Achieving Your Vision Through Integrated Planning Transforming Powerful Ideas into Powerful Results

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Achieving Your Vision Through Integrated
Planning Transforming Powerful Ideas into
Powerful Results

• June 15, 2004
• Presented by
• Philip Stack
• Director, Resource Planning
• University of Alberta

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Presentation Outline
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Planning and Budgeting of Old
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What We Heard

• Presidents Panel
• Vision
• Strategic planning
• Creating change
• Culture
• Communications
• Performance measurement
• Focus on students
• Policy vacumm
• The 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?
Post-Secondary Environment
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North Campus Projects Underway
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Planning Budget Implications

• Planning
• 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
  institutions 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 Universitys 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 Albertas 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 AlbertasInstitutional Planning
Documents

• Vision, Mission
• Opportunities, Challenges, Risks
• Goals, Key Strategic Initiatives, Performance
  Measures
• Budget Overview

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University of AlbertasInstitutional Planning
Documents

• Major Capital Priorities
• Deferred Maintenance
• Functional Renewal
• Capital Budget

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University of AlbertasInstitutional Planning
Documents

• Budget Status
• Budget Context and Risks
• Budget Priorities
• Budget Tables
• Consolidated
• Operating
• Capital
• Ancillaries

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Four-Year Strategic Business Plan TemplateFive
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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Four-YearStrategic Business Plan (cont)

• 3. Key Strategic Initiatives, Objectives,
  Strategies and Performance Measures
• Strategic initiatives must link to the
  Universitys 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

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Four-YearStrategic Business Plan (cont)

• 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

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Key Strategic Initiatives, Objectives,
Strategies, Performance Measures, Targets
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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
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Resources/Budget
Resources/Budget
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Faculty and Administrative Unit Four-Year
Strategic Business Plan Approval Process
Provost 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
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Institutional 4-Year Strategic Business Plan
Approval Process

• Approval Process
• Step 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 Universitys 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

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Has It Made a Difference?
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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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Whats 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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Todays Integrated Planning Process
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Questions
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Contact Information

• Philip Stack
• Director, Resource Planning
• University of Alberta
• 1-16 University Hall
• Edmonton, Alberta T6G 2J9
• [phone]
• Philip.Stack_at_ualberta.ca
• http//www.uofaweb.ualberta.ca/vpfinancerp/

JRecords Management/BU09/PresGeneral/2004/CAUBO
2004.ppt