2012 - Management Planning Template (3)

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UNIVERSITY OF NAMIBIAFACULTY/DIRECTORATE OF

MANAGEMENT PLAN 2012

Dean/Director :01/01/1012


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1. INTRODUCTIONThe successful implementation of a Strategic Plan is no small accomplishment. It

requires the initial creativity and energy to develop, the courage and commitment to

introduce it, and the persistence and thoroughness to see it through to its implementation.

Without a strong process for ensuring its implementation, there is a little or no reason fordeveloping a Strategic Plan. Strategies have also been developed on the expectation that

the gaps identified in the situational analysis were going to be bridged. Bridging or

closing those gaps typing is not an instantaneous process, it takes time. However, thesuccessful implementation of most strategies depends on actually having the gap bridged

or at least having made substantially progress toward closing the gap. Managing

strategically takes time, effort and resources. Many organizations do plan. They commit

their time and energy to a planning effort that they hope will set the organizations

direction for the next five years. They put the plan in place and hope that it works. ThePublic Service strategic planning model requires continuous strategic management and

progress surveillance of the appropriate strategies.

The payoff of strategic planning is in the implementation of the strategic plan. The acid

test for any strategic planning process is the degree to which it impacts the ongoingbehavior of the organization. Implementation is an ongoing process throughout all the

other phases. In order to succeed, the organizations strategy must fit the organization

structure. The strategic plan needs to become a road map by which the organizationtravels and the template on which organizational decision are based. The need forownership at least psychological ownership is paramount for implementation. If an

organization wants its strategic plan implemented it should make sure that the entire staff


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2. UNIVERSITY OF NAMIBIA HIGHLEVEL STATEMENTS

2.1. THE MISSION STATEMENT

2.2. THE VISION STATEMENT


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2.4 THE MANDATE OF THE UNIVERSITY

3. THE ROLE OF THE DIRECTORATE/UNITThe role of the Directorate/Unit is to provide financial, human resources, research,information and auxiliary services to University of Namibia staff members in order to

perform their work efficiently and effectively. (NB. Please put own role/functions)

3.1 Mandate

We exist to ..

3.1.1 Functions of the Unit


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4. THE KEY STRATEGIC THEMESThe following are the Strategic Themes (Key Performance Areas) in which the

Department of .. must excel in order to achieve to contribute to attainment of

vision and mission of the University.

Theme 1:

Theme 2:

Theme 3:

Theme 4:

5. AGENDA FOR CHANGEThe strategic change agenda compares the current status of several organizational

bili i d h d i d I id h b i f


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5.2 Strategic objectives

6. Cascading DIRECTORATE/UNIT:


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strategy. By cascading the Scorecard, a consistent language is developed throughout the

Organization, and everyone understands and acts in a similar fashion.

CASCADING MATRIX FOR THE DIRECTORATE/UNIT

University of Namibia Strategic ObjectivesIdnc

Crbn

Nw NA Directorate/Unit Strategic Objectives

1.2.3.4.5.

6.7.

8


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6. STRATEGY MAP FOR DIRECTORATE/UNITThe Strategy Map below provides a visual representation of the Directorate overall

strategy towards achieving the University of Namibias vision with Strategic Themes and

linked objectives in the four perspectives of the Balance Scorecard, i.e. Learning &

Growth perspective, Internal Processes perspective, Customer perspective and theFinancial/Budget perspective. In the Map, strategic objectives are linked in a general

cause and effect relationship, showing the inter-dependence of strategic objectives

towards eventually contributing to the achievement ofUNAMs vision.


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10

0

20

40

60

80

100

1 st Qtr 2nd Qtr 3rd Qtr 4th Qtr

East

West

North

FNA

L

N&

GWH

IN

P

E

CUTM

.

VISION STATEMENT:


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7.

THE SCORECARD THE DIRECTORATE

The Scorecard is divided into the four Balanced Scorecards perspectives: Customer,

internal processes, Learning & Growth and Financial. Indeed, it is imperative that each of

the Directorates Strategic objectives identified on the above Strategy Map be associated

measures, targets and initiatives, timing and resource estimates. The logic behind the

perspectives holds that customer satisfaction is driven in part by customer focusedprocesses. Process quality is in turn driven by the Directorates ability to develop and

grow its people and systems. The scorecard comprises of the following:

Strategic Objectives The statement of a desired resultAccountable Person Person with the overall accountability for achieving the

strategic objective

Measures How success in achieving the strategy will be measured andtracked

Target The level of performance or rate of improvement needed.Strategic Initiative The key action programs required to achieve the strategic

objective

Responsible Person Person with the overall responsibility for action

Timing Date by which action should start and be completed.

Resource Estimates To successfully achieve the strategic objective how muchwill these initiatives cost?


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SCORECARD - DIRECTORATE :Directorate StrategicObjectives Measures

Target Initiatives Resp. Pers TimingResourceEstimatesPerinitiative

Not/FundedComments:Assumptions,Risks, etc009 Q1 Q2 Q3 Q4 Start Date End Date


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2012 - Management Planning Template (3)

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