Guide Dogs UK - Planning And Risk Framework

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Guide Dogs UK - Planning And Risk Framework

  1. 1. Guide Dogs UKPlanning & PerformanceFramework<br />Sandy Manuel<br /> June 2009<br />
  2. 2. Scenario: <br />A large organisation of approximately 1000 employees is preparing a new strategy centred on delivering a range of new services, as well as growing existing services. <br />In preparing for the new strategy the organisation is keen to implement a five year planning timeframe supported by a performance and risk management framework. Within the organisation is a small energetic group that is keen to see planning and performance become an established way of working. <br /> <br />This initiative is one of a number currently being introduced and therefore competes for management time and engagement.<br />Explain the benefits, challenges and consequences of adopting these techniques. Outline the targeted approach you would take to ensure this planning, performance and risk management becomes embedded in Guide Dogs’ way of working and your response to claims by busy managers “that this is just another distraction that takes me away from my real job”.<br />Scenario: <br />A large organisation of approximately 1000 employees is preparing a new strategy centred on delivering a range of new services, as well as growing existing services. <br />In preparing for the new strategy the organisation is keen to implement a five year planning timeframe supported by a performance and risk management framework. Within the organisation is a small energetic group that is keen to see planning and performance become an established way of working. <br /> <br />This initiative is one of a number currently being introduced and therefore competes for management time and engagement.<br />Explain the benefits, challenges and consequences of adopting these techniques. Outline the targeted approach you would take to ensure this planning, performance and risk management becomes embedded in Guide Dogs’ way of working and your response to claims by busy managers “that this is just another distraction that takes me away from my real job”.<br />Scenario: <br />A large organisation of approximately 1000 employees is preparing a new strategy centred on delivering a range of new services, as well as growing existing services. <br />In preparing for the new strategy the organisation is keen to implement a five year planning timeframe supported by a performance and risk management framework. Within the organisation is a small energetic group that is keen to see planning and performance become an established way of working. <br /> <br />This initiative is one of a number currently being introduced and therefore competes for management time and engagement.<br />Explain the benefits, challenges and consequences of adopting these techniques. Outline the targeted approach you would take to ensure this planning, performance and risk management becomes embedded in Guide Dogs’ way of working and your response to claims by busy managers “that this is just another distraction that takes me away from my real job”.<br />
  3. 3. To meet these challenges:<br /><ul><li>Overarching framework that incorporates:
  4. 4. Business as usual
  5. 5. Ensure delivery of new services
  6. 6. Benefits realisation framework for growing existing strategies
  7. 7. Risk and performance is monitored and informs the planning process
  8. 8. Uses project management to integrate existing initiatives
  9. 9. Provide visibility on direction of travel
  10. 10. Bring credibility in its value
  11. 11. Strips bureaucracy
  12. 12. Reduces burden</li></li></ul><li>Translate the Strategy<br /><ul><li>Select measures and targets
  13. 13. Select strategic initiatives defining;
  14. 14. Unit roles & responsibilities
  15. 15. strategic budget for initiatives
  16. 16. (use of strategy map &</li></ul>balanced scorecard)<br /><ul><li>Link fundraising</li></ul>Strategy<br /><ul><li>Note this does</li></ul>ask for unit<br />objectives but<br />confirms their<br />role in achieving<br />Corporate<br />priorities <br />Develop the strategy/ Test & adapt<br /><ul><li>Environment scanning incl. PESTLE
  17. 17. Leading to evidence based corporate</li></ul>priorities<br /><ul><li>Units involved in this</li></ul>process highlighting trends<br />and subsequent resource<br />requirements via <br />business cases<br /><ul><li>This approach will</li></ul>mean new or<br />‘tweaking’<br />of corporate<br />priorities<br />is no longer<br />disconnected<br />from the<br />‘front line’<br />Develop the<br />strategy/<br />Test & adapt<br />Translate<br />the<br />Strategy<br />Guide Dogs<br />Planning &<br />Performance<br />Framework<br /><ul><li>Improve key processes</li></ul>which deliver corporate<br />priorities and<br />sub strategies<br /><ul><li>Develop operating plan
  18. 18. Plan resource capacity
  19. 19. Prepare budgets
  20. 20. Business cases</li></ul>Plan Operations<br /><ul><li>PM by way of</li></ul>dashboards,<br />or balanced<br />scorecards<br /><ul><li>‘Performance board’</li></ul>to increase<br />accountability, track <br />benefits in approved <br />business cases<br /><ul><li>Track benefits of sub-</li></ul>strategies<br /><ul><li>Performance used as a forum</li></ul>for discussion and continuous improvement<br />Performance & Risk Framework<br />Performance &<br />Risk<br />Framework<br />Plan<br />Operations<br />
  21. 21. Benefits<br />
  22. 22. Benefits<br />
  23. 23. Challenges<br />
  24. 24. Targeted approach<br />

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