scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

Factors affecting strategic plan implementation using interpretive structural modeling (ISM)

2018 ◽  
Vol 31 (5) ◽  
pp. 406-414 ◽  
Author(s):  
Mohammadkarim Bahadori ◽  
Ehsan Teymourzadeh ◽  
Hamidreza Tajik ◽  
Ramin Ravangard ◽  
Mehdi Raadabadi ◽  
...  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Strategic Plan ◽  
Structural Modeling ◽  
Interpretive Structural Modeling ◽  
Plan Implementation ◽  
Content Type ◽  
Factors Affecting ◽  
Strategic Planning Process ◽  
The Relationship

PurposeStrategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM).Design/methodology/approachThe authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM.FindingsFive main factors affected strategic plan implementation. Although all five variables and factors are top level, “senior manager awareness and participation in the strategic planning process” and “creating and maintaining team participation in the strategic planning process” had maximum drive power. “Organizational structure effects on the strategic planning process” and “Organizational culture effects on the strategic planning process” had maximum dependence power.Practical implicationsIdentifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers.Originality/valueThe authors used ISM to analyze the relationship between factors affecting strategic plan implementation.

scholarly journals Institutionalizing Transformative Learning: The Trees, then the Forest, then the Realization

2018 ◽  
Vol 29 (3) ◽  
Author(s):  
Ed Cunliff ◽  
Jeff King
Keyword(s):  
Strategic Planning ◽  
Transformative Learning ◽  
Planning Process ◽  
Authentic Self ◽  
Strategic Planning Process ◽  
Central Focus ◽  
Relevant Today ◽  
Learner Centered ◽  
The University

The Challenge Finding a sense of authentic self as an institution, a true sense of mission, and the means to live that mission were the central focus of a strategic planning process addressed by the University of Central Oklahoma about fifteen years ago. As the institution grew within a metropolitan-serving mission, the goal to transform students from adolescents to adults and find new potential in their lives led to an exciting journey that is still vibrant and relevant today. Potential Consequences The theoretical base provided within transformative learning has helped students, staff, and faculty align efforts. Description This case study provides replicable processes and specifics that may help others find a clearer path for fulfilling their mission. The study describes how the University of Central Oklahoma’s (UCO’s) transformative learning focus coalesced and became the point of distinction for a UCO education, helping to ensure that all activity supported our mission—helping students learn. Reflection The compelling, lived sense of mission developed from the initial strategic planning process has helped to strengthen the learner-centered culture of the campus while providing a structure that facilitates implementation and assessment.

scholarly journals From the President of RUSA: A New Strategic Plan for RUSA

2015 ◽  
Vol 55 (1) ◽  
pp. 9
Author(s):  
Anne M. Houston
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Strategic Plan ◽  
Professional Organizations ◽  
Economic Downturn ◽  
Economic Pressure ◽  
Bottom Line ◽  
Planning Team ◽  
Strategic Planning Process

In the fall of 2014 the RUSA leadership embarked on a strategic planning process intended to position our organization for strength and growth over the next few years. In beginning of the process we first needed to confront a challenge: that RUSA—like many professional organizations and indeed many ALA divisions—has experienced declining membership since the economic downturn of 2008, which placed economic pressure on librarians and caused many to question whether to continue association memberships, and if so, how many associations our budgets would allow us to join. For many of us, the bottom line is that we must see value in our association memberships, and receive excellent products and services in return for our investment. Recognizing this, the strategic planning team asked what our members most value in RUSA, and how we can strengthen it while minimizing bureaucratic inefficiencies and eliminating activity that does not benefit our members.

METHODS AND TECHNIQUES FOR EFFICIENT STRATEGIC PLANNING

2018 ◽  
Vol 28 (5) ◽  
pp. 1733-1749
Author(s):  
Elmedina Shuajibi ◽  
Miranda Rahmani
Keyword(s):  
Strategic Planning ◽  
Long Range ◽  
Planning Process ◽  
Strategic Plan ◽  
Current Situation ◽  
Strategic Planning Process ◽  
Methods And Techniques ◽  
Existing Structure ◽  
Do So ◽  
Strong Agreement

