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Strategic Planning with Appreciative Inquiry

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Strategic Planning with Appreciative Inquiry NACAS West, June 4, 2013 by Sunny Gittens Director for Campus Life Assessment, UNLV Key to success a clear mission ... – PowerPoint PPT presentation

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Title: Strategic Planning with Appreciative Inquiry


1
Strategic Planning withAppreciative Inquiry
  • NACAS West, June 4, 2013
  • by Sunny Gittens
  • Director for Campus Life Assessment, UNLV

2
AGENDA
  • Why strategic planning
  • Appreciative inquiry
  • Iterative assessment model
  • Defining terms
  • Strategic plan format
  • SMART strategies
  • Closing the loop

3
Why Strategic Plan?
  • Formalized road map indicating the direction an
    organization is going over the next year and how
    to get there
  • Sets direction and priorities
  • Points to specific results to be achieved and
    establishes a course of action for achieving
  • Gets everyone on the same page

4
Why Assessment?
  • How will you know the desired outcomes are
    achieved?
  • Documents or explains performance
  • Identifies areas for improvement
  • Allows for evidence based decision making

5
Continuous Quality Improvement
  • To some degree we do it everyday
  • Formalizing the process
  • Where is your department / organization?
  • Informal strategic planning
  • Have a strategic plan but still in development
  • Have an effective strategic planning process

6
Formalizing Strategic Planning
  • Fiscal year planning
  • August strategic and assessment plans due
  • June strategic reports due
  • July planning
  • Schedule periodic reviews (check-ins)
  • Long term planning (3 to 10 years)

7
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8
Appreciative Inquiry
  • Appreciative Inquiry is the exploration of what
    gives life to human systems when they function
    best.
  • From the Power of Appreciative Inquiry
  • by Diana Whitney and Amanda Trosten-Bloom

9
Appreciative Inquiry
  • Ap-preci-ate, v., 1. valuing the act of
    recognizing the best in people or the world
    around us affirming past and present strengths,
    successes, and potentials
  • In-quire (kwir), v., 1. the act of exploration
    and discovery. 2. To ask questions to be open to
    seeing new potentials and possibilities.

10
Problem Solving
Appreciative Inquiry
vs.
  • Identify Problem
  • Conduct Root Cause Analysis
  • Brainstorm Solutions Analyze
  • Develop Action Plans
  • Metaphor Organizations are problems to be
    solved.
  • Appreciate What is (What gives life?)
  • Imagine What Might Be
  • Determine What Should Be
  • Create What Will Be
  • Metaphor Organizations are a solution/mystery
    to be embraced.

11
Appreciative Inquiry Four Ds
12
Strategic Plan Definitions
  • PROVOCATIVE PROPOSITIONS are powerful, visionary
    statements derived from the Appreciative Inquiry
    process written in the present tense describing
    what things will be like once attained.
  • GOALS broad general statement of the long range
    aim, related to the department mission.
  • STRATEGIES plan of action designed to achieve a
    particular goal. Should be SMART
  • Specific
  • Measureable
  • Achievable
  • Relevant
  • Time Frames

13
Strategic Plan Definitions
  • OUTCOMES specify the intended end result
  • Metrics (Attendance, Use, Contracts, Revenue)
  • Satisfaction Outcomes
  • Learning Outcomes what the student will know or
    do differently (not what you are going to
    provide)

14
Strategic Plan Format
  • Pillar IV Powerful, visionary statements
    derived from the Appreciative Inquiry process
    written in the present tense describing what
    things will be like once attained.
  • Goal IV A A broad general statement of the
    long range aim, related to the department
    mission.
  • Strategy IV A 1 A strategy is a specific plan
    of action designed to achieve the goal. SMART
  • Leadership
  • Timeline
  • Budget
  • Assessment
  • Metrics
  • Attendance / Use / Revenue
  • Satisfaction or Learning Outcomes
  • List assessment tool and question
  • Analysis and Recommendations

15
SMART Strategies
16
Multi-year Strategic Plan Format
17
Assessment Tips
  • Data management centralize department tracking
    methods
  • Survey data match the questions to your stated
    outcomes
  • What information will help improve your practice?
  • National benchmark data
  • Institutional data
  • Industry standards

18
Analysis
  • It is easy to collect data . . . it is not
    always easy to make meaning of it and articulate
    how it is used to shape practice
  • Analyze metric data in terms of the 3 year trends
    what does the data tell you? Are there ways to
    explain the trends?
  • Analyze satisfaction and learning outcome data in
    terms of degree met your intended outcome.
    Compare to previous years if applicable. What
    intentional practice may have impacted the
    outcomes?

19
Analysis
  • Resource use (return on investment) what is the
    cost benefit analysis? Did the impact warrant
    the staff time and resources?
  • What else need to know are there gaps in your
    assessment data that could better inform your
    analysis and recommendations?

20
Recommendations
  • Based on the trends, outcomes, and resource use
    what is recommended for the next year should
    the strategy be tweaked, revamped, eliminated?
    Are there areas to focus on or new collaborative
    partnerships to form, etc.

21
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24
Key Performance Indicators
  • Use KPIs to measure organization success over
    time
  • What is important?
  • What data can be consistently collected?

25
Key Performance Indicators
26
Discussion
  • Is there a formalized process for Strategic
    Planning? Does Strategic Planning occur
    departmentally or divisionally or combination?
    Who is charged with leading the process?
  • How have you encouraged staff buy-in into the
    strategic planning process? (Who participates in
    strategic planning?)
  • How often do you review your plan throughout the
    year?
  • What systems are in place to ensure assessment
    measures are tracked consistently?
  • How do you link budget decisions to strategic
    planning?

27
Recommended Reading
  • Hinton, K. (2012). A practical guide to strategic
    planning in higher education. Society for College
    and University Planning.
  • Maki, P. (2004). Assessing for learning Building
    a sustainable commitment across the institution.
    American Association for Higher Education.
  • Palomba, C.A. and Banta, T.W. (1999). Assessment
    essentials Planning, implementing and improving
    assessment in Higher Education. San Francisco
    Jossey-Bass.
  • Sanaghan, P. (2009). Collaborative strategic
    planning in higher education. Washington, D.C.
    National Association of College and University
    Business Officers).
  • Whitney, D. and Trosten-Bloom, A. (2010). The
    power of appreciative inquiry A practical guide
    to positive change. San Francisco
    Berett-Koehler, Inc.
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