Achieving Your Vision Through Integrated Planning Transforming “Powerful Ideas” into Powerful...
Transcript of Achieving Your Vision Through Integrated Planning Transforming “Powerful Ideas” into Powerful...
Achieving Your Vision Through Integrated Planning
Transforming “Powerful Ideas” into Powerful Results
June 15, 2004
Presented by:
Philip StackDirector, Resource Planning
University of Alberta
Presentation Outline
Overview of Framework
Issues Impacting UofA
Questions
Why Integrated Planning
Reaping the Benefits
What’s NextLessonsLearned
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Planning and Budgeting of Old
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What We Heard
• President’s PanelVisionStrategic planningCreating changeCultureCommunicationsPerformance measurementFocus on studentsPolicy vacummThe ability to convince others
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What We Heard
• Emerging Trends in Institutional Analysis– Importance of institutional measurement– Linking assessment to accountability– Developing measures that reflect your culture– Need both lead and lag indicators– Clearly connected to organizational goals and
strategies
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Why is Integrated Planning Important?Faculty Recruitment
and RetentionReduced Base Operating Funding
Capital Expansion
Enrolment Increases
Research Funding Growth
Resistance to Large Tuition Increases
Changing Expectations of students, government, donors, public and granting agencies
North CampusNorth CampusProjects UnderwayProjects Underway
HRIF WEST
HRIF
HRIF PARKADE
ZEIDLERCENTRE
EAST
Bldg
Newton Research
HRIF WEST HRIF EAST
Health Research Innovation Facility (HRIF) West
Health Research Innovation Facility (HRIF) East and Zeidler Centre
Centennial Centre for Interdisciplinary Science (CCIS)
National Institute for Nanotechnology (NINT)
NINT BLDG
NREF BLDG
ETLC FOOD COURT
Natural Resource Engineering Facility (NREF)
STORAGE
TANKTHERMAL
New Thermal Storage Tank
ABACUS (Heart and Stroke Centre)—Capital Health
EASTCAMPUSVILLAGE
East Campus Village Phase I
Health Sciences Ambulatory Learning Centre (HSALC)
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Planning & Budget ImplicationsPlanning
• Link to Institutional Priorities & Capital Priorities
Budgeting
• Financing
• Cash Flows
• Indirect/Lights on Costs
• Deferred Maintenance
• Government Relations
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Integrated Planning as an Essential Tool
“To successfully manage the transformation of higher education and guide its future, institutions must view comprehensive and integrated planning as an essential tool”
Source: Doing Academic Planning – Effective Tools for Decision Making. D. Anketell & T. Anderes
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Integrated Planning Defined
Integrated planning is the process whereby all PLANNING and BUDGETING activities throughout EVERY level of the organization are effectively linked and coordinated and DRIVEN BY the institution’s VISION, MISSION AND ACADEMIC PRIORITIES.
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Why an Integrated Planning Processat the UofA
1. To build on and improve existing planning activities within a common four-year planning framework
2. To ensure integration of institutional academic priorities and goals with Faculty/Unit academic priorities
3. To become more strategic in decision making and resource allocations
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Why An Integrated Planning Process
4. To respond more rapidly to emerging strategic opportunities and challenges
5. To demonstrate to the University community, government, public and other funding agencies, the University’s commitment to accountability and continuous improvement
6. To assist the University in achieving its vision of being indisputably recognized
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Who Are the Players?
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Where Did We Start?