Strategic planning is one of the most challenging and exciting exercises an organization can undertake. Strategic planning allows an organization to make fundamental decisions or choices by taking a long-range view of what it hopes to accomplish and how it will do so. A strategic plan is built on a thorough analysis of the organization’s existing structure, governance, staff, program or service mix, collaborations, and resources (financial, human, technical, and material).There is no one perfect strategic planning process, or model, to use the same way all the time with every organization. Each organization should customize the best approach to suit the culture of its members, the current situation in and around the organization, and the purpose of its planning.This research briefly describes several different models of strategic planning, along with basic guidelines for choosing each. There is no strong agreement among experts in strategic planning as to which approaches are indeed “models” or how each is best implemented. The purpose of this paper is to present different perspectives and options regarding strategic planning to help planners ensure their plans are the most relevant, realistic and flexible.Planners can select the most appropriate model and then modify it to suit the nature and needs of their organization. For example, different organizations might have different names for the different phases and emphasize certain phases more than others in the model.

Vision and Strategic Planning of University Governance

2019 ◽  
pp. 164-182
Author(s):  
Gülser Köksal ◽  
Altan İlkuçan
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Good Practice ◽  
Critical Role ◽  
Large Body ◽  
Strategic Planning Process ◽  
Internal Stakeholder ◽  
Support Team ◽  
Functional Teams ◽  
The University

This chapter describes the participative and iterative strategic planning process that was used in Middle East Technical University (METU), as a “good practice” for other institutions of higher education in two major stages: (1) preparation of the strategic plan and (2) its deployment to all organizational units via a catch-ball approach. Both stages are iterative as they involve consecutive phases of collection, evaluation, sharing, and alignment of findings along with strategies, first among different strategic planning areas in the preparation stage, and second among different organizational units in the deployment stage. It is participative in that a large body of internal stakeholder representatives organized into various cross functional teams have carried out strategic planning at the university level. A support team assumes a critical role in coordinating the studies carried out by separate committees, and reporting the process its outcomes to University Strategic Planning Council to ensure the consistency.

scholarly journals Strategic Planning in an Academic Context

2011 ◽  
Author(s):  
W. Spencer Smith
Keyword(s):  
Software Engineering ◽  
Strategic Planning ◽  
Planning Process ◽  
Mission Statement ◽  
Evaluation Criteria ◽  
Strategic Plan ◽  
Academic Context ◽  
Strategic Planning Process ◽  
Vision Statement ◽  
Academic Units

This paper presents a document driven strategic planning process for academic units. Details are provided on the steps in the process that will lead, with a reasonable investment of time and effort, to a quality strategic plan document that incorporates input from all stakeholders. The resulting plan consists of a mission statement, vision statement, goals, objectives and implementation ideas. The specific organization of the elements of the plan and tables for systematically presenting the details on definitions, relationships between components, evaluation criteria and timelines are presented using a template. The proposal for the template approach is motivated by the success of this approach in software engineering practise. The template facilitates producing a document that is complete, consistent, understandable and maintainable. The process and the final product are illustrated using examples from Engineering 1 at McMaster University.

scholarly journals The 1993 Canadian Association of Gastroenterology Strategic Plan: Excellence in Achievement

2003 ◽  
Vol 17 (11) ◽  
pp. 673-676
Author(s):  
Richard Fedorak ◽  
Philip Sherman
Keyword(s):  
Strategic Planning ◽  
Royal College ◽  
Technical Assistance ◽  
Planning Process ◽  
Strategic Plan ◽  
Exponential Growth Phase ◽  
Strategic Planning Process ◽  
The Past ◽  
Canadian Association ◽  
Planning Group

By the summer of 1990, the Canadian Association of Gastroenterology (CAG) had been in existence as Canada’s premier gastroenterology society for nearly thirty years. The specialty of gastroenterology was in an exponential growth phase and many changes were on the horizon, including discussions as to whether the CAG should continue to conduct its annual meeting in conjunction with the Royal College meeting. In 1990, the CAG Governing Board and then president Dr Eldon Shaffer initiated a membership needs analysis (with technical assistance provided through the Strategic Planning Group at Searle Canada Inc) to provide a foundation for a strategic planning process that was to carry forward over the next several years and ultimately produce the CAG’s first strategic planning document. After substantial review and assessment, the 1991/1992 and 1992/1993 CAG Governing Boards approved the 1993 CAG Strategic Plan. This strategic plan served the organization well over the past decade and has provided the cornerstone upon which the CAG advanced many progressive initiatives.

