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Guide Dogs UK - Planning And Risk Framework
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Guide Dogs UK - Planning And Risk Framework

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  • 1. Guide Dogs UKPlanning & PerformanceFramework
    Sandy Manuel
    June 2009
  • 2. Scenario:
    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.
    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.
     
    This initiative is one of a number currently being introduced and therefore competes for management time and engagement.
    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”.
    Scenario:
    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.
    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.
     
    This initiative is one of a number currently being introduced and therefore competes for management time and engagement.
    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”.
    Scenario:
    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.
    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.
     
    This initiative is one of a number currently being introduced and therefore competes for management time and engagement.
    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”.
  • 3. To meet these challenges:
    • Overarching framework that incorporates:
    • 4. Business as usual
    • 5. Ensure delivery of new services
    • 6. Benefits realisation framework for growing existing strategies
    • 7. Risk and performance is monitored and informs the planning process
    • 8. Uses project management to integrate existing initiatives
    • 9. Provide visibility on direction of travel
    • 10. Bring credibility in its value
    • 11. Strips bureaucracy
    • 12. Reduces burden
  • Translate the Strategy
    • Select measures and targets
    • 13. Select strategic initiatives defining;
    • 14. Unit roles & responsibilities
    • 15. strategic budget for initiatives
    • 16. (use of strategy map &
    balanced scorecard)
    • Link fundraising
    Strategy
    • Note this does
    ask for unit
    objectives but
    confirms their
    role in achieving
    Corporate
    priorities
    Develop the strategy/ Test & adapt
    • Environment scanning incl. PESTLE
    • 17. Leading to evidence based corporate
    priorities
    • Units involved in this
    process highlighting trends
    and subsequent resource
    requirements via
    business cases
    • This approach will
    mean new or
    ‘tweaking’
    of corporate
    priorities
    is no longer
    disconnected
    from the
    ‘front line’
    Develop the
    strategy/
    Test & adapt
    Translate
    the
    Strategy
    Guide Dogs
    Planning &
    Performance
    Framework
    • Improve key processes
    which deliver corporate
    priorities and
    sub strategies
    • Develop operating plan
    • 18. Plan resource capacity
    • 19. Prepare budgets
    • 20. Business cases
    Plan Operations
    • PM by way of
    dashboards,
    or balanced
    scorecards
    • ‘Performance board’
    to increase
    accountability, track
    benefits in approved
    business cases
    • Track benefits of sub-
    strategies
    • Performance used as a forum
    for discussion and continuous improvement
    Performance & Risk Framework
    Performance &
    Risk
    Framework
    Plan
    Operations
  • 21. Benefits
  • 22. Benefits
  • 23. Challenges
  • 24. Targeted approach

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