Strategic and Operational Planning What is a strategic plan?
Transcript of Strategic and Operational Planning What is a strategic plan?
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Strategic and Operational Planning
What is a strategic plan?
Why do we put so much effort into strategic planning?
How do we plan strategically?
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Strategic and Operational Planning
What is a strategic plan?
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Strategic and Operational Planning
Why do we put so much effort into
strategic planning?
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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
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The Strategic Planning Framework
The University’s Strategic Plan has three levels:
1. Strategic Directions
2. University Wide Strategies
3. Cost Centre Operational Plans
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Strategic Directions
Provides the basis for all other planning. It is intended to convey to stakeholders the thrust and nature
of the University
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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.
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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
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Cost Centre Operational Plans
Focus on strategies, programs, activities or actions that will give
effect to Strategic Directions and the University wide strategies
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Strategic Planning Framework
The three levels are integrated with:
the budget cycle the performance management and
development scheme the Quality Improvement System (QIS)
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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.
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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
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Integrating with the Quality Improvement System
The Quality Improvement System identifies strengths and
opportunities for improvement which are addressed through
operational planning
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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
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Elements of Plans
Strategic Directions Mission Values Strategic Themes
All levels Vision Key result areas Key performance
indicators
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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.
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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
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Strategic Themes
Seek to position the University: Innovative and flexible delivery Integration of higher education and TAFE Distinctive niches Equity and access
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Vision
Presents a desirable future:
The University in the future - a vision of continuing achievement
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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
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Key Result Areas (cont)
Management includes: leadership and management staff financial resources infrastructure quality image and marketing
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Key Result Areas (cont)
All key result areas include: international equity and access quality
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Key Performance Indicators
Meaningful Measurable Quantitative or qualitative Routinely collected Comparable - for benchmarking Useful
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Putting the Plan together
Using the template Addressing the key result areas Establishing objectives Identifying key performance indicators
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Using the template
Operational Plan For:
Key Result Area: Key Performance Indicator (s):
Objective Strategy Action Responsibilityand Timeframe
Progress
1. 1.1 1.1.1
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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?
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Establishing objectives
Pursuing the strategic themes Expressing the values Implementing the vision Core business Immediate issues
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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?
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Using the Plan
A living, useful tool Review Reporting
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Reporting
Annual Report Newsletters Webpages Noticeboards Meetings
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Presentation of progress
Graphical techniques Data analysis Natural variation Danger of targets
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Trying it out
What are the roles and functions of the cost centre?
SWOT - strengths, weaknesses, opportunities, threats
Client feedback Immediate priorities Vision
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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
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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
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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?
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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?
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Progress
Where is the team’s action now?
Can you report any success to date for each of the strategies or actions?
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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).
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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?
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Implementation & Review
How will you ensure that the operational plan is implemented,
monitored and reviewed regularly?