choices facing the organizationBenefits:Attention is focused on what is truly important.Attention is focused on issues, not answers. Often conflicts arise as to solutions to problems when there is lack of clarity as to what the problem is.Provides useful clues as to how to resolve the issues - because you have to discuss the mandates, mission, external and internal environments which make it strategic.It creates the kind of useful tension necessary to prompt organizational change.If key decision makers decide to move forward and not terminate the planning efforts, the organization's character will be strengthened.Step 7 in the Strategic Planning Full Process

26. Create a composite scenario: The integration of the scenarios that proved most consonant with the envisioned ends (i.e., the Idealized Design) becomes a Composite Scenario of what the "System Ought to Be." The following steps are recommended:A synoptic version of the Reference Projection is introduced at the beginning (so you can compare it and what follows).Different environmental frames describing the most generally expected evolution of the overall situation are then introduced (e.g., the cybernetics age is evolving into the AI age; a new president is elected who does not make decisions based on data or facts; and certain types of treatment options have become widely accepted).The scenarios that were produced in step IV. Alternative Futures, are composed together, manipulated, and transformed into the above environmental frames.This operation yields an image of the system's future that is most desirable. Lines of interim evolution are defined and detailed, until it represents the outcome towards which one wants the system to evolve.Step 8 in the Strategic Planning Full Process

27. Develop a clear and succinct description of what the organization of the future should look like as it implements its strategies and achieves its full potential. Outcomes: A written statement which includesvision statement,basic philosophy and core values,mission statement,goals, if they are established,objectives or basic strategies,performance criteria (can be built into the objectives as benchmarks),important decision rules, andethical standards expected of all employees.Should be widely circulated among organizational members and other key stakeholders after the appropriate sign offs have been obtained.Should be used to inform major and minor organizational decisions and actions.Step 9 in the Strategic Planning Full Process

28. Develop a clear and succinct description of what the organization of the future should look like as it implements its strategies and achieves its full potential. Benefits: Employees have specific, reasonable and supportive guidance about what is expected of them and why.The more specific the vision of success, the more likely members will pursue it and achieve it.Added increment of power because time will be spent moving forward instead of debating what to do, how to do it, and why.Brings to people's awareness the barriers to realization of the vision.Reduction of conflict.Step 9 in the Strategic Planning Full Process(Continued)

29. Step 10 in the Strategic Planning Full ProcessCreate strategic goals and objectives.This is the "how to" step and the purpose is to create strategies that effectively link the organization to the external environment.Develop specified strategic goals, and then develop alternative strategies that will help you attain each goal. Formulation of strategies requires an extension of the mission to form a bridge between an organization and its environment. Strategic goals outline the organization's response to policy choices. Strategic goals define what an organization is, what it does, and why it does it.

30. Step 10 in the Strategic Planning Full Process(continued)Create strategic goals and objectives.Outcomes:The organization may or may not wish to have a formal strategic plan.The plan would include:Organization's mission statement.Mandates to be met.SWOT analysis.Strategic goals, issues or a vision of success.Strategies, including guides for implementation. Formal agreement to move ahead.Actions should be taken when they are identified and become useful or necessary.

31. Step 10 in the Strategic Planning Full Process(continued)Create strategic goals and objectives.Benefits:A clear picture emerges from broad concepts to detailed implementation.Enhanced organizational creativity in solutions to problems.The emergence of a new reality provided actions are taken as identified.Heightened morale among team members in the resolution of important issues.

32. Create an action framework that involves the development and implementation of "tactics" or activities that are needed to implement the strategies. Organizational planning activities are implemented. This step involves the development and implementation of "tactics" or activities that are needed to implement the strategies. There are a wide variety of GANTT charts available for designing an implementation plan. Organizational planning activities are implemented. Someone is put in charge of managing the overall implementation plan (this final step is usually ignored and then organizations don’t maintain focus on all aspects of the plan).Step 11 in the Strategic Planning Full Process

33. As time goes on change has occurred that is willed and controlled. Controlled interventions begin to make impacts upon the system and the system alters its behavior. The pattern of change has been planned. Step 12 in the Strategic Planning Full Process

34. An Abbreviated Strategic Planning ProcessNot all organizations have the time and resources and knowledge to conduct a full strategic planning process. However, the full process can be adapted to an organization’s resources. For example, an abbreviated strategic planning process can be conducted in a relatively short period of time such as over several months. One example of an abbreviated strategic planning process is described below.

