PURPOSE STATEMENT

It is important for each unit to understand what it is to be doing in assisting

the total organization. A Purpose Statement does for the unit what the Mission Statement does for the entire organization. It is a clear, concise statement (25 words or less) which articulates the reason the unit exists and functions within

the organization.

 

KEY IMPACT POINTS

Just as it is important for the organization to focus its efforts, it is important for a unit to do the same. Key Impact Points are to the work of the units what Critical Targets are to the work of the organization. There are specific areas within Critical Targets which a unit must effectively address to make a worthwhile contribution to accomplishing the Corporate Goals.

 

UNIT GOALS

Once the Key Impact Points have been identified, the unit must describe its preferred future condition with regard to each KIP in order. This narrows the field of focus for those within the unit so they have a better picture of what contribution the unit will make to each of the corporate goals.

 

OBJECTIVES

It is always hard to keep people from too quickly leaping to activities. The first thing to be determined here is `what` is to be achieved and not `how` it is to be achieved, the domain of activities. The next step, and maybe the most difficult, is to have each unit establish Objectives or, statements of specific, measurable conditions to be achieved by a designated time which are focused on a particular Key Impact Point. While this is part of the

unit`s work, individuals will undoubtedly play a major role in the development of Objectives.

Once again, a shift takes place in which the responsibility for completing the work to be done is handed to individuals (or teams). While the unit is responsible for the

development of the next two steps, the actual work is done by those who are assigned the responsibility.

ACTION PLAN

It will take more than a few activities to achieve an Objective. A variety of activities must be generated, considered and the most effective ones selected. They are then put into a sequence which becomes the Action Plan for achieving the Objective. This work may be given to an individual for development but it is still the responsibility of the unit.

 

PERFORMANCE DESCRIPTION

It is with the development of Performance Descriptions that an organization begins the work necessary to implement its plan. The Performance Description describes what `successful performance` would look like and is an endeavor on the part of the unit to tell its staff, paid or volunteer, what it must do to effectively contribute to the unit`s plan.

E V A L U A T I O N   

Evaluation must happen at every stage of planning. It is a matter of constantly asking whether what was said would happen, really did happen. There are any number of ways

to do that but a basic rule of thumb is that whoever was involved, either as participants

or planners, should have an opportunity to reflect on whether things really happened as intended.

For many, this will be a difficult experience at first. In some ways, it is like trying to learn a new language. But after one or two cycles, it will come easier.

The thing that will not be any easier is the age old problem with planning-follow through. This planning model takes an organization step by step through a series of experiences designed to help the people of the organization develop the most effective path toward a desired future. But unless the people of the organization are encouraged to walk the path, the plans will have very little impact on the future life of the organization. Regular attention must be given to the plan and that means time during regular meetings must be given to asking how the plan is progressing. Following the plan is as vital to the journey into the future as the plan itself. And with this in mind, it seems the old adage is an appropriate close... 

                                 PLAN THE WORK AND WORK THE PLAN

CALENDAR FOR PLANNING

1.  Update of all Purpose, Primary Responsibilities, Goals, & Objectives	July 1
2.  Update of Operational Plans	September 1
3.  Futures Requests due to Vice President	December 1
4.  Futures Requests due to Futures Committee Chairman	December 15
5.  Futures Committee Recommendations to President	February 15
6.  Budget Retreat	Feb. 26-27
7.  Planning Retreat	June 4-5
8.  Academic Annual Reports Due	June 15
9.  Non-Academic Annual Reports Due	June 15

For items 1 & 2 above:

Each Vice Presidential Area Plan (Unit Plan) is required to have this updated annually.

Each direct report to a Vice President (sub-unit Plan) is also required to have this updated annually.

 

AN OPERATIONAL PLAN typically includes a chart, like the one below, for each objective.

 

Activities	Who	by When	Resources	Costs

 

 

FORMS

Capital Projects/Facilities

Personnel

Programs

 

STRATEGIC PLAN (2007)

Complete Strategic Plan

Academic Plan

Adult Education Plan

Advancement Plan

Enrollment Services Plan

Finance and Administration Plan

Information Technology Plan

Student Life Plan

Core Values (adopted May 2007)

TOOLS

Expense Budget Information

Guidelines for Travel Expenses

Organizational Chart

Process Planning

Component Definitions

 

 

 The materials above attempt to guide the planning process.  You may wish to print these instructions by using the print option within your web browser.  For the forms above, click on the link.  You may complete the form online; however, save it to your computer as a Word document.  You can then forward it the proper person as an email attachment.

If you have problems with access, contact Michael Novotny.
If you have problems with the forms, contact Lynne Schroeder.