- 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. Strategic and Operational Planning
- What is a strategic plan?
3. Strategic and Operational Planning
- Why do we put so much effort into
4. How do we plan strategically?
- Clearly focussed strategies
5. The Strategic Planning Framework
- The Universitys Strategic Plan has three levels:
- 2. University Wide Strategies
- 3. Cost Centre Operational Plans
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. 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. University Wide Strategies
- Information and Flexible Learning
- Training and Further Education
9. Cost Centre Operational Plans Focus on strategies, programs, activities or actions that will give effect toStrategic Directionsand theUniversity wide strategies 10. Strategic Planning Framework
- The three levels are integrated with:
- the performance management and development scheme
- the Quality Improvement System (QIS)
11. Integrating with the budget cycle We aim to develop a close relationship betweenStrategic Directionsand the Universitys budget and between the operational plan and budget of each cost centre so that our budget priorities reflect our planning priorities. 12. Integrating with the Performance Management & Development Scheme We aim to relate personal goals and objectives to the Universitys goals and objectives - through operational plans and University wide strategies toStrategic Directions 13. Integrating with the Quality Improvement System The Quality Improvement System identifies strengths and opportunities for improvement which are addressed through operational planning 14. The Strategic Planning Cycle
- Major review Jan - - - Aug; Minor review Mar - - - Aug
- University Wide Strategies
- Cost Centre Operational Plans
15. Elements of Plans
- Key performance indicators
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 Australias Northern Territory. 17. Values
- Attempt to capture the principles which inform all the Universitys activities:
- Fairness, openness, honesty and trust
- Freedom of enquiry and expression
- Equal opportunity, affirmative action and access
18. Strategic Themes
- Seek to position the University:
- Innovative and flexible delivery
- Integration of higher education and TAFE
- Presents a desirable future:
- The University in the future - a vision of continuing achievement
20. Key Result Areas
- Focus our activities on the areas in which achievement of desired outcomes is crucial:
- Community and Industry Service
21. Key Result Areas (cont)
- leadership and management
22. Key Result Areas (cont)
- All key result areas include:
23. Key Performance Indicators
- Quantitative or qualitative
- Comparable - for benchmarking
24. Putting the Plan together
- Addressing the key result areas
- Identifying key performance indicators
25. Using the template 26. 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?
- Progress: where is the action now?
27. Establishing objectives
- Pursuing the strategic themes
28. 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?
29. Using the Plan
31. Presentation of progress
32. Trying it out
- What are the roles and functions of the cost centre?
- SWOT - strengths, weaknesses, opportunities, threats
- What will your team do to fulfil that role, advancing each key result area?
- Pursuing the strategic themes
34. 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 andmay relate to individual strategies or actions
- Six to eight KPIs should be sufficient
- 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?
- Which activities will, over the next twelve months or so, further the teams strategies?
- Responsibility and Timeframe: Who is responsible and by when?
- What provision needs to be made in the budget to support these actions?
- Where is the teams action now?
- Can you report any success to date for each of the strategies or actions?
- 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).
- Does the operational plan cover all responsibilities and activities of your cost centre?
- Does it addressStrategic Directionsand the University wide strategies?