35. Steps in an abbreviated Strategic Planning Process(1) Obtain an initial agreement on a strategic planning process(2) Identify and clarify the nature and meaning of the externally imposed mandates, formal and informal, affecting the organization.(3) Discover key elements, in both the EXTERNAL ENVIRONMENT and the INTERNAL ENVIRONMENT that have an impact on the Present Perceived Situation, and will have an impact on projections of the present situation into the future.

36. (4) Develop a clear and succinct description of what the organization of the future should look like as it implements its strategies and achieves its full potential (This step is skipped sometimes). (5) Create a vision statement, mission statement, core values and why the organization exists, goals, objectives, basic strategies, performance criteria, ethical standards expected of all employees.(6) Create an action framework that involves the development and implementation of "tactics" or activities that are needed to implement the strategies. Organizational planning activities are implemented. (7) Change has occurred that is willed and controlled. Controlled interventions begin to make impacts upon the system and the system alters its behavior. The pattern of change has been planned. Steps in an abbreviated Strategic Planning Process (Continued)

37. This is the progression in developing key components of the organization’s plan:Vision > Mission > Core Values > Goals > Objectives

38. Characteristics of Vision StatementsImagine the futureAppeal to stakeholdersBe somewhat realisticBe resilientBe communicated with ease

39. VISION STATEMENT DESCRIPTION AND EXAMPLESComponentDescriptionExamplesVISIONDifferentiating between an organization’s vision and mission can be challenging. Vision statements should be short and all about the future. That future is a desired end state that might not actually be achievable, but which the organization should consistently strive to achieve.The best visions are inspirational, clear, memorable and concise, not more than 15 words.The vision is where do we want to be in the future.Human Rights Campaign: Equality for everyone.Feeding America: A hunger free America.Alzheimer’s Association: A world without Alzheimer’s.Oxfarm: A just world without poverty. The Nature Conservator: To leave a sustainable world for future generations.

40. Conclusion on Vision StatementsEstablishing a vision is challenging and risk taking but it will lead one to a direction that the organization should move towards. New leaders of an organization may want to review the organization’s vision and core values. And if a new vision is to be created and accepted, everyone in the organization should be involved in creating the vision. Visions statements should be true to the organization’s actual situation. A vision statement that is disconnected from reality will only lead to trouble. For example, how can a university be “preeminent graduate institution” if the faculty teach a four course load?

41. Create a Vision Statement ExerciseCreate a Vision Statement for a new organization orWhat do you think your current organization’s Vision Statement ought to be orWhat is your current organization’s Vision Statement and is it accurate? How would you change it?

42. Core ValuesHow do you encourage visionary thinking? One place to start is by creating or reviewing the organization’s core values. All organizations are driven by a core set of values whether these values are known or not. Every organization has aspects that are vital to the survival and flourishing. If you have core values that are vital to flourishing, you can make decision faster, it is easier to support decisions, and you can get support from the community. Core values do not have to be fixed values. They can then be shared by generations of staff. If you have core values that are vital to the flourishing of your department, you can make decisions fasters and people will support decisions as will the community.

