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 A Framework for Integrated Planning at Trent University Discussion PaperOffice of the President and Vice-Chancellor This discussion paper introduces a framework and certain specific initiatives to support integrated planning at Trent University. The framework outlines the concepts, organizational structure, and processes useful in understanding the implementation of a collaborative model of discussion, development and decision-making, a mechanism to identify priorities and new initiatives, and the emergence of a common administrative and academic process of planning, implementation, and assessment. Certain specific initiatives, such as review committee work and implementation of a clear senior executive administrative structure, are introduced to help improve processes and facilitate effective university operations in the coming year and over the longer terms typically associated with integrated planning efforts. Integrated planning is a process used at many universities to ensure that institutional planning and budgeting decisions are considered in concert rather than isolation. The specific configuration of the planning process, the relationships to academic units, administrative units, and to governing bodies, and the openness and transparency employed, are all subject to local university culture, context and interpretation. However, one fundamental principle underlying virtually all integrated planning exercises is an understanding that the discipline of planning is required to manage uncertainty, follow a strategic course of direction, and respond to opportunity in a sustainable way. This principle appears to be consistent with a general desire expressed by many at Trent University to improve planning processes and outcomes immediately (this budget year) and for the longer term. Integrated planning at Trent University will be designed to allow the institution to make sometimes difficult decisions with appropriate evidence and subsequent accountability. Integrated planning will raise decisions to the appropriate level in the organization but with clear attention to the long-term interests, most clearly expressed in the common vision, overall mission, and specific strategic directions, of the institution. The development of an integrated planning process involving all academic and administrative units, under the guidance of the Provost and Vice-President Academic, will focus on priority setting, resource allocation, and assessment. Academic and Administrative Planning Based on Vision The relationships between vision, mission and strategic directions are complex but are made explicit in integrated planning. Vision and strategic directions should be renewed periodically and should be a source of inspiration for all planning – clearly, not a substitute for goals and objectives. Typically, academic planning will lead the university based on the overall vision and strategic directions of the institution. Academic planning should be considered in the full light of the university budgetary situation and should be closely linked to, and helpful in, the internal planning processes within administrative units. A strong linkage between operating and capital budget planning should be established. The roles of autonomous and semi-autonomous units with specific mandates should be transparent. No unit under current governance arrangements should be planning completely, or even partially, outside of the overall university integrated planning process. Integrated planning in any university should contemplate multiple years and long time frames – therefore, a multi-year budget process is crucial to successful integrated planning. Administrative Decision-making and Structure At Trent University, two executive-level administrative organizational structures are required to support effective university operations and integrated planning:
One member of these two executive-level management structures will serve as Executive Sponsor for any major initiative that results from the integrated planning process. Executive Sponsors will have the responsibilities of chairing administrative and consultative bodies (e.g., Steering Committee, Working Group, or Task Force), and reporting regularly on progress and activities. Executive Sponsors will have the responsibility not only of ensuring adequate opportunity for consultation and input, but also of confirming that such engagement has in fact occurred, prior to initiation of decision-making and implementation activities. A requirement in the integrated planning process is reliable access to decision-making and governance bodies at specific times and for specific feedback, endorsements and approvals. Integrated planning must respect, and in fact rely on, the important governing and consultative bodies to engage at appropriate times and venues during the development and implementation of integrated plans. Proposed Review Committee Work As part of the process to implement integrated planning at Trent University, three strategic review activities will be useful:
The timelines to complete these review activities are aggressive. However, these review activities and discussions are expected, in turn, to lead to greater confidence in the specific initiatives that are likely to emerge as priorities through integrated planning. Separate, though linked, review and consultative processes are included in the terms of reference for specific initiatives, such as the Trent-in-Oshawa and Durham Region Steering Committee. Planning Cycles and the Development of Integrated Plans Many universities develop vision and then build strategic directions and specific integrated planning processes. Others rely on the development of strategic directions and integrated plans to inform and help guide a vision process. The approach at Trent University will be to request all units to develop an integrated plan for a multi-year planning cycle (for example, 2011-2015). A template for planning will be provided based on a renewal of the overall Vision and Strategic Directions for Trent. This overall vision will help identify the criteria for the development of initiatives, the context for growth (or reallocation of resources), and the measurement or evaluation of progress that recognizes disciplinary and administrative evolution. The unit-level integrated plans will articulate the specific vision that motivates the activities of each unit, the dynamics with other units, the relationship to the overall Trent University Vision, Mission and Strategic Directions, the specific actions and initiatives required to realize the goals of the unit, and how those goals contribute to the accomplishment of overall institutional goals. Each unit at Trent University should be fully engaged in integrated planning in 2010. These unit-level plans will be managed by the Provost’s Planning Group, and then used to provide a foundation for an overall Trent University Integrated Plan and Multi-year Budget Framework which would serve to guide further planning efforts, implementation, and evaluation processes. A second cycle might then be initiated for a subsequent multi-year planning period (e.g., 2015-2019). A Trent University integrated planning process should encourage strategic commitments in a collegial context characterized by a strong measure of due process and due diligence. Overall, there should be a premium on teamwork and on open and transparent decision making. Terms of reference for all committees and work plans should be widely available and meeting dates and decision dates known well-in-advance. The relationship among the governance structures, as well as between administrative deliberation and administrative decision-making, should be explicit in the integrated planning process. In effective integrated planning, operational priorities are identified, programming changes considered and introduced, and critical mass assembled to move the institution further in achieving goals and objectives – the goals and objectives that contribute to the fulfillment of the overall Trent University mission. Integrated planning does not guarantee such outcomes, but does increase the probability of the institution realizing a common vision. Integrated planning will enable focus and priority-setting, coherent and transparent resource allocation, development of institutional initiatives, appropriate sharing of information and collaborative effort, and greater awareness of overall university vision, goals, objectives, strategies, and measurement of success. |