Simple Action Plan Template - Excel by arj82890

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									                                            Suggested Template 1

Purpose : A strategic plan is a simple document that summarizes why an institution exists, what it is trying to
accomplish, and how it will go about doing so. Its "audience" is anyone who wants to know the institution's
most important ideas, issues, and priorities: board members, faculty, staff, students, alumni, volunteers,
clients, funders, peers at other institutions, the press, and the public. It is a document that should offer
edification and guidance – so, the more concise and ordered the document, the greater the likelihood that it
will be useful, that it will be used, and that it will be helpful in guiding the operations of the institution.

Below is an example of a common format for a strategic plan, as well as brief descriptions of each component
listed, which will help organize team thoughts and materials. The point of this document is to allow the best
possible explanation of the University's plan for the future and the format should serve the message.

                                            TABLE OF CONTENTS
The final document should include a table of contents. These are the sections commonly included in a
strategic plan:

I. Introduction by the President
A cover letter from the president of the institution introduces the plan to readers. The letter gives a "stamp
of approval" to the plan and demonstrates that the institution has achieved a critical level of internal
agreement. (This introduction is often combined with the Executive Summary below.)

II. Executive Summary
In one to two pages, this section should summarize the strategic plan: it should reference the mission and
vision; highlight the long-range goals (what the institution is seeking to accomplish); and note the Strategic
Plan Chronology (process for developing the plan); and thank participants involved in the process. From this
summary, readers should understand what is most important about the institution.

III. Institutional History, Governance and Organizational Structure
In one or two pages, the reader should learn the story of the institution (key events, triumphs, and changes
over time) so that reader can understand its historical context (just as the planning committee needed to at
the beginning of the planning process).

IV. Mission and Vision Statements
These statements can stand alone without any introductory text, because essentially they introduce and
define themselves.

V. Core Values
Underlying philosophy and principles on which the institutional community wants decisions to be made and
actions to be taken. These statements express the beliefs which capture the tenets, convictions and ideology
of the institution and may include the University’s Points of Integrity .
VI. Critical Issues and Strategies
This section is demonstrates the strategic thinking behind the plan. Board and staff leaders may refer to this
document to check their assumptions, and external readers will better understand the institution's point of
view. The section may be presented as a brief outline of ideas or as a narrative that covers several pages.

VII. Program Goals and Objectives
In many ways the program goals and objectives are the heart of the strategic plan. Mission and vision answer
the big questions about why the institution exists and how it seeks to benefit society, but the goals and
objectives are the plan of action – what the institution intends to "do" over the next few years. As such, this
section should serve as a useful guide for operational planning and a reference for evaluation. For clarity of
presentation, group the goals and objectives by program sector.

VIII. Performance Benchmarks (Measures of Success)
In this section the planners regularly reflect on the extent to which the goals are being met to enhance the
"guiding" function of the plan. Benchmark, also known as Criteria for Success, is used to judge the results of
the assessment. Perhaps the most important indicator of success of the institution is positive feedback from
the institution’s customers.

IX. Appendices
The reason to include any appendices is to provide needed documentation for interested readers. Perhaps no
appendices are truly necessary (many organizations opt for brevity). They should be included only if they will
truly enhance readers' understanding of the plan, not just burden them with more data or complicating
                                         Suggested Template 2

Identification of the institution's vision and mission is the first step of any strategic planning process.
The university’s vision sets out the reasons for its existence and the "ideal" state that the university
aims to achieve; the mission identifies major goals and performance objectives. Both are defined
within the framework of the university's philosophy, and are used as a context for development and
evaluation of intended and emergent strategies. One cannot overemphasize the importance of a
clear vision and mission; none of the subsequent steps will matter if the university is not certain
where it is headed.

Once the vision and mission are clearly identified, the university must analyze its external and
internal environment. The environmental scan analyzes information about university's external
environment (political, economic, social/demographic, technological, legal, and international
factors), the industry, and internal institutional factors. The labor market projections are most
valuable for the environmental scan.

Identify factors which can impact our mission: strengths, weaknesses, opportunities, threats,
competition, and constraints.

Strengths and weaknesses are internal to the university: how can we identify them and capitalize on
our strengths and minimize or eliminate our weaknesses? Opportunities and threats are external to
the university: again, how can we identify them and take advantage of the opportunities while
countering the threats?

