Strategic Planning projects delivered by Kerry Feldman
Development of Strategic Plans as an early step in Business Planning
Clients have included small businesses and employer organisations as well as divisions, branches and units of large public sector organisations. All cases included a Strategic Planning workshop attended by key stakeholders. The quanitity of preparation for the workshop varied with client requirements and business complexity. At times it included interviews with critical stakeholders, collection and analysis of information provided and/or any other activity to ensure that all relevant issues were considered by the workshop. Workshop outputs were then developed into the Strategic Plan. In many cases Kerry then coached managers through the more complex process of developing their business plans.
HRM Strategic Planning
The client required a Human Resources Management Strategy to ensure that direction and support given by the HRM function was aligned with achievement of the Corporate Plan. Work included identification of outcomes required of HRM policies and systems to align them with the organisation’s strategic goals followed by a review of actual outcomes that were currently being achieved. Strategies for attracting and retaining critical staff, learning and development, motivating staff, developing performance and leading values were then developed to bring them into alignment.
Strategic / Business Planning and Reporting Framework to enable delivery of Core Business Programs by divisions across an organisation
The client organisation had in place three Core Business strategic plans, eight business support strategic plans, seven divisional business plans and an organisational scorecard. Guidelines were required to integrate these into a consistent framework for both implementing the Corporate Plan and to ensure ongoing success of their Core Business Programs.
Work included design of a Planning and Performance Reporting system that integrated all the plans and Scorecard and clarified the contribution each made to the achievement of the Corporate Plan and ongoing program delivery. It did this by recognising program management divisions as customers of service delivery divisions. As a result the focus of Service Delivery business plans and indicators became an explanation of how their services contributed to program delivery. The guidelines explained the purpose, process and minimum content required in all plans. Work also included advising on planning processes and training staff in implementation of the guidelines.
Other benefits of the guidelines were that functional strategic plans (including the HRM Strategic Plan) provided much clearer direction for implementation of their strategies and policies within directorates, content required in business plans recognised the different roles of directorates as either program managers, internal or external service providers and inclusion of formal processes for interaction between strategic and business planners during development of plans ensured plans were achievable.
Strategic/Business Planning Framework
The client recognised a need to improve customer focus. Its structure included fifty service delivery branches spread across a huge geographical area. More than eighty per cent of these services were directly delivered by branch staff with the remainder delivered by a centrally based Professional Services Branch. Work included a Customer Satisfaction Survey, a review of processes used to procure professional services and the development of a Strategic/Business Planning Framework that recognised the local service delivery branches as customers of the Professional Services Branch.
Strategic, Program and Project Planning Framework
Facilitation of joint management processes of a function by two organisations. Work included: establishing a Planning and Performance Reporting Cycle for enabling effective and accountable joint management across the two agencies and progressing implementation of the cycle until it could be taken over by agency staff. The cycle included plans and performance measures at the strategic, program and project levels. Program teams included research scientists, strategic policy experts, operational managers and public education specialists from both agencies and allocated project funding in the vicinity of 5M.
As the two organisations at times had conflicting priorities, a change program was also necessary. This was delivered by highly participative planning and evaluation workshops and a communication strategy which which identified change issues by surveying affected staff and addressed these issues by a paper and intranet newsletter, an anonomous email hotline and training managers in leadership behaviours.