• May 1, 2000 – Established the Office of Resource Planning
• Restructured Executive Decision Making Committee and Budget Committee
• Timeline of two years to develop, approve and implement integrated planning framework – full implementation April 1, 2002
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University of Alberta’s Integrated Planning Framework
• 4-year plan developed at the institutional level supported by 4-year plans developed at Faculty and unit levels all within an overall integrated planning framework
• Utilizes a top down and bottom up planning process• Incorporates elements of both strategic planning and business
planning• Integrates aspects of a fixed term plan and rolling plan• Includes annual budgets and three-year forecasts• Annual updates and reporting of performance measures
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University of Alberta’sInstitutional Planning Documents
• Vision, Mission
• Opportunities, Challenges, Risks
• Goals, Key Strategic Initiatives, Performance Measures
• Budget Overview2002-2006 Strategic Business Plan: Update 2004
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University of Alberta’sInstitutional Planning Documents
• Major Capital Priorities
• Deferred Maintenance
• Functional Renewal
• Capital Budget
2003-2007 Capital Plan: Update 2004
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University of Alberta’sInstitutional Planning Documents
• Budget Status• Budget Context and Risks• Budget Priorities• Budget Tables
– Consolidated – Operating– Capital– Ancillaries
2004-05 Budget
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Four-Year Strategic Business Plan Template
Five Key Sections
1. Introduction and Assumptions Overview of vision, mission, values and core
activities Key assumptions in developing the plan
2. Forces and Sources of Change Overview of the environmental scan Outline of unit changes – emerging trends, existing
threats, present opportunities
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3. Key Strategic Initiatives, Objectives, Strategies and Performance Measures Strategic initiatives must link to the University’s vision,
mission and institutional strategic initiatives Maximum of two to three strategic initiatives per core mission
activity Detailed objectives and strategies for each strategic initiative One or two performance measures linked to each of the stated
initiatives
Four-YearStrategic Business Plan (con’t)
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Four-YearStrategic Business Plan (con’t)
4. Resource Plan Resources, new (operating, research, special
purpose, capital) or re-allocated required for each stated strategic initiative
5. Annual Budget and Three-Year Forecasts Fully consolidated
Key Strategic Initiatives, Objectives, Strategies, Performance Measures, & Targets
STRATEGIC INITIATIVE 1: insert initiative
Objectives
Strategies University Initiatives
Key Strategic Initiative Performance Measure
Target
1. State objective 1
State the strategies linked to each objective
Reference the number each of the University’s initiatives supported by name
State the specific performance measure that you have selected for your stated initiative (Note: this measure(s)refer(s) to the key strategic initiative)
State the specific target that you have set
2. State objective 2
3. State objective 3
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Performance Measures
• Developed for each key strategic initiative• Institutional measures required by Alberta Learning:
– Enrolment– Student satisfaction– Student post-graduation employment– Administrative effectiveness
• Faculties required to report on first three measures• Balance of measures to be developed by each Faculty• Focus on Process improvement and accountability
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University Planning Flow ChartYear 3 of 4 Year Plan
Full Integration
Institutional Plan
Fund Development
Faculty
Capital Plan
Long Range Development Academic
Unit
Research
Institutional Budget
Faculty and Administrative Unit Four-Year Strategic Business Plan Approval Process
V P A ca d e m icF o u r-Y ea r P lan
V P E xte rn a lF o u r-Y ea r P lan
V P F & AF o u r-Y ea r P lan
V P R ese a rchF o u r-Y ea r P lan
E a ch o f1 6 F acu lt ies
V P F & OF o u r-Y ea r P lan
A n c illa ry U n itsF o u r-yea r P la ns
F o u r Y e arC a p ita l P lan
E xe cu tive P lan n ing C o m m itteeProvost & 4 Vice-Presidents, Supported by SIG & IPG
Each Portfolio, Faculty and designated Administrative Unit is given 1 hour to present and argue the benefits of their plan. Presentations every two weeks from Sept to Dec
Institutional 4-Year Strategic Business Plan Approval Process
PortfolioFour-Year P lans
FacultyFour-Year P lans
Ancillary UnitFour-Year P lans
Institutional Four-Year S trategic Business P lanInstitutional Budget & 3-Year Forecasts
Four-Year Capita l P lan
Executive P lanning Com m ittee
Academic P lanning Com m ittee
Board Finance and Property Com m ittee
Board of Governors Approval ProcessStep 4 Board
Step 3 BFPC
Step 2 APC
Step 1 EPC
Documents Submitted For Formal Governance Approval
Supporting Documents
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Hall Marks of the University’s Integrated Planning Process
• Open and transparent• Institution-wide• Integrated with fully consolidated budgets• Strategically focused• Strategic resource allocation/reallocation• Accountability through performance measures
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Challenges in Getting There
• Resources required to support the model
• Change management
• Shift in culture
• Would this process make a difference?
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Success Factors
• Senior executive champion• Transparent and effective decision making framework• Effective and continuous communication• Willingness to listen but making final decisions• Money to support new strategic initiatives• Focus on accountability for progress• Internal support to assist in plan development• Partnership with government• Formal University endorsement of planning framework
Has It Made a Difference?
Integrated Plan
Resource Allocations
Defend Strategic Decisions
Government/ Stakeholder Relations
Enhanced Accountability
Board Relations
Strategic Focus
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What We Learned?
• Status quo not an option• Framework needed to make a difference• Framework must reflect needs/culture of University• Planning fatigue• Strategic focus versus resource commitment• The transition takes time• Remain committed
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What’s Next?
• Transition to new President• Development of new academic/research plan• Continuous improvement of template• Enhance budget processes and implement Cognos
Enterprise Planning• Continue to improve analytics and reporting though
data warehousing and Cognos
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Today’s Integrated Planning Process
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Questions
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Contact Information
Philip StackDirector, Resource Planning
University of Alberta1-16 University Hall
Edmonton, Alberta T6G 2J9
(780) 492-4976
[email protected]://www.uofaweb.ualberta.ca/vpfinancerp/
J:Records Management/BU09/PresGeneral/2004/CAUBO 2004.ppt