43. CORE VALUESAll organizations should be driven by a core set of values. Effective organizations identify their core underlying values and use them in developing and implementing mission, goals, and objectives.Examples of academic core values: Collegiality Autonomy Academic freedomExperiential educationIntegrity Excellence Community service EthicsLife-long learning What is in the best interests of the studentsCORE VALUES DESCRIPTION AND EXAMPLESComponentDescriptionExamples

44. Examples of a University’s Core Values that are definedExcellence: The University values exemplary and distinguished performance in all aspects of University life by all members of the University community, especially in the areas of teaching, learning, scholarship, and service.Student Success: The University values all students, believes in their potential to achieve, and commits to challenging, supporting, and empowering them to transform their lives.Access: The University values its responsibility to provide opportunities for individuals with potential and motivation to become productive members of the University Community and demonstrates that value by eliminating barriers that hinder full participation.Diversity: The University values an educational and work environment in which individuals and cultures are celebrated and respected for the unique talents, insights, and perspectives that they contribute.Life-Long Learning: The University values the pursuit of knowledge and provides an environment for all individuals to learn and develop throughout the various phases of their lives.Community Involvement: The University values community service, civic engagement, and social responsibility by all University members and encourages the integration of these principles in the learning experiences of students, invites community participation in University affairs, and promotes local, regional, national, and international collaborations (SCSU, 2007).

45. Core Values Clarification Exercise – At your place of current or past employment:In a small group discuss:What core values are at work in shaping how we think and act?Do espoused core values differ from those actually being used? This is very important. If you believe that integrity is first and foremost and you see all these negative things related to integrity going on, you have to do something about it. If you have important values, you as leader must role model it. Can we better define our core values?Can we argue that change is necessary to fully realize the core values?Is there common ground among conflicting core values?

46. Mission StatementsMission statements should consist of the broadest and most general plan. For example, “we help others help themselves” or “we ensure equal opportunity” or “every child is adoptable.” Mission statements tend to be idealistic and altruistic. Although vagueness is palatable to everyone, mission statements do not provide specific guidance for influencing staff behavior. It is best to distill all elements of mission into just a single sentence or a few sentences (for example how would you write a mission statement in a single sentence that included the following: women, diversity, liberal arts, purposeful engagement). Key issues today that preoccupy boards and trustees are related to missions. For example, how can the mission be adapted to market demands and how can the mission evolve to respond to demand. If you adapt do you erode the old mission and market positions? (Creighton, 2007).

47. Purpose and Content of Mission Statements“It is an administrative statement that guides planning and decision making, and it is no restricted by any time element. It is an enduring vision of future direction and values. It sets forth the basic purpose of the program or project. Goals and objective fulfill the mission statement.” (Farrar, 1992).What is the mission, where you going and what are your core values: should be able to say this in one minute!

48. MISSIONA mission statement is a statement by an organization or program (or project or service) that contains detailed information about the overall direction and purpose of the organization or program. It should: Contain the philosophy of the organization or program, Specify the level and type of services provided, set forth the major functions of the organization/program, and Identify the service area or population and special formal and informal relationships with other organizations/programs. (Farrar, 1992)Linked In: To connect the world’s professionals to make them more productive and successful.BBC: to enrich people’s lives with programs and services that inform, educate and entertain.The mission of the HIV Planning Council is to develop and coordinate an effective and comprehensive community-wide response to HIV/AIDS, to reduce the incidence of HIV infection, and to maintain the highest possible quality of life for all persons infected with or affected by HIV disease, including those traditionally not served or underserved. (Farrar, 1992)SCSU provides exemplary graduate and undergraduate education in the liberal arts and professional disciplines. As an intentionally diverse and comprehensive university, Southern is committed to academic excellence, access, social justice and service for the public good. (SCSU, 2015)MISSION STATEMENT DESCRIPTION AND EXAMPLESComponentDescriptionExamples

49. For Mission Statements of Academic or Agency Programs, considerThe first step is to review your institutional mission, how is it distinct and how does it along with your program’s mission. If rewriting your mission, identify key themes from the institutional mission and make sure these themes are added to your program mission. The University of Phoenix scans the market for business opportunities, the one’s traditional academic institutions are not picking up, and then they deliver in those areas. When those opportunities shift, they shift quickly, but traditional institutions don’t. So when doing a SWOT analysis, look at what the for-profits are doing in your area, how they are working in your markets. They are more resilient and quicker to seize opportunities. (For example, MSW online programs may pay field instructors).If you are going to explain your mission to a parent, could you do that? Most are too long. Mission statements should be a couple of sentences, up to five at the most. How does the mission get conveyed and is it in alignment? (Creating Strategy that Sticks, 2007).

