stratergic planning

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stratergic planning

  1. 1. Strategic and Operational Planning What is a strategic plan? Why do we put so much effort into strategic planning? How do we plan strategically?
  2. 2. Strategic and Operational Planning <ul><li>What is a strategic plan? </li></ul>
  3. 3. Strategic and Operational Planning <ul><li>Why do we put so much effort into </li></ul><ul><li>strategic planning? </li></ul>
  4. 4. How do we plan strategically? <ul><li>A team approach </li></ul><ul><li>SWOT </li></ul><ul><li>Client input </li></ul><ul><li>Real priorities </li></ul><ul><li>Cyclical </li></ul><ul><li>Important objectives </li></ul><ul><li>Clearly focussed strategies </li></ul><ul><li>Realistic actions </li></ul><ul><li>Monitoring progress </li></ul><ul><li>Using indicators </li></ul>
  5. 5. The Strategic Planning Framework <ul><li>The University’s Strategic Plan has three levels: </li></ul><ul><li>1. Strategic Directions </li></ul><ul><li>2. University Wide Strategies </li></ul><ul><li>3. Cost Centre Operational Plans </li></ul>
  6. 6. Strategic Directions Provides the basis for all other planning. It is intended to convey to stakeholders the thrust and nature of the University
  7. 7. 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.
  8. 8. University Wide Strategies <ul><li>Indigenous Education </li></ul><ul><li>Capital Management </li></ul><ul><li>Equity </li></ul><ul><li>Financial Management </li></ul><ul><li>Higher Education </li></ul><ul><li>Information and Flexible Learning </li></ul><ul><li>International </li></ul><ul><li>Marketing </li></ul><ul><li>Public Relations </li></ul><ul><li>Research </li></ul><ul><li>Staffing </li></ul><ul><li>Training and Further Education </li></ul>
  9. 9. Cost Centre Operational Plans Focus on strategies, programs, activities or actions that will give effect to Strategic Directions and the University wide strategies
  10. 10. Strategic Planning Framework <ul><li>The three levels are integrated with: </li></ul><ul><li>the budget cycle </li></ul><ul><li>the performance management and development scheme </li></ul><ul><li>the Quality Improvement System (QIS) </li></ul>
  11. 11. 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.
  12. 12. 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
  13. 13. Integrating with the Quality Improvement System The Quality Improvement System identifies strengths and opportunities for improvement which are addressed through operational planning
  14. 14. The Strategic Planning Cycle <ul><li>Strategic Directions </li></ul><ul><li>Major review Jan - - - Aug; Minor review Mar - - - Aug </li></ul><ul><li>University Wide Strategies </li></ul><ul><li>Mar - - - Sept </li></ul><ul><li>Budget </li></ul><ul><li>Apr - - - Nov </li></ul><ul><li>Cost Centre Operational Plans </li></ul><ul><li>Aug - - - Dec </li></ul><ul><li>Cost Centre Budget </li></ul><ul><li>Sept - - - Dec </li></ul>
  15. 15. Elements of Plans <ul><li>Strategic Directions </li></ul><ul><li>Mission </li></ul><ul><li>Values </li></ul><ul><li>Strategic Themes </li></ul><ul><li>All levels </li></ul><ul><li>Vision </li></ul><ul><li>Key result areas </li></ul><ul><li>Key performance indicators </li></ul>
  16. 16. 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.
  17. 17. Values <ul><li>Attempt to capture the principles which inform all the University’s activities: </li></ul><ul><li>Fairness, openness, honesty and trust </li></ul><ul><li>Respect for all </li></ul><ul><li>Freedom of enquiry and expression </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Innovation </li></ul><ul><li>Equal opportunity, affirmative action and access </li></ul>
  18. 18. Strategic Themes <ul><li>Seek to position the University: </li></ul><ul><li>Innovative and flexible delivery </li></ul><ul><li>Integration of higher education and TAFE </li></ul><ul><li>Distinctive niches </li></ul><ul><li>Equity and access </li></ul>
  19. 19. Vision <ul><li>Presents a desirable future: </li></ul><ul><li>The University in the future - a vision of continuing achievement </li></ul>
  20. 20. Key Result Areas <ul><li>Focus our activities on the areas in which achievement of desired outcomes is crucial: </li></ul><ul><li>Education and Training </li></ul><ul><li>Research </li></ul><ul><li>Community and Industry Service </li></ul><ul><li>Management </li></ul>
