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Strategic and Operational Planning What is a strategic plan?

May 17, 2015




  • 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
  • strategic planning?

4. 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

5. The Strategic Planning Framework

  • The Universitys Strategic Plan has three levels:
  • 1. Strategic Directions
  • 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

  • Indigenous Education
  • Capital Management
  • Equity
  • Financial Management
  • Higher Education
  • Information and Flexible Learning
  • International
  • Marketing
  • Public Relations
  • Research
  • Staffing
  • 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 budget cycle
  • 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

  • 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

15. Elements of Plans

  • Strategic Directions
  • Mission
  • Values
  • Strategic Themes
  • All levels
  • Vision
  • Key result areas
  • 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
  • Respect for all
  • Freedom of enquiry and expression
  • Continuous improvement
  • Innovation
  • Equal opportunity, affirmative action and access

18. Strategic Themes

  • Seek to position the University:
  • Innovative and flexible delivery
  • Integration of higher education and TAFE
  • Distinctive niches
  • Equity and access

19. Vision

  • 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:
  • Education and Training
  • Research
  • Community and Industry Service
  • Management

21. Key Result Areas (cont)

  • Management includes:
  • leadership and management
  • staff
  • financial resources
  • infrastructure
  • quality
  • image and marketing

22. Key Result Areas (cont)

  • All key result areas include:
  • international
  • equity and access
  • quality

23. Key Performance Indicators

  • Meaningful
  • Measurable
  • Quantitative or qualitative
  • Routinely collected
  • Comparable - for benchmarking
  • Useful

24. Putting the Plan together

  • Using the template
  • Addressing the key result areas
  • Establishing objectives
  • 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?
  • Who is responsible?
  • Progress: where is the action now?

27. Establishing objectives

  • Pursuing the strategic themes
  • Expressing the values
  • Implementing the vision
  • Core business
  • Immediate issues

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

  • A living, useful tool
  • Review
  • Reporting

30. Reporting

  • Annual Report
  • Newsletters
  • Webpages
  • Noticeboards
  • Meetings

31. Presentation of progress

  • Graphical techniques
  • Data analysis
  • Natural variation
  • Danger of targets

32. Trying it out

  • What are the roles and functions of the cost centre?
  • SWOT - strengths, weaknesses, opportunities, threats
  • Client feedback
  • Immediate priorities
  • Vision

33. 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

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

35. 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?

36. Actions

  • 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?

37. Progress

  • Where is the teams action now?
  • Can you report any success to date for each of the strategies or actions?

38. 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).

39. Check

  • Does the operational plan cover all responsibilities and activities of your cost centre?
  • Does it addressStrategic Directionsand the University wide strategies?