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Strategy

Strategy. What is it?. Having a solid strategy provides overall direction to an organisation and involves specifying the organisation's objectives, developing policies and plans to support achieving these objectives, and then allocating resources to implement the plans.

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Strategy

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  1. Strategy What is it?

  2. Having a solid strategy provides overall direction to an organisation and involves specifying the organisation's objectives, developing policies and plans to support achieving these objectives, and then allocating resources to implement the plans. MISSION- What we want to achieve VALUES- We hold to achieve this OBJECTIVES- How we will achieve it RESOURCES - What we need to achieve it Strategies pull together the mission, values and goals of an organisation. When an organisation is a charity, their strategy should align with their charitable objects (these can be found within our Constitution). Strategic management is not static in nature; the many models often include a feedback loop to monitor execution and to inform the next round of planning. Strategy has to be agile to respond to the external factors and pressures in the organisational environment.

  3. OUR VALUES A: Democracy, Diversity, Integrity, Honesty B: Openness, Integrity, Equality, Universal C: Democracy, Equality, Integrity, Partnership D: Representation, Equality, Integrity, Partnership OUR MISSION To be the ……… and ………. for all ………

  4. OUR OBJECTIVES Listen and Represent Engage and Support Raise Awareness On your tables, think about what sort of activities support these objectives. List as many as you can!

  5. How in line with our strategy are OU Requests? Examples: The OU want our input on a policy they are submitting to a high level governance committee The OU want us to reassure students about an issue which has occurred around tuition The OU need students to sit on a steering group for a new project which will start in the next few months The OU have requested students for a workshop happening next week Are these requests in line with our strategy? Are these requests in line with our Charitable objects (as laid out in the constitution)? Are these requests feasible – what might the barriers be?

  6. Putting it into action… Using the Project planners on your table, think about a project, campaign or event to take place during the next two year term. Use the planner to think about the benefits and risks of the project. Don’t forget to consider what resources you may require to make this successful! Every project must support our mission and be linked to at least one of our charitable objectives as laid out in the strategy. You should also ensure you have thought about our values as an organisation.

  7. How it all fits together… Internal Governance, Remits and Responsibilities

  8. Governance – what does it mean? In the case of a non-profit organisation or business, good governance relates to consistent management, cohesive policies, guidance, processes and decision-rights for a given area of responsibility, and proper oversight and accountability. Within our Governance Structure we have our Trustees, Central Executive Committee and staff team. The Constitution and By-laws describe the roles and responsibilities of these groups as well as the make up of these.

  9. ACTIVITY – Whose role is it anyway? In your tables, match the responsibilities to the correct post. Are any shared? Think about who might be appropriate to deputise should a post become vacant?

  10. ACTIVITY– What happens if… • In your tables, take a look at the scenarios you have been given. Think about: • Who needs to be informed about this • Who might have experience in this area • Who would be the appropriate person/team to respond or take this forward?

  11. Challenges… How we will overcome the challenges in the road ahead…

  12. ACTIVITY– Challenges over the last two terms… • In your groups, think about the scenario you have been given • What issues may arise from this? • What could be a reasonable solution? • Who may need to get involved to help to resolve the issue?

  13. Creating a Terms of Reference Some conflicts can be avoided by fully understanding roles and responsibilities. The By-laws and Constitution govern the responsibilities of the Trustees and Central Executive Committee, but some practice has developed over time and so a Terms of Reference has been proposed to support to understanding of the Central Executive’s scope and limitations.

  14. Wrap up How was it for you?

  15. Learning Styles Questionnaire Finding out how you learn! Answer the Questions to find which learning style best suits you… Activist Pragmatist Reflector Theorist

  16. ACTIVISTS ...tend to thrive on the challenge of new experiences but are bored with implementation and longer term considerations

  17. REFLECTORS …when they act it is part of a wide picture which includes the past as well as the present and others’ observations as well as their own

  18. THEORISTS …assimilate disparate facts into coherent theories, prizing rationality and logic, maximising certainty

  19. PRAGMATISTS …Like to get on with things and act quickly and confidently on ideas that attract them, respond to problems and opportunities ‘as a challenge.’

  20. Any Questions…?

  21. Feedback

  22. INDUCTION 7-9 September 2018 – Central Executive Committee Induction Training for Trustees will be taking place between now and November 2018.

  23. THANK YOU!

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