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Strategic Planning

Strategic Planning. Ontario University Collaborative December 2013. Objectives. Understand the value of having a plan Create/draft a strategic plan. Establishing A Strategic Plan.

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Strategic Planning

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  1. Strategic Planning Ontario University Collaborative December 2013

  2. Objectives • Understand the value of having a plan • Create/draft a strategic plan

  3. Establishing A Strategic Plan • There are three main categories of risks that clients must acknowledge before attempting to sustain a best-value environment • These areas include: • Performance risk (vendor fails to perform) • Political risk (resistance from internal/external parties) • Program risk (activities that jeopardize sustainability) • To mitigate these risks, the following should be performed: • Performance risk (implement the PIPS process without deviations) • Political risk (create and follow a strategic plan) • Program risk (create and follow a strategic plan)

  4. Mitigating Risk Performance Risk • Vendors may not know how to accept accountability • Vendors may not know how to perform in best-value environment • Agency does not implement correctly or makes changes to the process Political Risk • Program is not legal • Process is wasting money • Process is not being fair or process only picks favorite contractors • Process is not open and it limits competition • Non-performing vendors who don’t like the program • Internal personnel that do not want to change Program Risk • Agency loses discipline once program has been successful • Agency expands the program too rapidly (speed is our enemy) • Agency does not buy into the basic concepts and theory

  5. The Strategic Plan • A strategic plan is essential to the long-term success of a best-value program • The strategic plan must be established before beginning a pilot program and should be documented in writing • By having the strategic plan in writing, all decisions can be minimized by simply following the outline of the plan • The majority of users do not have a strategic plan (as simple as they sound, clients have a difficult time creating and following them)

  6. Contents of the Strategic Plan • Overall Objective of Agency (include how BV ties into this) • Goals of the BV Program • Measurements (that will be used to assess if goals are being met) • Tactical Plan (detailed plan, schedule, actions to be performed) Sound Simple???

  7. SAP Financial Systems PACMAN Key Personnel SRP Accounting Department SRP Reporting Department Individual Records/Accounts Project Info Cost Info Previous Reports Individuals’ Records ANALYSIS OF CURRENT SYSTEM: (2 Months)– To obtain data on 10 projects (3 Weeks) – To compile data (6 Hours) – To generate useful information (3 People) – Required to obtain data Performance Data

  8. What is a Strategic Plan? • Roadmap • Where you’re going • How you plan to get there • How you will know you have arrived • How to help the next group reach their destination

  9. Value • Helps the team align on the plan • Creates a living document for everyone to reference • Helps everyone to know if they are on track • Communicates where you want to be after a specific period of time and how someone can contribute • Especially helpful when project has a short duration and expects quick deliverables • Can be read by anyone (even if not affiliated with the project) and know what is going on at any point

  10. Where to begin? Begin at the end! • What do you want to have achieved? • What will make you feel successful? • What will make you feel as if you spent your time wisely? • What does success look like? • How can you measure it?

  11. Think about Independently, brainstorm by writing: • Your personal goal • Your group’s goal • Your organization’s goal Ask yourself: • Do they have anything in common? • If so, what? Organization Department Team You

  12. Activity • What are your organization’s goal(s)? How is what you’re doing different from what you have done in the past? • At the end, how will you be able to tell people or prove to them that you have achieved this goal? • What does success look like? How can you tell you have arrived?

  13. Example • Becoming more efficient • Starting your own company • Living a healthier lifestyle Vision: To live a healthier lifestyle

  14. How will you get there? • Schedule • Milestones • Deliverables • Education • Regular Meetings

  15. Recommendations 1-3 Pages (more concise, easier to reference) • Overview • Bullet Points • Year-by-year • Measurements of success (year-by-year) • Tactical Plan (separate by phases) • Education Plan • Stakeholders • Communication Plan • Benchmarks • Expansion Plan (internal and external)

  16. Summary • Definitions of strategic planning vary – roadmap • Greatest risks are political and program • Need to have a good idea of plan before beginning • It’s the key to alignment • Don’t forget your baseline • Think about the various levels (individual / group / organization / consortium level) • Discussion continues tomorrow (more detail/tactical)

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