  21. 21. Key Result Areas (cont) <ul><li>Management includes: </li></ul><ul><li>leadership and management </li></ul><ul><li>staff </li></ul><ul><li>financial resources </li></ul><ul><li>infrastructure </li></ul><ul><li>quality </li></ul><ul><li>image and marketing </li></ul>
  22. 22. Key Result Areas (cont) <ul><li>All key result areas include: </li></ul><ul><li>international </li></ul><ul><li>equity and access </li></ul><ul><li>quality </li></ul>
  23. 23. Key Performance Indicators <ul><li>Meaningful </li></ul><ul><li>Measurable </li></ul><ul><li>Quantitative or qualitative </li></ul><ul><li>Routinely collected </li></ul><ul><li>Comparable - for benchmarking </li></ul><ul><li>Useful </li></ul>
  24. 24. Putting the Plan together <ul><li>Using the template </li></ul><ul><li>Addressing the key result areas </li></ul><ul><li>Establishing objectives </li></ul><ul><li>Identifying key performance indicators </li></ul>
  25. 25. Using the template
  26. 26. Addressing the key result areas (KRAs) <ul><li>Objectives: what will the cost centre do to advance each KRA? </li></ul><ul><li>Strategies: how will it achieve those objectives (ie. medium to long term initiatives)? </li></ul><ul><li>Actions: which short term activities will further those strategies? </li></ul><ul><li>Who is responsible? </li></ul><ul><li>Progress: where is the action now? </li></ul>
  27. 27. Establishing objectives <ul><li>Pursuing the strategic themes </li></ul><ul><li>Expressing the values </li></ul><ul><li>Implementing the vision </li></ul><ul><li>Core business </li></ul><ul><li>Immediate issues </li></ul>
  28. 28. Identifying key performance indicators <ul><li>What measures (quantitative or qualitative) indicate achievement of objectives? </li></ul><ul><li>Is there a key indicator of achievement of the KRA? </li></ul><ul><li>Would it be useful to monitor the progress of each strategy? </li></ul>
  29. 29. Using the Plan <ul><li>A living, useful tool </li></ul><ul><li>Review </li></ul><ul><li>Reporting </li></ul>
  30. 30. Reporting <ul><li>Annual Report </li></ul><ul><li>Newsletters </li></ul><ul><li>Webpages </li></ul><ul><li>Noticeboards </li></ul><ul><li>Meetings </li></ul>
  31. 31. Presentation of progress <ul><li>Graphical techniques </li></ul><ul><li>Data analysis </li></ul><ul><li>Natural variation </li></ul><ul><li>Danger of targets </li></ul>
  32. 32. Trying it out <ul><li>What are the roles and functions of the cost centre? </li></ul><ul><li>SWOT - strengths, weaknesses, opportunities, threats </li></ul><ul><li>Client feedback </li></ul><ul><li>Immediate priorities </li></ul><ul><li>Vision </li></ul>
  33. 33. Objectives <ul><li>What will your team do to fulfil that role, advancing each key result area? </li></ul><ul><li>Implementing the vision </li></ul><ul><li>Core business </li></ul><ul><li>Immediate issues </li></ul><ul><li>Pursuing the strategic themes </li></ul><ul><li>Expressing the values </li></ul>
  34. 34. Performance Indicators <ul><li>What will tell you whether the team has achieved each of its objectives? </li></ul><ul><li>Which performance indicator best shows progress in the key result area? = This is the KPI for the KRA </li></ul><ul><li>Others may be useful for management and may relate to individual strategies or actions </li></ul><ul><li>Six to eight KPIs should be sufficient </li></ul>
  35. 35. Strategies <ul><li>How, in the medium to long term, will your team achieve its objectives? </li></ul><ul><li>What provision needs to be made in the budget to support these strategies? </li></ul>
  36. 36. Actions <ul><li>Which activities will, over the next twelve months or so, further the team’s strategies? </li></ul><ul><li>Responsibility and Timeframe: Who is responsible and by when? </li></ul><ul><li>What provision needs to be made in the budget to support these actions? </li></ul>
  37. 37. Progress <ul><li>Where is the team’s action now? </li></ul><ul><li>Can you report any success to date for each of the strategies or actions? </li></ul>
  38. 38. Budget <ul><li>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). </li></ul>
  39. 39. Check <ul><li>Does the operational plan cover all responsibilities and activities of your cost centre? </li></ul><ul><li>Does it address Strategic Directions and the University wide strategies? </li></ul><ul><li>Does the cost centre budget include corresponding resource allocations? </li></ul>
  40. 40. Implementation & Review How will you ensure that the operational plan is implemented, monitored and reviewed regularly?

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