Recently, I have been assigned the privilege of co-chairing Fort Hays State University’s strategic planning process. This process has been comprehensive. Beginning with a framework document constructed by a strategic planning committee, we have taken this framework to various stakeholder groups for discussions in town hall meetings, focus groups, and survey feedback. Creating this shared vision has been critical to the success of our planning efforts. Following this stage, acceptance by various university shared governance units is the next stage of the process. Once these formal groups have had the opportunity to provide input on the emerging planning document, the process moves forward to approval phases by the executive team and governing board. Another critical part of any strategic planning process is achieving consensus around metrics used to measure progress. I have found this to be challenging in an institution that is not used to using data to inform continuous quality improvement. However, I am a believer in the power of metrics to inform progress on strategic planning and, upon achievement, to be communicated to all stakeholders as “wins” to gain support for the plan moving forward.
I have also been fortunate to lead several units in strategic planning processes over the years. Planning is essential to guide the work of all unit members forward towards the achievement of a shared vision. This shared vision is the most critical part that must be articulated and agreed upon by all the unit stakeholders before any planning activity and measurement can take place. For Academic Affairs, the key stakeholder group to engage with is the faculty. A resource I have found helpful in facilitating conversations with units around strategic planning is Brent Ruben’s Excellence in Higher Education: An Integrated Approach to Assessment, Planning, and Improvement in Colleges and Universities.
Environmental scans help units determine the seven key components of developing a strategic plan: leadership, purposes and plans, beneficiaries and constituencies, programs and services, faculty/staff & workplace, assessment, and outcomes and achievements.
Once consensus is achieved in these seven components, a strategic plan can be framed around broad goals and then fleshed out with measurable outcomes with specific activities. This completed document should be known by all stakeholders in the unit.
The leader then has the responsibility to oversee the implementation of the strategic plan. Effective communication and transparency are essential in this process. This includes a combination of “high touch” efforts for the campus such as town hall meetings or “chew and chats” and electronic communication methods. Leaders need to have a mechanism for keeping score towards accomplishment of the plan and need to report out on this at regular intervals. The leader must oversee the progress toward completion of objectives of the plan and bring aspects of the plan back to the attention of the group for revision as opportunities arise and objectives are completed.
My personal preference is to work with units to plan in 3 to 5 year timelines. Extending beyond a 5-year time-frame risks becoming too fixed as the higher education environment changes rapidly. The other critical thing to watch for as a leader and communicate to all stakeholders is to not “front load” the strategic plan. By this, I mean to spread strategic planning efforts out throughout the life of the plan and not try to accomplish all identified activities in the first year. Here are two examples of plans I have developed and some thoughts about strategic planning I have compiled based on my experiences:
FHSU Graduate School Strategic Plan
FHSU Internationalization Strategic Plan
Thoughts on Strategic Planning
Timothy R Crowley 