50. Competency Based Exercise Defining a Mission StatementGroup exercise – Using the vision and core values you have written:Select a partner.Define the mission of your organization in sixty seconds. How is it distinct from competitors?Give one example of the mission in action. Examples: Train students to be live long learners. Educate citizens to meet demand in the state workforce. Serve the metropolitan community. Identify two major projects or programs at your organization and how do they align with the mission.

51. Competency Based Mission Statement Exercise (part 2)Why does our agency/program or academic department exist? Some departments constantly complain about what they don’t get. You should define who you are in the institution and why you are important. From a financial and mission orientation, explain why we exist now. As a leader you have to advocate for resources, explain why you exist, point by point. Identify what revenue streams are coming in because of the program.What are your program’s major lines of activity (client services, curricular products or student services)?What are the target markets you serve? Who are the clients? Who are the students? Are they 18-22 years old, some non-traditional, some commuters, some not, graduate students, doctoral students? Who are we best at serving? Many privates entered into graduate market in the early 80’s, and now the for-profits have targeted this group. Where should your program be going?

52. GOALSGoals are more specific than a mission. Goals serve as the organizational outcomes toward which staff aim. Management decisions should be evaluated with reference to organizational goals. As conditions/needs change, goals should change. Goal succession or abandonment can also occur. Goals are often only theoretically attainable.Goals include two basic components: (1) who will be affected and (2) what will change because of the program. Goals should: Have a specific function (e.g. program goals, educational goals). Have a different definition from that of a mission statement and from that of an objective. Be a statement of a desired future state or condition. Expresses long term hopes and aspirations. Not be directly measurable but are attainable. Be accomplished by activities.Lack deadlines, be relatively broad in scope, and provide guidance for the establishment of objectives. To help staff manage their stress To reduce the incidence of HIV infections in the community To help clients and their families deal with lifestyle changes after a diagnosis of AIDSTo encourage students to actively engage in living learning educational experiencesTo strengthen the university financially  Create and strengthen community partnerships to further the Department and university's shared commitments to scholarship, professional preparation and advocacy GOALS DESCRIPTION AND EXAMPLESComponentDescriptionExamples

53. Case Study Example Mission Statement and GoalsSample Mission Statement: Lotus Community Wellness Center The Lotus Community Wellness Center, a dynamic partnership with Pacific HealthCare and the surrounding community, is committed to empowering men, women, and children of all backgrounds to enhance and maintain their health through the concept of holistic care. Therefore, the spiritual, intellectual, emotional, physical, and social dimensions of this larger community will be addressed through an active integration of the talents and resources of the partnership. Ongoing services and other educational programs, activities and support, all of which are affordable and accessible. Goals - The Wellness Center will: Use approaches that intergrade the spiritual, intellectual, emotional physical, environmental, and social dimensions of life. Provide health educational and support groups to encourage health life choice for all agesBe a personal, caring service, assisted by volunteers trained in methods consistent with the mission of the center. Listen to the needs of all voices in the community in planning the current and future directions of the Center. Provide a visible, regularly staffed, and accessible resource facility. Target audiences through maintaining an ongoing communication/public relations strategy. Be a nonprofit, self-sustaining endeavor. (Farrar, 1992).

54. Marketing Mission and GoalsAs part of program development, the mission statement and goals need to be accepted, understood, and supported by all levels of personnel in an organization. Mission statements and goals should be marketed well and communicated clearly to all parties who may support, work within, or have the potential to affect the program development and planning process. (Farrar, 1992).How to market mission and goals?Put mission and goals on the web pageIn all publicationsIn any major communicationsIn program documents

55. Building Faculty Investment in Assessment & Institutional EffectivenessHow do you build support for the goals of the strategic plan?Need provost and deans leading effort.Create faculty advisory group.Create faculty learning communities.Sponsor and attend internal and external conferences.Create a context for change.Assess implementation of the plan to determine if changes in it need to be made:Ask employers to assess and give feedback on student competence.Administer a general survey.Encourage ongoing department assessments. Survey students. Summary:Articulate a persuasive vision, convince them of value of it.Role of academic leadership, get them involved.Provide support such as funding, creating learning communities, advisory groups.Creating an environment for change.Sustaining, recognizing, and rewarding the effort. Remember that this is a work in progress. (Freeland, 2007).

