October 2004 — Industry Perspective
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The Need for Strategic Planning in Academia
VSC had many positive outcomes from its strategic planning process. It changed the way that IT projects were prioritized, making sure resources were best utilized. The system used a “pyramid ranking system” to help define services. Projects that fell into the bottom of the pyramid were the most common and standardized. VSC also supported using a “shared services” approach, which gave individual schools little autonomy in the choice of products and services. Projects at the top of the pyramid were institution-specific (e.g., support for a precise academic program), uniquely supported, and subject to great autonomy at institutions. In addition, VSC started allocating different IT divisions responsibility for certain tasks, such as a portal or help desk.
Developing the Plan
In July, VSC created six IT Key Performance Indicators (KPIs) to benchmark its strategic plan. It found that with the new integration, pulling reports for data analysis and focusing on metrics was much easier. VSC will use this data to focus on the nature of problems, where they originated from (the institutions or office), as well as the time and resources needed to solve the problems. By reviewing these KPIs, VSC will be better able to adapt its IT plan to provide the best services and technologies to the system.
A critical issue with any strategic plan is the way an organization embraces the process. If it is viewed as a goal to develop “the plan,” then the plan will be developed and will end up in an electronic folder or on a bookshelf collecting dust. But if it is viewed as an ongoing process in which individuals are engaged in the continual improvement journey, the plan will become the road map to follow (and modify as the environment changes) to successfully achieve its goals.
A strategic plan needs to be systematic and measurable, with decisions based on precise data that allow for creative adaptations. Three simple questions should be answered in a strategic plan: Where are we? Where do we want to be? How do we get there? VSC used these questions to better understand its needs. VSC successfully created and deployed a systematic approach that incorporated all areas of its institutions. This approach carried an objective and flexible view that supported the institutions’ overall goals.
Strategic planning can be compared to sailing: If you set sail without a planned destination and the wind changes, it will not affect your plans - you will just go where the wind takes the boat and enjoy the day. However, if you set sail with a destination in mind (mission, purpose and goal) and the wind changes (monitor environment and performance), you will compensate for the wind and re-chart your course to reach your destination (measure performance, adjust activities and achieve your goal). With strategic planning, an institution is positioned to monitor the environment, measure performance against goals, adjust yearly plans and achieve desired results.
In the end, it is the constituents that will ultimately benefit from effective strategic planning, reaching the ultimate goal of a higher education; then, in turn, educating their posterity.
Reference
Spicer, D., P. DeBlois, and the EDUCAUSE Current Issues Committee. 2004. “Current IT Issues: 2004.” EDUCAUSE Review 39 (3). Online: www.educause.edu/pub/er/erm04/erm043.asp.
Contact Information
Datatel Inc.
(800) DATATEL
7 Steps for Developing a Strategic Planning Process
- Identify mission
- Develop goals
- Develop cross-functional team
- Initiate environmental scan
- Assess internal resources
- Review external data
- Continually analyze the strategic plan and outcomes
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