1. Introduction toIntroduction to
Strategic PlanningStrategic Planning
Nelia B. PerezNelia B. Perez
Northeastern CollegeNortheastern College
November 2008November 2008
2. 2
Overview of the Presentation
Part One: The Basics
Part Two: The Context for Change
Part Three: A Tool for Managing Change
Part Four: Why Plans Fail
Part Five: Doing a Plan: What’s Involved
3. 3
Part One: The Basics
Definition - Strategic Planning
Steps in the Process
Components
The Benefits
4. 4
A Definition of Strategic Planning
Strategic Planning is the process by
which the guiding members of an
organization envision its future and
develop the necessary procedures and
operations to achieve that future
5. 5
Key Characteristics
Full regard for external influences / a
strategy for change – not for retaining
the status quo
Prepared by the “guiding members” of
the organization
Long-range, optimistic and focused on
a preferred future
Broadly based comprehensive review
of services
Driven by benefits and outcomes;
focused on attainable goals
6. 6
Overview: Steps in the
Strategic Planning Process
1.Where Are We Now?
2.How Did We Get in this
Situation?
3.What Will Likely Happen if We
Continue As We Are?
4.Where Do We Want to Go?
5.How Do We Get There?
6.How Do We Know We’re
There?
• Situation Audit
• Environmental Scan
• Research
• Vision / Values
• Goals
• Strategic Directions
• Action Plans
• Monitoring
7. 7
Why Do A Strategic Planning
Concentration of resources
on key areas
Ability to deal with and
manage change
Improved decision-making
and management
effectiveness
8. 8
Strategic Planning:
Benefits for the Institution
Renewed sense of purpose (Vision,
Goals, Priorities)
Enhanced communication and
leadership
Enhanced perception of the
Insitution’s value
Positioned to play a significant role
in community development
9. 9
Discussion Question #1
How could a strategic plan
benefit your Institution?
How could a strategic plan
benefit your Institution?
11. 11
The Changing Environment
1. Higher Expectations/Fewer Resources
2. Technology
3. Alternative Information Providers
4. Changing Role of the nurse as a
Leader / Community Developer
5. Partnerships
6. New Management Approaches
7. Restructuring Among care Providers
12. 12
“There is no reason for any individual to have a computer in their
home.”
Ken Olsen, president of Digital Equipment Corporation, 1977.
The phonograph…is not of any commercial value.”
Thomas Edison, remarking on his invention to assistant
Sam Insull, 1880
“Sensible and responsible women do not want to vote.”
U.S. President Grover Cleveland, 1905
13. 13
The Critical Balance in
Strategic Planning
Managing for Stability
• Desired features
• Valued attributes
• Core values
Managing for Change
• Adaptability
• External Forces
• Continued relevance
14. 14
Discussion Questions #2
What are the most significant
changes affecting your unit?
What are the most significant
changes affecting your unit?
Has the unit been able to
effectively respond to these
changes?
Has the unit been able to
effectively respond to these
changes?
15. The Strategic PlanThe Strategic Plan
– A Tool for– A Tool for
Managing ChangeManaging Change
Part Three: Review
16. 16
Situation Audit
Profile of Existing Services
Historical Changes in Services
“Where Are We Now?”“Where Are We Now?”
17. 17
Environmental Scan
SWOT
Trends and Best Practices
Local Factors Affecting Changes
How Did We Get in This Situation?”How Did We Get in This Situation?”
“What Will Likely Happen if We Continue As We
Are?”
“What Will Likely Happen if We Continue As We
Are?”
19. 19
The Components of the Strategic Plan
Strategic Plan
Operational Plans
Monitoring and Evaluation
Action PlanAction PlanAction Plan Action Plan Action Plan Action Plan
Vision and Values for Library Services
Goals for Unit Service
Strategic Directions
The Mission
20. 20
Definitions
The Vision describes a preferred future
that is realistic and attainable but also
optimistic. The Vision retains all that is
positive about the library today but
also enhances and improves the
library to create a better future.
Values describe core beliefs that are
the foundation of the organization
and affect day to day operations.
21. 21
Mission describes the reason for being
by answering three questions: (1) What
is the unit’s function? (2) Who does the
unit serve? (3) How does the unit fulfill
its function?
Definitions
22. 22
Goals are broad statements that define
attainable accomplishments that will allow
the library to realize its Vision. Goals
bridge the gap between the present and
the preferred future of the library.
Definitions
23. 23
Strategic Directions describe the
broad initiatives necessary to achieve
each goal.
Definitions
24. 24
Action Plans are the tasks necessary to
pursue each Strategic Direction. Action
Plans are specific, measurable, tied to a
schedule and often assigned to
departments for implementation.
Definitions
25. 25
Vision
Goals Position the College of Nursing as an institution that is
continually relevant and vital to the success of Santiago’s
future, providing essential services for vibrant, healthy,
sustainable and diverse communities.
The Northeastern College – Nursing Department, rooted in
Santiago’s vibrant and healthy community, are meeting
places and destinations that enliven their neighborhoods,
enhance understanding of cultural diversities, and link
people to one another, to a sense of Santiago’s past, and to
their shared future.
Strategic Directions
Community &
Civic Role
Information
Gateway:
Develop
Community
Facilities
Marketing &
Communica
tion
26. 26
Discussion Questions #3
How current are your UNIT’s
Vision, Mission and Goals?
How current are your UNIT’s
Vision, Mission and Goals?
Do you have an effective plan
for dealing with your UNIT’s
future?
Do you have an effective plan
for dealing with your UNIT’s
future?
29. 29
An Effective Vision for
Strategic Planning
1. Embraces Change As Opportunity
2. Reasonable and Rewarding
3. Relevant to the Community and the
Specific Challenges to be
Addressed
4. Directly Tied to Goals / Strategic
Directions and Ultimately
Recommendations
30. 30
Why We Fail #2
No Follow-Through –
Poor Implementation
No Follow-Through –
Poor Implementation
31. 31
Effective Implementation and Evaluation
Local Strategic Plan
Unit Strategic Plan
Action Plans
Performance Measures
Capital / Operating Budget
Implementation Strategies
staffing
programs/services
marketing
budget
schedules
accountability
33. 33
Clear Vision
Willingness to Embrace Change
Desire to Reposition the College of
Nursing in the Community
An Effective Communicator
Leadership Qualities
35. 35
A Statement of Purpose
An Opportunity to Speak to the
Community Leaders, Parents,
Students and Staff
A Means to Reposition the
College of Nursing as a Key
Player in the Community’s
Development
Your Strategic Plan
36. 36
Discussion Questions #4
If your group has done a strategic
plan, was it successful? Why / why
not?
If your group has done a strategic
plan, was it successful? Why / why
not?
If your group has not done a strategic
plan, what are the barriers to doing the
plan?
If your group has not done a strategic
plan, what are the barriers to doing the
plan?
38. 38
Creating a Plan:
Who is Involved
The Authors of
the Plan
Advisors and
Observers
Review and
Comment
The Board
Senior Management Staff
External Organizations
Faculty and Staff
Parents
Students
The General Public
39. 39
Creating a Plan :
Roles & Responsibilities
Facilitator
Writer
Researcher
Design the process and
facilitate Board/senior
staff discussions
Document discussion
and prepare report
Prepare the
Environmental Scan
40. 40
Creating a Plan :
Other Considerations
Outside Assistance
Timing
Monitoring and Updating
Resources
41. 41
Discussion Question #5
What are the options for
your unit to prepare a
strategic plan?
What are the options for
your unit to prepare a
strategic plan?
