Strategic and Operational Planning

What is a strategic plan?

Why do we put so much effort into strategic planning?

How do we plan strategically?

Strategic and Operational Planning

What is a strategic plan?

Strategic and Operational Planning

Why do we put so much effort into

strategic planning?

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

The Strategic Planning Framework

The University’s Strategic Plan has three levels:

1. Strategic Directions

2. University Wide Strategies

3. Cost Centre Operational Plans

Strategic Directions

Provides the basis for all other planning. It is intended to convey to stakeholders the thrust and nature

of the University

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.

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

Cost Centre Operational Plans

Focus on strategies, programs, activities or actions that will give

effect to Strategic Directions and the University wide strategies

Strategic Planning Framework

The three levels are integrated with:

the budget cycle the performance management and

development scheme the Quality Improvement System (QIS)

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.

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

Integrating with the Quality Improvement System

The Quality Improvement System identifies strengths and

opportunities for improvement which are addressed through

operational planning

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

Elements of Plans

Strategic Directions Mission Values Strategic Themes

All levels Vision Key result areas Key performance

indicators

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.

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

Strategic Themes

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

Vision

Presents a desirable future:

The University in the future - a vision of continuing achievement

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

Key Result Areas (cont)

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

Key Result Areas (cont)

All key result areas include: international equity and access quality

Key Performance Indicators

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

Putting the Plan together

Using the template Addressing the key result areas Establishing objectives Identifying key performance indicators

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

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?

Establishing objectives

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

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?

Using the Plan

A living, useful tool Review Reporting

Reporting

Annual Report Newsletters Webpages Noticeboards Meetings

Presentation of progress

Graphical techniques Data analysis Natural variation Danger of targets

Trying it out

What are the roles and functions of the cost centre?

SWOT - strengths, weaknesses, opportunities, threats

Client feedback Immediate priorities Vision

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

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

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?

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?

Progress

Where is the team’s action now?

Can you report any success to date for each of the strategies or actions?

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).

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?

Implementation & Review

How will you ensure that the operational plan is implemented,

monitored and reviewed regularly?