stratergic planning

Strategic and Operational Planning What is a strategic plan? Why do we put so much effort into strategic planning? How do we plan strategically?

Strategic and Operational Planning
What is a strategic plan?

Strategic and Operational Planning
Why do we put so much effort into
strategic planning?

How do we plan strategically?
A team approach
SWOT
Client input
Real priorities
Cyclical
Important objectives
Clearly focussed strategies
Realistic actions
Monitoring progress
Using indicators

The Strategic Planning Framework
The University’s Strategic Plan has three levels:
1. Strategic Directions
2. University Wide Strategies
3. Cost Centre Operational Plans

Strategic Directions Provides the basis for all other planning. It is intended to convey to stakeholders the thrust and nature of the University

University Wide Strategies Focused strategic plans which offer direction for key areas of University activity, identifying University wide objectives and strategies and informing cost centre operational plans. They are revised progressively through the year.

University Wide Strategies
Indigenous Education
Capital Management
Equity
Financial Management
Higher Education
Information and Flexible Learning
International
Marketing
Public Relations
Research
Staffing
Training and Further Education

Cost Centre Operational Plans Focus on strategies, programs, activities or actions that will give effect to Strategic Directions and the University wide strategies

Strategic Planning Framework
The three levels are integrated with:
the budget cycle
the performance management and development scheme
the Quality Improvement System (QIS)

Integrating with the budget cycle We aim to develop a close relationship between Strategic Directions and the University’s budget and between the operational plan and budget of each cost centre so that our budget priorities reflect our planning priorities.

Integrating with the Performance Management & Development Scheme We aim to relate personal goals and objectives to the University’s goals and objectives - through operational plans and University wide strategies to Strategic Directions

Integrating with the Quality Improvement System The Quality Improvement System identifies strengths and opportunities for improvement which are addressed through operational planning

The Strategic Planning Cycle
Strategic Directions
Major review Jan - - - Aug; Minor review Mar - - - Aug
University Wide Strategies
Mar - - - Sept
Budget
Apr - - - Nov
Cost Centre Operational Plans
Aug - - - Dec
Cost Centre Budget
Sept - - - Dec

Elements of Plans
Strategic Directions
Mission
Values
Strategic Themes
All levels
Vision
Key result areas
Key performance indicators

Mission Defines the focus of the University: The University will provide education, training, research and related services locally, nationally and internationally to support and advance the social, cultural, intellectual and economic development of Australia’s Northern Territory.

Values
Attempt to capture the principles which inform all the University’s activities:
Fairness, openness, honesty and trust
Respect for all
Freedom of enquiry and expression
Continuous improvement
Innovation
Equal opportunity, affirmative action and access

Strategic Themes
Seek to position the University:
Innovative and flexible delivery
Integration of higher education and TAFE
Distinctive niches
Equity and access

Vision
Presents a desirable future:
The University in the future - a vision of continuing achievement

Key Result Areas
Focus our activities on the areas in which achievement of desired outcomes is crucial:
Education and Training
Research
Community and Industry Service
Management

Key Result Areas (cont)
Management includes:
leadership and management
staff
financial resources
infrastructure
quality
image and marketing

Key Result Areas (cont)
All key result areas include:
international
equity and access
quality

Key Performance Indicators
Meaningful
Measurable
Quantitative or qualitative
Routinely collected
Comparable - for benchmarking
Useful

Putting the Plan together
Using the template
Addressing the key result areas
Establishing objectives
Identifying key performance indicators

Using the template

Addressing the key result areas (KRAs)
Objectives: what will the cost centre do to advance each KRA?
Strategies: how will it achieve those objectives (ie. medium to long term initiatives)?
Actions: which short term activities will further those strategies?
Who is responsible?
Progress: where is the action now?

Establishing objectives
Pursuing the strategic themes
Expressing the values
Implementing the vision
Core business
Immediate issues

Identifying key performance indicators
What measures (quantitative or qualitative) indicate achievement of objectives?
Is there a key indicator of achievement of the KRA?
Would it be useful to monitor the progress of each strategy?

Using the Plan
A living, useful tool
Review
Reporting

Reporting
Annual Report
Newsletters
Webpages
Noticeboards
Meetings

Presentation of progress
Graphical techniques
Data analysis
Natural variation
Danger of targets

Trying it out
What are the roles and functions of the cost centre?
SWOT - strengths, weaknesses, opportunities, threats
Client feedback
Immediate priorities
Vision

Objectives
What will your team do to fulfil that role, advancing each key result area?
Implementing the vision
Core business
Immediate issues
Pursuing the strategic themes
Expressing the values

Performance Indicators
What will tell you whether the team has achieved each of its objectives?
Which performance indicator best shows progress in the key result area? = This is the KPI for the KRA
Others may be useful for management and may relate to individual strategies or actions
Six to eight KPIs should be sufficient

Strategies
How, in the medium to long term, will your team achieve its objectives?
What provision needs to be made in the budget to support these strategies?

Actions
Which activities will, over the next twelve months or so, further the team’s strategies?
Responsibility and Timeframe: Who is responsible and by when?
What provision needs to be made in the budget to support these actions?

Progress
Where is the team’s action now?
Can you report any success to date for each of the strategies or actions?

Budget
Use the budget proforma (available from Financial Services Division) to develop a cost centre budget which will support the planned strategies and actions (within allocated resources).

Check
Does the operational plan cover all responsibilities and activities of your cost centre?
Does it address Strategic Directions and the University wide strategies?
Does the cost centre budget include corresponding resource allocations?

Implementation & Review How will you ensure that the operational plan is implemented, monitored and reviewed regularly?

stratergic planning

by Babasab Patil on Jan 09, 2012

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