56. Goals ExerciseUsing the mission statement you have created, list goals:Make sure each sentence of the mission statement has a corresponding goalMake sure you use the descriptions of what goals should be.

57. OBJECTIVESAccomplishments of an organization can be measured only against specific, clear, focused objectives that fulfill the mission statement.Objectives and benchmarks make it possible to determine if goals have been achieved. Objectives outline the specific tasks essential to accomplish goals. Each separate objective should be the partial accomplishment of a goal. Objectives must be measurable by specifying who, to what extent, under what conditions, by what standards, and within what time period certain activities are to be performed and completed. Objectives provide direction for action. Objectives may be short term or long term. As programs become more complex, more objectives are needed. After the class on cleaning HIV works, participants will be able to with 100% accuracy demonstrate how to clean works. Six months following treatment, participants will maintain active participation in 12-step programs. On a written test, participants will be asked to list with 100% accuracy the methods of transmitting HIV. (Farrar, 1992)Increase the number of community-based agencies for field work partnerships by 10% a year for five years.  ComponentDescription ExamplesOBJECTIVES DESCRIPTION AND EXAMPES

58. Objectives can define the programObjectives can be developed to measure different levels concerning programing such as: Awareness / knowledge / attitudes / skill development / access / behavior / risk reduction / health status. Behavioral Terms can determine who will do, how much of what, to whom, when, where, for what purpose. Another way of looking at it: consider the condition / criteria or magnitude of change / target group / indicator/outcome. Or consider the content / type and direction of change / target population / magnitude or degree of change / the way change will be measured / timeframe.

59. A structured approach can be used by plugging in words as appropriate….The program will be able: To by at Verb-action noun-outcome date-time cost or level or condition Example: To arrange six beds for women by April 15th who need drug residential treatment Or the program will: By Time verb-action noun-outcome condition/level Example: By April 15th arrange for six beds for women who need drug residential treatment.

60. Less Precise Verbs Not to be UsedVerbs to describe objectives should show action, be specific, detailed, and not vague.Verbs that are less precise can be open to many interpretations and therefore should be avoided. Examples of less precise verbs that should not be used: known / realize / fully realize / enjoy / believe / understand / understand / feel responsible for / appreciate / value / comprehend / be aware of / tolerate / be familiar with / desire / feel / have faith in / desire / feel / have faith in / grasp the significance of / acknowledge / know / be motivated / experience / be informed of / be involved in. (Farrar, 1992)

61. More Precise Verbs that are open to few Interpretations should be used instead:discuss / evaluate /identify / list /diagram / compare / translate / recall and state / integrate /illustrate / select / interpret / differentiate / summarize / classify /predict /apply / write / recite / solve /construct / complete /prepare /make / run / draft / draw / contract / develop / open / define / describe / tabulate / answer / report / state / / feeling level / challenge / defend / dispute / join / judge / offer/ praise / question / share / attempt / visit / accept / support. (Farrar, 1992).

62. Results Oriented ObjectivesObjectives can be evaluated by assessing each objective to assure it is clear, measurable, and specifies results. Often objectives are written to emphasize process rather than results. Explanation follows on next slide.

