Strategic Planning for the Research Administrator:
A New Approach in an Era of Rapid Change
NCURA Region VI & VII Spring Meeting
Denver, Colorado
April 2011
Presented By:
Rosemary Madnick
Assistant Vice President, Research Administration
Los Angeles Biomedical Research Institute
Wanda Bowen
Assistant Director, Office of Grants and Contracts Administration
University of Alaska, Fairbanks

Dwight D. Eisenhower

 Introduction to Strategic Planning
 Preparing for Strategic Planning
 Conducting Strategic Planning

10-Step Strategic Planning Process
 Agree on a strategic planning process
 Identify organizational mandates
 Clarify organizational mission and values
 Establish an effective organizational vision
 Assess internal and external environments
 Identify strategic issues

10-Step Strategic Planning Process
 Formulate plans of action to manage issues
 Review and adopt the plan
 Develop an effective implementation process
 Reassess strategies and planning process

 Improves organizational focus among all participants
 Promotes collaboration across the entire organization
 Defines measurements of success (and failure)
 Translates strategies into projects and/or products
 Fosters accountability among participants

A systematic process through which an organization agrees on, and builds commitment among key stakeholders to, priorities that are essential to its mission and are responsive to its environment. –
Allison & Kay, 2005
A creative process for identifying and accomplishing the most important actions in view of organizational strengths, weaknesses, opportunities and threats. –
A.D. Chandler, 1962
A systematic way to manage change, create the best possible future, and guide the acquisition and allocation of resources to achieve priorities. –
Connelly,
2005

 Where are we now? (Assessment)
 Where do we need to be? (Gap /Future End State)
 How will we close the gap (Strategic Plan)
 How will we monitor our progress?

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Addresses critical performance issues
Create the right balance between what the organization id capable of doing vs. what the organization would like to do
Cover a sufficient time period to close the performance gap
Visionary – convey a desired future end state
Flexible – allow and accommodate change
Guide decision making at lower levels – operational, tactical , individual

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Basic description of strategic planning
Benefits of strategic planning
When should strategic planning be done
Basic overview of various strategic planning models

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Developing a new project, reorganization of a department, division, etc…
Strategic planning should be conducted at least once a year to be ready for the coming fiscal year

Basic Overview of Strategic Models
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“Basic” Strategic Planning
Issue-Based or Goal-Based Planning
Alignment Model
Scenario Planning
“Organic” or Self-Organizing Planning

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Consultant or facilitator to help with planning
Who should be Involved in the planning
How many planning meetings will be needed
How to ensure implementation of the new plan

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Planning Team
Timeframe
Format
Guidance
Input
Research (Internal)
Research (External)
Products

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Organization has not conducted a strategic plan before
There is no one in the organization with the sufficient skills
Inside facilitator will either inhibit participation from others or will not have the opportunity to fully participate
Leaders want an object voice

Who Should Be Involved in Planning?
 Strategic planning should be conducted by a planning team. Consider the following:
 At least one person who has the authority to make strategic
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Involve those who are responsible for composing & implementing the plan
Involve someone to administrate the process

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Number and duration of planning meetings
Scheduling of meetings

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Involve the people who will be responsible for implementing
Ensure the plan is realistic
Organize the overall strategic plan into smaller action plans/work plans
Specify who is doing what and by when
Specify and clarify the plan's implementation roles and responsibilities
Communicate the role of follow-ups to the plan
Document, distribute and review the plan
Always ask for feedback/input

 The mission statement is a statement of purpose and business; why and for whom you exist.

Examples – Good and Bad
Mission Statements
NASA
To Explore the
Universe and Search for Life and to
Inspire the Next
Generation of
Explorers
Walt Disney
To Make People Happy
Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization.
Too vague and and unclear. Need more descriptive information about what makes the organization special.

 A vision statement is the internal and external image of the future you seek to create: what you will look like if you were supremely successful.

Identifying Strategic Issues and Goals
 SWOT analysis
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Strengths
Weaknesses
Opportunities
Threats

Assessment Model:
S W O T
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
SWOT
Good Points
• Easy to Understand
• Apply at any organizational level
SWOT
Possible Pitfalls
• Needs to be
Analytical and
Specific
• Be honest about your weaknesses

 Develop Action/Work Plans
 Develop Objectives and Timelines
Strategic Goal Strategy
1. (Goal #1) 1.1 (first strategy to reach Goal
#1)
Objective
1.1.1 (first objective to reach while implementing
Strategy #1.1)
Responsibility Timeline
(who’s going to accomplish that objective)
(when the implementer is going to accomplish that objective)

GOALS OBJECTIVES
Very short statement, few words
Broad in scope
Directly relates to the Mission
Statement
Covers long time period (such as 10 years)
Longer statement, more descriptive
Narrow in scope
Indirectly relates to the Mission
Statement
Covers short time period (such 1 year budget cycle)

Major Components of the
Strategic Plan / Down to Action
Mission
Vision
Goals
Objectives
O1
Initiatives
AI1 AI2 AI3
Measures
Targets
M1 M2 M3
T1 T1 T1
Why we exist
What we want to be
Strategic Plan
Action Plans
Evaluate Progress
O2
What we must achieve to be successful
Specific outcomes expressed in measurable terms (NOT activities)
Planned Actions to
Achieve Objectives
Indicators and
Monitors of success
Desired level of performance and timelines

Writing and Communicating the Plan
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Writing the plan
Format the plan
 Executive Summary
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Organizational Description
Mission and Vision Statement
Goals and Strategies
Appendices
Communicate the Plan

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Key questions:
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Goals and objectives being achieved
Goals and objectives realistic
Adequate resources to achieve goals
Frequency of monitoring and Evaluation
 Reporting Results of Monitoring and Evaluation
 Deviating from the plan
 Changing the plan
 Celebrating

Summary of Basic Principles that Guide
& Inspire
 Partnership
 Collaboration
 Stewardship
 Excellence
 Service
 Professionalism

 Integrate all components from the top to the bottom: Vision
> Mission > Goals > Objectives > Measures > Targets >
Initiatives > Action Plans > Budgets.
 Get Early Wins (Quick Kills) to create some momentum
 Seek external expertise (where possible and permissible)
 Articulate your requirements to senior leadership if they are really serious about strategic execution

 Rosemary Madnick
Assistant Vice President, Research Administration
Los Angeles Biomedical Research Institute
1124 West Carson Street
Torrance, CA 90502
310-222-3621 rmadnick@labiomed.org
 Wanda Bowen
Assistant Director, Office of Grants and Contracts
University of Alaska Fairbanks
109 Administrative Service Center
Fairbanks, AK 99778-7880
907-474-6076 wmbowen2@alaska.edu

Mission – The reason that the institution exists
Vision – What you want to look like in the future.
Core Values – Statements of what defines the institution and gives it soul. These can clarify and resolve issues.
Goals – Broad statements of what the institution hopes to achieve (5-7 goals)
Objectives – Outcome based objectives are specific and measurable statements of results. These can best be expressed in how a project will influence behavior. Belief or attitude (3-5/goal).
Initiatives/Tasks – Specific programs, projects or activities that will occur to advance each goal. Initiatives are owned by groups, teams and/or individuals responsible for implementation (3-5/objective).