Strategic planning in higher education: a simplified B-VAR model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Densil A. Williams
Keyword(s):  
Higher Education ◽  
Action Research ◽  
Strategic Planning ◽  
Strategic Management ◽  
Planning Process ◽  
Strategic Plan ◽  
Simplified Model ◽  
Content Type ◽  
Strategic Planning Process ◽  
Planning Models

PurposeExecutives who are engaged in strategic planning for higher education generally complain about the process and the lack of clear outcomes from the strategic plan. They generally argue that the process is complex and sometimes confusing and the end result does not justify the time spent in preparing the plan. The extant literature on strategic planning in higher educational institutions (HEIs) is replete with these types of complaints. The work undertaken in this paper provides a solution to this problem. This paper proposes a simplified and efficient strategic planning model which executives can use to facilitate strategic planning in HEIs. This model takes into consideration, all the elements of previous models and synthesize them into a manageable, simplified framework that can be adapted to meet the planning needs of senior executives in any HEI.Design/methodology/approachThe paper uses the action research framework to ground the solution to the problem identified. The action research framework is a sound research method that assists in resolving some of the practical problems executives in HEIs encounter as they move towards strategic planning. The researcher and a client in the higher educational sector, the UWI, engaged in collaborative problem-solving to develop a strategic plan for the client. To derive the solution, the researcher drew on the experience of the strategic planning process at the University of the West Indies (UWI) and also a number of selected universities in North American, Europe, Asia and Africa. The researcher then synthesized the outcomes from the deliberations and consultations with the client, the UWI and drew on theoretical knowledge in strategic management to derive the simplified model for strategic planning in higher education.FindingsThe research presented in this paper found that the existing strategic planning models used in higher education are generally complex, mostly designed specifically for an individual institution and lacks clarity regarding the implementation process. To overcome these problems for strategic planners in higher education, this paper proposes a simplified model that can be adapted by any HEI to assist with their strategic planning process. The Brainstoming- Visioning Action Results (B-VAR), the solution to the problem, presents the various elements of the strategic planning process that will need to be in place in order to develop a workable strategic plan and one that is implementable and will deliver tangible results for the HEI.Originality/valueBesides adding to our knowledge in strategic management and specifically, strategic management in higher education, the greatest value from this paper is the solution it presents to solve the long-standing problem of having complex and ineffective planning models to lead strategic plan development in HEIs. The added value is that the model is integrative as it draws on elements of previous planning models but simplified them for their adaptation to any HEI.

scholarly journals Charting the Path Forward Development, Goals and Initiatives of the 2019 IDSA Strategic Plan

2019 ◽  
Author(s):  
Cynthia L Sears ◽  
Thomas M File ◽  
Barbara D Alexander ◽  
Daniel P McQuillen ◽  
Ann T MacIntyre ◽  
...  
Keyword(s):  
Antimicrobial Resistance ◽  
Strategic Planning ◽  
Board Of Directors ◽  
Growth And Development ◽  
Planning Process ◽  
Clinical Care ◽  
Strategic Plan ◽  
Strategic Planning Process ◽  
Development Goals ◽  
Professional Fulfillment

Abstract In October, 2018, the IDSA Board of Directors (BOD) decided to develop a 2019 IDSA Strategic Plan. The IDSA BOD has invested in strategic planning at regular intervals as part of an ongoing process to review and to renew the vision and direction of IDSA. Herein, the 2018-2019 strategic planning process and outcomes are described. The 2019 IDSA Strategic Plan presents four key initiatives: 1. Optimize the development, dissemination and adoption of timely and relevant ID guidance and guidelines that improve the outcomes of clinical care; 2. Quantify, communicate and advocate for the value of ID physicians to increase professional fulfillment and compensation; 3. Facilitate the growth and development of the ID workforce to meet emerging scientific, clinical and leadership needs; and 4. Develop and position a new tool to serve as the leading US benchmark to measure and drive national progress on antimicrobial resistance. The BOD looks forward to developing, implementing, assessing and advancing the 2019 IDSA Strategic Plan working with member volunteers, Society partners and IDSA staff.

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