A. C. R. U.

1. A. C. R. U. Strategic Planning For Continuing Education

2. Strategic Planning • A CONTINUOUS PROCESS ENABLING ORGANIZATIONS TO BECOME FOCUSED, EFFECTIVE, AND EFFICIENT CHANGE AGENTS IN AN ENVIRONMENT OF AN EVER INCREASING RATE OF CHANGE.

3. Continuing Education • An activity that prepares individuals and organizations to address change proactively . • Responding to change is no longer enough

4. People generally agree that today’s change is different. It is not necessarily connected to the past or indicative of the future. Today’s change is discontinuous, requiring total flexibility. There seem to be very few cyclical trends or linear progressions. A New View of Change

5. People and Change • “ To an ever increasing extent, in less time than people need to get comfortable with one set of circumstances, they find themselves in a completely new set. Can some way be found to get a much better match between the rate of change of the world and the rate of people’s adaptation? When the problem is put that way, there seems to be only two ways it might be solved: Teach people to adapt faster, or slow down the rate of change.”Stanley Schmidt --editor of Analog

6. Hewlett Packard • 80% of HP’s revenue is from products less than two years old.

7. Past habits for addressing change simply won’t work. Change must be recognized as a process, not an event. The world within our grasp is indeed a new world, demanding continuous learning, taking risk, viewing new information and communication, and creating problem solving. Change Is A Process

8. The Changing Paradigm • In “Future Edge” Barker makes a distinction between management and leadership. You manage within a paradigm. You lead between paradigms. Most of education’s leadership are managing within today’s teaching and learning paradigm when what we need is leadership toward tomorrow’s paradigm.

9. Barriers to Change • The Organizational Culture • Existing Structure and Systems • Existing Patterns of Work Flow • Exterior Forces

10. Schools “Schools are better today at doing what they used to do than they’ve ever been.” Phillip Schlechty

11. Traditional Ivory Tower Static Structures Passive Discipline Focused Future Service institutions Dynamic relationships Proactive Holistic Integrated Learning Transformations Facing Higher Education

12. Transforming Your Organization • Establish a Sense of Urgency • Form a Powerful Guiding Coalition • Create a Vision • Communicate the Vision • Empower Others to Act on the Vision • Implement the Plan • Revise the Plan

13. Review • THE NATURE OF CHANGE • WHO MUST WE BECOME? • WHAT WILL WE DO? • HOW WILL WE DO IT? • WHAT CULTURE IS NEEDED?

14. Who Must We Become? • VISION • MISSION • VALUES

15. Vision • A focused concept • A sense of noble purpose • A plausible chance of success • Wording • will be • compelling and radical

16. Walt Disney’s Vision • The idea of Disneyland is a simple one. It will be a place for people to find happiness and knowledge. It will be a place for parents and children to spend pleasant times in one another’s company: a place for teachers and pupils to discover greater ways of understanding and education. Here the older generation can recapture the nostalgia of days gone by, and the younger generation can savor the challenge of the future. Here will be the wonders of Nature and man for all to see and understand. Disneyland will be based upon and dedicated to the ideas, the dreams and hard facts that have created America. And it will be uniquely equipped to dramatize these dreams and facts and send them forth as a source of courage and inspiration to all the world. • Disneyland will be something of a fair, an exhibition, a playground, a community center, a museum of living facts, and a showplace of beauty and magic. It will be filled with the accomplishments, the joys and hopes of the world we live in. And it will remind us and show us how to make those wonders part of our own lives.

17. MISSION • Definitive: Customer/needs/value • Identifying: The enterprise • Concise: One simple paragraph • Actionable: Actions involved in delivery • Memorable: Wow!!!!!

18. “Po’ Folks” Mission • We always want to be the friendliest place you’ll ever find to bring your family for great tasting, homestyle cooking, served with care and pride in a pleasant country-home setting at reasonable prices.

19. Definitions • Strategic Activities: The major activities ( lines of business) in which the organization participates. • Critical Success Indicators CSI’s: The results to be accomplished. • Strategic Thrusts ST’s: The initiatives necessary to carry out the strategic activities.

20. What Will We Do? • Strategic Activities • Critical Success Indicators

21. How Will We Do It? • Strategic Thrusts

22. Futuring • Identify Strategic Activities • Brochure Exercise • Pie Chart • Establish CSI’s • By We will (measurable) • Identify ST’s • A task force will study and implement........ • Determine Organizational Culture

23. Performance Review & Gap Analysis • What are we doing now? Will we improve,continue, change or discontinue? How (CSI’s, ST’s)? • What are the gaps between what we do now and the future? How do we span the gaps by developing a plan (CSI’s, ST’s)?

24. Action Planning • Developing departmental plans in support of the strategic plan.

25. Who? What? When? Organizational Meeting Plan distribution w/cover letter Workshops Theme Posters PR Newsletters/report cards Implementation Planning

26. CHAOS • Before the beginning of great brilliance, there must be chaos. Before a brilliant person begins something great, they must look foolish to the crowd. from IChing