Competition and constraints can be either internal or external. Competition is any activity or
condition which competes for the same resources. Constraints can arise from social, political, legal,
educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing
the university's mission. How can we meet the competition and change or accommodate the

Institutions evaluate the difference between their current position and desired future through gap
analysis. As a result, a university can develop specific strategies and allocate resources to close the
gap and achieve its desired state.

Measuring and comparing the university's operations, practices, and performance against others is
useful for identifying "best" practices. Through an ongoing systematic benchmarking process
campuses find a reference point for setting their own goals and targets.
University determines its strategic issues based on (and consistent with) its vision and mission,
within the framework of environmental and other analyses. Strategic issues are the fundamental
issues the organization has to address to achieve its mission and move towards its desired future.

To address strategic issues and develop deliberate strategies for achieving their mission, universities
set strategic goals, action plans, and tactics during the strategic programming stage.

Strategic goals are the milestones the campus aims to achieve that evolve from the strategic issues.
The SMART goals model is essential to setting meaningful goals. (SMART goals are Specific,
Measurable, Agreed upon, Realistic, and Time/cost bound).

"Action plans ... define how we get to where we want to go," the steps required to reach our
strategic goals. Objectives are developed on ABCD Model (Audience, Behavior, Condition, Degree)

Tactics are specific actions used to achieve the strategic goals and implement the strategic plans.

Unpredicted and unintended events frequently occur that differ from the university's intended
strategies, and the university must respond. Emergent strategy is a realized pattern of consistent
behavior over time that was not expressly intended in the original planning of strategy. It results
from a series of actions converging into a consistent pattern.

Periodic evaluations of strategies, tactics, and action programs are essential to assessing success of
the strategic planning process. It is important to measure performance at least annually (but
preferably more often), to evaluate the effect of specific actions on long-term results and on the
university's vision and mission. The organization should measure current performance against
previously set expectations, and consider any changes or events that may have impacted the desired
course of actions.

After assessing the progress of the strategic planning process, the university needs to review the
strategic plan, make necessary changes, and adjust its course based on these evaluations. The
revised plan must take into consideration emergent strategies, and changes affecting the
university's intended course.
                                  Suggested Template 3
Brief statement that identifies the fundamental purpose of the university, describes its
reason for being, and provides guidance to the university community
Reviewed regularly by the university community and the board

Concise, future oriented statement that paints a picture of where the university
intends to be and a description of its intended future

Underlying philosophy and principles on which the university community wants
decisions to be made and actions to be taken
Expressed through statements of belief that capture tenets, convictions and ideology
of the university

Strategic Initiatives
Key areas of emphasis derived from situational and environmental analyses
Establishes major directions for three- to five-year period and aligns resource
allocation with institutional priorities

Target or direction of development related to a strategic initiative
States what the university wants to accomplish or become
Provides the basis for decisions about the nature, scope and relative priorities of
projects and activities
Relatively permanent statements of the major accomplishments to be achieved

Expresses fundamental intentions that guide the conduct of the university over a long
period of time

Quantifiable and qualitative measures derived from a goal and which, when achieved,
will be a step toward reaching that goal

Outcomes Assessment
Include a desired result, a measure of results, and a timetable for attaining the result
                                                    Suggested Template 4

This chart represents one way in which information can move through the process. However, planning efforts should respond to
the needs of the campus and evolve in the order that will be most beneficial in the campus environment. It is important to
remember that some areas of the process, such as values, will need to be considered multiple times and from multiple

                        QUESTION TO BE ANSWERED
Where have we been?
Where are we now?
Where should we go and why?
What is our work toward the vision?
Who are we?
What is our niche now to work toward the vision?
What will guide the work we choose to do and the way we do the work (e.g.
inclusively, multi-disciplinarily?)
What is in our way of realizing our vision?
What will we do to reach our vision?
What will we do in year 1, year 2…
How will we know if we are successful?
What infrastructure is needed to carry out the work in this plan?
What will we do in the next 3 months, six months, year, year 2, year 3…
How will the plan be disseminated and to whom?
How will we monitor the plan and assess our progress?
mplate 4

gh the process. However, planning efforts should respond to
eneficial in the campus environment. It is important to
to be considered multiple times and from multiple

