Is you strategic plan linked to your department’s mission as well as your institution’s mission? How do you demonstrate the linkage, create goals and provide assessment plans to support your strategic plan? Lisa D’Adamo-Weinstein will take you through the strategic planning cycle which includes the importance of understanding the student life cycle at your institution, connecting the student life cycle and institutional needs to your assessment plan, and using the assessment results to develop an effective strategic plan for your learning/tutoring center.

1. Strategic Planning
NCLCA SUMMER INSTITUTE 2016
ALBANY, NY
Dr. Lisa D’Adamo-Weinstein

2. Institute Materials Site
http://nclcainstitute2016.pbworks.com/

3. Quotation to Consider
“The particular characteristics and needs of each individual
institution drive the organization of [academic support] programs,
the format of service delivery, the overall management and
operation of the program and the methods of program
evaluation.”
- Casazza, M. E. & Silverman, S. (1996). Learning Assistance and Developmental Education. San Francisco: Jossey-Bass. p. 71

4. MISSION & GOALS
STUDENTS’ SKILLS & NEEDS
PROGRAMS
&
SERVICES
Academic Support
Services Model...

5. Strategic Planning
“In general, strategic plans for higher
education cover a three to ten year time
frame and include the following components:
mission, vision, strategic priorities, goals,
objectives, action steps, time frames and
responsible parties.”
Lake Eric College Strategic Planning Workbook (2016)

6. Core Questions of Strategic Planning
 Where are we now?
 Where do we want to go?
 How do we get there?

7. Where are you now?

8. Where do you want to go?
Potential Tools - Gap Analysis & Needs Assessment

9. Key Points about Strategic Planning
• SP is not a linear process – continuous feedback and review
• Perfection is not possible
• Engagement, shared visioning and measuring success
• Stakeholders need to see progress towards goal attainment
• Communication is VITAL
• Avoid the “too much too soon” tendency – SP is for a
marathon not a sprint

10. A Process Model of Strategic Planning
Photo source: http://www.trigonbusiness.com/f-and-a.html

11. Components of Strategic Plan
http://oira.cortland.edu/webpage/planningandassessmentresources/planningresources/SCPGuideonPlanning.pdf
• Mission Statement
• Align with Institution
Foundation
• Values
• Institutional Goals
• Vision
Supporting
Components
• Goals & Objectives
• Implementation Plan
Strategic Plan

12. http://oira.cortland.edu/webpage/planningandassessmentresources/planningresources/SCPGuideonPlanning.pdf

13. From Strategic to Operational & Tactical

14. How are you going to get there?

15. Strategic Planning Tools
• S.W.O.T. Analysis
• Lewin’s Force Field Analysis
• Stakeholder Engagement
• Rapid listing
• CPIG (customers, providers, influencers, governance) segmentation model
• Stakeholder Radar

16. S.W.O.T.
• Strengths – advantages/areas of excellence
• Weaknesses – disadvantages/areas of improvement
• Opportunities – areas of growth/new possibilities
• Threats – things that impact the ability to maintain strengths/not accomplish goals

17. Lewin (1951) Force Field Analysis
Steps
• Current Situation Requiring Change
• Identify End-State
• List Driving and Resisting Forces
• Augment Driving Forces/Reduce Resisting
Forces
• Develop Change Process and Priorities
Photo Source: http://www.change-management-coach.com/force-field-analysis.html

18. Stakeholder Engagement:
Identification & Segmenting
• You can forget important stakeholders, but they won’t forget you.
• Identification is a continuous practice – new stakeholders emerge during change, old
ones fade away or transform their relationship to a change.
• Prioritization and segmenting stakeholders is in a moment in time – Regularly re-
prioritize and identify.
p. 175 – Change Manager’s Handbook & Mayfield’s 7 principles : http://www.pearcemayfield.com/wp-content/uploads/2016/06/7PrinciplesofGreatStakeholderEngagement.pdf

19. Stakeholder Engagement:
Managing Relationships and Mobilizing Stakeholders
• Some stakeholders are best engaged by others.
• Seek first to understand and then to be understood.
• Emotions trump reason.
• Demonstration trumps argument.
p. 175 – Change Manager’s Handbook & Mayfield’s 7 principles : http://www.pearcemayfield.com/wp-content/uploads/2016/06/7PrinciplesofGreatStakeholderEngagement.pdf

20. Identifying & Segmenting Stakeholders Tools
• Rapid listing
• CPIG (customers, providers, influencers, governance) segmentation model
• Customers/users of the change
• Providers/suppliers of the change
• Influencers/informers of the change
• Governance/decision-makers of the change
• VNGC Stakeholder Radar
• Communication to Stakeholders
• Inform, Consult, Involve, Collaborate, Empower

21. • Providers• Influencers
• Consumers• Governance
Decision-
makers of
change
Users of
Change
Suppliers
of
Change
Informers
of
Change
CPIG Stakeholder
Segmentation
Model

22. V
C
N
G
• Vital to engage
• Necessary to engage
• Good to engage
• Courtesy to inform

23. “In Action”: Lake Erie College Workbook
http://nclcainstitute2016.pbworks.com/w/page/109170784/Strategic%20Planning%20Materials