A Core Expectation of Academic Leaders in IANR is stewardship of the unit’s Strategic Vision.
- Strategic Vision. Synthesizing a vision for the unit with input from faculty, staff, and stakeholders that encompasses all programs within the unit, seeks and deploys personnel and financial resources strategically, and is continuously examined for relevancy and refreshed as needed.
Because the strategic vision should be documented, the term “strategic vision document” is used throughout this guide. But, the document is not the goal. Being strategic is the goal. It is less important what you call it or what it looks like than that you are intentional in setting a direction that allows to you realize the impact of the unit, that you have a realistic plan for realizing that impact, and that others (both inside and outside the unit) are able to know where the unit is going and how it is planning to get there.
An important expected outcome of strategic visioning is the consensus and buy-in that develops because of participating in conversations and strategic visioning exercises. This, more than the document or what you put on the web site, will allow your group or organization to move toward accomplishing goals, vision, and mission.
A strategic vision document:
- Tells who we are; how we fit together; why we are a community (or academic unit).
- Tells what is important to us (what we value)
- Tells where we are going (what our aspirations and goals are). For example, how will the larger community (e.g., Nebraska, the nation, North America, the world) be better because of what we are doing?
- Tells us how we are going to get there, which can include both goals and strategies.
- Identifies what we need to bring our work to scale, and how we are going to get what we need.
- Gives us direction about how we align resources to drive outcomes.
- Tells how we fit within the context and contribute to the direction and goals of the larger organization (e.g., IANR and the six communities, the university and the N2025 strategic plan).
A strategic vision document should be periodically critically examined for relevance and changed as needed to adapt to an evolving context. Some aspects of the strategic vision document are less dynamic (i.e., vision, mission, and values) than others (i.e., goals, strategies, and indicators of progress). It should be a living document; one that is part of formal and informal conversations and that informs the most important decisions of the unit, including how resources are deployed and managed to maximize impact.