63. Process Rather than Results Oriented ObjectivesProcess Objective Results ObjectivesDo things right”rather thanDo right thingsProduce creative alternativesrather thanSolve problemsSafeguard resourcesrather thanOptimize resource utilization Discharge dutiesrather thanObtain results

64. Objectives can also be classified as certain types:Maintenance Objectives – intended to stabilize desirable existing conditions. Performance Objectives – intended to improve the effectiveness of existing conditions.Innovation Objectives – intended to create new, desired conditions that the organization does not recently have.Performance and innovation objectives must contain the what, how much, when, why, and how questions as displayed in the next slide

65. Formatting Objectives by the SituationFormatting questionSituationWHATThe condition to be changed & the direction of changeHOW MUCHThe amount or degree of changeWHENThe time constraint for the changeWHY Is defined by the organization’s missionHOWWill be defined by the Action Plan

66. Objectives should also be prioritized and what will they cost to implement?Objectives should be prioritized as not all are equally critical. Criteria for prioritizing include: importance to the organization, urgency, cost/benefit, source, degree of organizational change posed by objective.The seriousness, urgency, growth criteria in situation appraisal can also be used to assess criticalness of objectives. Costs/ benefit should be be addressed.The key question is “For what objectives will a small increase in cost result in a disproportionate increase in benefit?” Conversely, “For what objectives will a cut in cost result in a disproportionate increase or decrease in benefit?”

67. Evaluating Objectives  1. Is your objective stated as a declarative sentence? 2. Does your objective contain the “what”? 3. Does your objective contain the “how much”? 4. Does your objective contain the “when”? 5. Does your objective describe a future state, rather than an activity or process? 6. Have you limited the scope of your objective so that it is realistic?(Management Behavior Science Center, 1980b)Check each objective to see if you can answer “yes” to the following questions. If so, you’re ready to proceed. If not, you need to continue to refine your objective.

68. Objectives ExerciseUsing the Goals Statement you have created list objectives:Make sure each objective addresses each goal.Make sure you use the descriptions of what objectives should be.Use precise and results oriented objectives.Performance and innovation objectives must contain the what, how much, when, why, and how questions.Use one of the structured approaches and plug in words:The program will be able: To by at Verb-action noun-outcome date-time cost or level or condition

69. Establishing BenchmarksAs part of strategic planning process establish benchmarks to show alignment with mission, core values, goals and objectives. Benchmarks are typically a numeric target or percent or an objective obtained.Usually we can see when things are not aligned, because it means that they have gone too far a drift. One needs to establish ways for assessing benchmarks and preventing drift. Empower an assessment committee or Empower someone to do ongoing reports, quarterly or bi-annuallyPlan retreats or full committee meetings so everyone can review the status of meeting goals and objectives and benchmarksIf not meeting benchmarks, reconsider approaches or review objectives and benchmarks to make sure they are still relevant.

70. Leaders and managers need to develop programs that align and assess them regularly.Are we doing what we say we believe in; program evaluations can be telling, as can client satisfaction surveys. Any strategic plan should have operationally defined goals that can measure the success of the mission. In addition, employing tacit ways to gauge success can be helpful such as reading between the lines of clients, community and staff. An example of and implementation plan built into a short version of a strategic plan is provided by the draft example of the NADD Strategic Plan 2018-2023.

71. Empowering SW Education Leaders for A Just World (Vision)The mission of the National Association of Deans and Directors of Schools of Social Work (NADD) is to support the leadership of social work deans, directors and chairpersons to promote social justice, drive innovation and advance the social work profession.

72. SWOT AnalysisStrengths: Diverse leadership; collegiality; core of common issuers; mentoring; different emphases of schools; shared passion; build (larger) community (of participants); NADD has a reputational status with faculty; purposeful.Weaknesses: Only about ½ members participate at NADD conferences; time commitment; no clear purpose; cost of participating can result in marginalization; travel bans; no other way to participate unless in person; no virtual attendance—haven’t done anything creative and intentional with that; dominance of big schools (including leadership); small schools dominate the discussions by numbers; can’t satisfy wide range of schools; no infrastructure; lack of clarity about task forces that never sunset; static web site; inability to unit with BPD and GADE; too many silos. Opportunities: Could do something creative and intentional with technology such as online interactive sessions; relationship growth with NASW; influence public policy; organizing; using Grand Challenges as a vehicle; interim leader participation, purpose and leadership; backup for state universities. Threats: Lack of power and voice with other social work organizations; internal fragmentation; are we superfluous; threat to, wellbeing of social work education through white supremacy and political extremism; cost of advocacy; priority of advocacy; funding cuts if one advocates and political issues if a state school.