                        STRATEGIC PLAN ELEMENT


                            Critical Obstacles
                 Strategic, Long-term Goals/Directions
                     Short-term Goals or Objectives
                   Indicators of Success/Benchmarks
                       Infrastructure Assessment
                          Implementation Plan
                           Dissemination Plan
                          Implementation Plan
                Monitoring and Revising the Strategic Plan
              Suggested Template 5
                 Table of Contents
                Executive Summary
          Description of the University
                Mission Statement
                     Core Values
               Environmental Scan
       Initial Phase of Strategic Planning
               Vision for the Future
                 Institutional Goals
Strategic Directions and Performance Indicators
     Additional Phases of Strategic Planning
                                                                                                              Proposed Strategic Plan Template

                 Subcommittee Member #1             Subcommittee Member #2           Subcommittee Member #3           Subcommittee Member #4              Subcommittee Member #5
                Introduction from President                                         Introduction from President      Introduction from President
                          Purpose                            Purpose                          Purpose                          Purpose                             Purpose
                     Table of Contents                   Table of Contents               Table of Contents                Table of Contents                    Table of Contents
                    Executive Summary                   Executive Summary               Executive Summary                Executive Summary
              Mission and Vision Statements        Mission and Vision Statements   Mission and Vision Statements    Mission and Vision Statements        Mission and Vision statements
                       Core Values                                                          Core Values                      Core Values                          Core Values

                    Environmental Scan                  Environmental Scan              Environmental Scan                Environmental Scan                  Environmental Scan

                      SWOT Analysis                                                       SWOT Analysis                     SWOT Analysis                     Strategic Initiatives
                      Strategic Issues                   Strategic Issues                 Strategic Issues                                                   Goals and Objectives

                                                                                                                   Strategic Programming (including
             Strategic Objectives, Action Plans,                                                                   strategic objectives, goals, action
                                                      Strategic Programming        Program Goals and Objectives                                             Outcomes Assessment
                           Tactics                                                                                     plans, tactics, measurable

                                                                                                                   Evaluation of Strategies (including
                                                       Outcome Assessment             Outcome Assessment
                                                                                                                        outcomes assessment)
                                                                                                                        Review of Strategic Plan

                         Per Dr. William Boone
                            Purpose – As described in template 1.
                       Table of contents - As described in template 1.
                      Executive Summary – As described in template 1.
                               Mission and Vision Statements
              Environmental Scan – Inclusive of the questions we are refining.
                        Strategic Issues – As described in template 2
                    Strategic Programming – As described in template 2.
                    Outcome Assessment – As described in template 3.

                         Per Dean Bettye Clark
                                    Table of Contents
                               Introduction from President
                                   Executive Summary
                              Mission and Vision Statements
                                       Core Values
                                   Environmental Scan
                                     SWOT Analysis
                                     Strategic Issues
                              Program Goals and Objectives
                                  Outcome Assessment

                         Per Dr. Jeff Phillips
                                      Table of Contents
                                     Executive Summary
                              Mission and Vision Statements
                                         Core Values
                                     Environmental Scan
                                       SWOT Analysis
Strategic Programming (including strategic goals, action plans, tactics, measurable outcomes)

         Evaluation of Strategies (including outcomes assessment)
                          Review of Strategic Plan

                Per Dr. Marcus Shute
                            Table of Contents
                     Mission and Vision statements
                               Core Values
                          Environmental Scan
                           Strategic Initiatives
                          Goals and Objectives
                         Outcomes Assessment

Proposed Strategic Plan Template

                                                     Comments                         Frequency
                                      Environmental scan has an external focus;
                                       includes benchmarking, institutions and
                                       programs; identifying peer, aspirant, and
                                     competitor institutions and programs; should
                                   integrate environmental scan results into SWOT
                                    SWOT Analysis is primarily inward focused and
                                                 includes gap analysis
                                   Must identify which CAU priorities apply to each
                                   unit and program as well as the goals (program
                                      and unit purpose), objectives, criteria for
                                    measuring outcomes, framework for analysis;
                                       and use of results to ensure continuous
                                   Contingency Plans (midcourse corrections if for
                                       some valid reason strategic goals and
                                          objectives cannot be achieved)




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