Strategic Planning Supervision Training February 20, 2002.

Strategic PlanningSupervision TrainingFebruary 20, 2002

What others have said:

Strategic Planning


Strategic Planning

May I receive rabies shots instead?


Strategic Planning


Has anyone ever died of strategic planning?


Strategic Planning



If it can’t hurt me, can I outlast it?


Strategic Planning




But why should I care? I don’t wear a suit.`


Strategic Planning




But why should I care? I don’t wear a suit.

Strategic planning? Oops! Look at the time!


Strategic Planning




But why should I care? I don’t wear a suit.

Strategic planning? Oops! Look at the time!

How will this latest management fad create more work for me?

“Once when I was a boy my family went to the circus and I was terribly frightened by a clown. I vowed then to never again smile or laugh. That’s why I got into strategic planning.”

- Jack Handy

Strategic Planning

Goals of today’s session:

Strategic Planning


To appreciate the function of strategic planning in a large organization

Strategic Planning



To understand how strategic planning works at James Madison University

Strategic Planning




To increase your capacity to participate

Strategic Planning




To increase your capacity to participate

To help you answer, “Why?”

Strategic Planning

Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it.

Strategic Planning - Definition

Makes you feel all cozy inside, doesn’t it?

“Today, you will make a thousand choices. When you know exactly what you want to achieve, the decisions are simple.”

- Steven Covey

Strategic Planning

“How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.”

- Steven Covey

Strategic Planning

Max Weber (1864–1920) one of the first to observe and write on organizations. His (and others’) work led to the notion that workers are a “human resource.”

Strategic Planning - History

But how could a guy wholooks like this be so sensitive?

Human resources …

Organizational behavior …

Learning Organizations


Loosen up, buddy.

Learning Organizations contain people who see their work as part of a larger whole with processes that depend on each other.


Come on, chill out, Max.

“Learning organizations are where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.” - Peter Senge


Okay, you’d expectthis guy to saysensitive stuff.

Centennial Commission in 1999:“JMU’s long-range planning process will encourage strategic thinking at all levels of the university and will foster a sense of community through a participatory and mutually-respectful approach to decision-making in which all involved constituencies cooperate and work together to achieve shared goals.”

Strategic Planning - JMU

Centennial Commission …



Mission Statement …




29 Defining Characteristics …





University-wide Goals …






Objectives …






Objectives …

Action Items …






Objectives …

Action Items …

Objective Changes …


… All these elements come together in the JMU Planning Software.

Here’s how …


JM U P lanning Process W eb S ite

S tan d ard izedD ata E n try

an d U p d ates

C on s is ten tP ag e F orm at

S earch /R ep ortC ap ab ilit ies b y

C h arac teris tics , G oa ls ,D ivis ion , e tc .

R ep ortin gA n n u a l an d 2 0 0 8

A d m in is tra to rsM on ito r P rog ress

M u ltip le Y earP lan n in g

E xtern a l R ep ortin gS C H E V

D P BE tc .

C lose th e L oopP lan n in g , B u d g etin g ,

E va lu a tion ,U se o f R esu lts

F ac ilita teD ivis ion S u b u n it

P lan n in g an dR ep ortin g

C u rren tS ite

A u tom ateD ivis ion

P ag es on W eb2 0 0 1 -0 2

B u d g et In it ia tives2 0 0 1 -0 2

D ocu m en tM an ag em en t

D atab ase2 0 0 1 -0 2

P erfo rm an ceM easu res2 0 0 2 -0 3

L in k to S A C SC rite ria

2 0 0 2 -0 3

F u tu rin gD atab ase2 0 0 3 -0 4

E xten s ion s


Oh, whatever. It just links everything together in a cool way.

O bje c tivefor Unit

A c tionItem s for

A V P/D ea n

O bje c tivefor A V P/D ean

O bje c tivefor Unit

A c tionItem s for

A V P/D ea n

O bje c tivefor A V P/D ean

A ctionItem s

for D ivis ion

O bje c tivefor D ivis ion

Unive rs ityG oa l

D e fin ing C harac te r is tic

JM UM iss ion S ta tem entStrategic Planning

Value Added

Strategic Planning – “Why?”


The End


The EndThe Beginning

Strategic Planning Supervision Training February 20, 2002.

Documents

Transcript of Strategic Planning Supervision Training February 20, 2002.