73. NADD Strategic Plan – Action FrameworkGoalsPerformance TargetMeasurable Performance ObjectivesAction/ TasksResponsible PartiesKey PartnershipsResources & BudgetTimeline -Action Date1 - To enhance and develop leadership capacity of NADD members a) Provide knowledge, values and skills training – subgroups based on new, intermediate and senior dean/director levels – grounded in developmental stage, university culture and contexti) At least one professional development session offered at each NADD meetingSchedule at a minimum one session at both Fall and Spring NADD meetingNADD VP-Program ChairNADD staff & BoardHotel space & AVSeptember for fall meeting; March for spring meeting

74. Implementing the Strategic PlanOnce completed implementing a strategic plan is a process that frequently falls short. Deciding in advance what needs to be done; best ways and times to do it; and who is the best choice to do it requires an implementation plan. A strategic plan should coordinate an organization’s activities and help it remain focused on goal attainment. Implementation should be a continuous process; requiring ongoing monitoring and revision.

75. Tips on Implementation of the PlanPost a one-page summary during meetings. At the top of your agenda add minutes of the department meeting, include your mission and vision and identify several key strategic initiatives. Boards and trustees in higher education look for several things that can make strategic plans a success. Build a governance team that can accomplish goals is a primary objective. Using the strategic plan as the glue to hold together a collaborative and cohesive governance team that will help everyone know the institution is driving them towards goals and objectives. The strategic plan must be a continuous process which ties the president (who is willing to bet his/her career on obtaining the objectives) and the board. The president needs to communicate the process for planning and implementation.If the Board believes in the plan they will raise funds for you during your next capital campaign. If they believe in changes you are making in the curriculum they will help. You must have ownership in the plan by the Board, administration, faculty, alumni, donors, etc. (Murphy, D., Wilson, E.B., & Schneider, R., 2007).

76. Dealing with Organizational DriftAs most strategic plans extend 3-10 years, it is important to review the implementation status and also the relevancy of the plan’s vision, mission, goals and objectives. Organizational drift can occur with changes in the external and internal environments. Updating the SWOT analysis every several years will provide information of the current environment. An analysis of implementation status every year will determine what has been achieved, what still needs work and what should be eliminated from the plan. If some goals are achieved new goals may be instituted.

77. QUESTIONSIDEASFEEDBACK

78. ReferencesBryson, J.M. (1988). Strategic Planning for Public and NonProfit Organizations. (1st Ed). San Francisco CA: Jossey-Bass Inc. Crafting Strategy that Sticks – Aligning with Institutional Mission (2007). NEASC Conference, Boston, MA.Creighton, J. (2007) Vision, planning and assessment. NEASC Conference, Boston, MA.Farrar, C. (1992). Developing Goals, Objectives, and outcomes. Family Campus Initiative and HIV Planning Council. Yale University, New Haven, CT.)Freeland, R. (2007). Building Faculty Investment in Assessment and institutional effectiveness, NEASC Conference, Boston, MA. Management and Behavior Science Center. (1980). Planning Modules. Philadelphia: University of Pennsylvania.Murphy, D., Wilson, E.B., & Schneider, R. (2007). “Vision without Resources is Hallucination,” NEASC conference, Boston, MA.: Presenters: E.B. Wilson, former chairperson BOT, St. Lawrence University; Debra Murphy, President, Nichols College, Dudley, MA; Richard Schneider, President, Norwich University, Northfield, VT. NADD (2018). Strategic Plan. Alexandria, VA. Southern CT State University, (2015). 2015-25 Strategic Plan, New Haven, CT.Southern CT State University, (2007). SCSU 2007 Strategic Plan, New Haven, CT.