Elements and Performance Criteria
- Initiate the strategic planning process.
- Owners and senior staff are extensively consulted to determine the parameters that will be used for the planning process, including timeframes and budget.
- Current strategic planning documents are analysed to determine a methodology that is in keeping with the organisation’s needs and past practice.
- Stakeholders who will contribute to the plan’s development are identified.
- Planning methodology is developed and a project plan, including resource allocation, is documented.
- Conduct an environmental and organisational scan.
- Extensive research is conducted of local and international best practice and trends in the organisation’s field of operation.
- Demographic and trend data is identified, collected and analysed to provide profiling information about the organisation’s market.
- Industry intelligence relating to competitors is collected and analysed.
- Key strengths, weaknesses, opportunities and threats (SWOT) to the organisation are identified.
- Major risk factors are identified that could constrain the achievement of organisational goals in the short, medium and long term.
- Stakeholders are consulted to identify issues and expectations affecting the organisation’s operations.
- Lead the establishment of organisational key directions and goals.
- Processes to engage staff and stakeholders in establishing the major goals of the organisation are developed and implemented during the predetermined planning period.
- Leadership is provided to establish the vision, mission and key goals of the organisation for the planning period.
- Leadership to establish the organisation’s key result areas for the period of the plan is provided.
- Lead the development of the plan’s key activities and performance indicators.
- Processes and delegations are put in place and managed to develop detailed activities to achieve the organisation’s goals.
- Processes and delegations are put in place and managed to develop specific performance indicators to enable the measurement of success.
- Resourcing levels to enable the plan to be enacted are costed and budgeted.
- Strategies are developed and applied to gain staff and stakeholder commitment to the process and the plan.
- Sign-off and commitment to finalised strategic plan are obtained from stakeholders and participants.
- Manage the implementation process.
- Development of necessary tactical or operational annual plans is lead and managed across the organisation to facilitate implementation of longer-term strategic plan.
- Prioritising and human, financial and capital resourcing of programs or operational tactics are planned and conducted.
- Changed processes or practices to support implementation are analysed and planned.
- Succession planning and other human resource development strategies are enacted to ensure long-term viability of organisation.
- Strategies to skill the workforce in order to enact the plan are put in place.
- Communication processes are put in place to inform and support staff and stakeholders during required change and implementation process.
- Manage the evaluation process.
- Processes to monitor performance against agreed benchmarks and performance indicators are put in place and enacted.
- Outcomes of the strategic and operational plans are monitored in line with agreed processes.
- Review or refinement of activities is undertaken in light of changing conditions to ensure the attainment of the strategic plan’s goals.