1. UC Berkeley – YOUR UNIT NAME - One Page Strategic Plan
Instructions:
The one page strategic plan is intended to fit on ONE page. Limiting your team to one page will help you create clarity and alignment about your highest priorities.
Strategies:
Strategies typically stride multiple fiscal years.
Strategies are what statements that represent your vision.
It isn’t necessary to populate 5 strategies. Use strategies that make sense to your unit.
Strategies are action statements – lead with a verb.
All units should include a strategy that supports philanthropy and revenue generation.
Plans: ‘
Bold plans that result in NEW revenue for discussion with your dean, VC, the Provost, and the Chancellor.
When plans result in NEW revenue, state the new incremental revenue in the first position within the parenthesis.
Plans support strategies and are statements of how you will fulfill the strategy.
It isn’t necessary to populate 5 plans. Use plans that make sense to your unit.
The last field within the parenthesis is the final date of expected completion.
The owner will next be stated – this person will be accountable for the plan. Try to use a single owner whenever possible.
Goals:
Goals do not have to be completed within the fiscal year – many plans span multiple fiscal years.
Goals define when plans will be completed – they are expressed as the percentage of progress you will make throughout the year.
Progress against the goals will be reviewed with your dean, VC, the Provost, or the Chancellor.
UC Berkeley – YOUR UNIT NAME - One Page Strategic Plan FY
GOALS:
FY19-20
Target Complete (in %)
STRATEGIES:
CALENDAR PLANS: (NET ANNUAL REVENUE, Owner, Date)
Strategy 1 definition
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Strategy 1:
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1e. Q1 Q2 Q3 Q4 % % % %
Strategy 2 definition
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Strategy 2:
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Strategy 3:
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Strategy 3 definition
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Strategy 4:
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Strategy 4 definition
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Strategy 5 definition
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Strategy 5:
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2. UC Berkeley – Office of VC Finance - One Page Strategic PlanFY
GOALS:
FY19-20
Target Complete (in %)
STRATEGIES:
CALENDAR PLANS: (NET ANNUAL REVENUE, Owner, Date) Q1 Q2 Q3 Q4
Financial Reform:
1a. Finance Reform
1b. Centralized treasury
1c. Central budget
Implement financial reform that incentivizes revenue generation, equitably distributes central resources, and fairly taxes units for common goods.
1a. Implement Finance Reform to align incentives, simplify the budgeting process, and rationalize common good taxation (Bain, 6/19)
1b. Create a strategic framework for a centralized treasury and internal bank function (Quennarouch, 2/19)
1c. Develop central budget management reporting inclusive of commitments (Remick, 3/19) --
50%
75%
25%
100%
50%
100%
75%
100%
Philanthropy/Rev Gen:
2a. ICR
2b. T&E
2c. Research E2E
2d. P-Card
2e. Rev Gen modeling
Support philanthropic and revenue generation efforts that support core operations.
2a. Finalize ICR negotiations ($1M, Milano, 6/19)
2b. Reconcile, standardize, and simplify Travel & Entertainment (T&E) policies and practices (Sturm, 6/19)
2c. Participate in research services end-to-end business process improvements (Alvisatos/Rae/Regalia, 6/19)
2d. Implement P-Card administration program ($350K, Parnas, 6/19)
2e. Support academic revenue generation modelling and review processes (Bowen, 12/18)
100%
25%
75%
100%
50%
40%
100%
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00%
100%
75%
SAMPLE
Simplify Processes:
3a. Budget tools
3b. Budget process
3c. CBR
3d. UCPath
Simplify processes, policies, and internal controls for campus partner satisfaction, greater efficiency, and compliance.
3a. Implement departmental budget management tools (Bain, 6/19)
3b. Simplify budget process and planning tools (Bain, 6/19)
3c. Develop Composite Benefit Rate proposal and support system-wide roll-out (Milano, 4/19)
3d. Implement UCPath (Rae/Nevels/Huston/Regalia/Archer/Mackness, 6/19)
50% --
75% %
25%
75%
25%
100%
50%
25%
Decision Making:
4a. CFM
4b. TAS modeling
4c. BIBS/PRT
4d. Cal Answers Financials
4e. Capital Fin Plan
4f. Enrollment modeling
Leverage data for strategic decision making and institutionalize financial, academic, and human resource data sets for strategic decision making.
4a. Implement campus financial model enhancements (Quennarouch, 6/19)
4b. Enhance TAS allocation model (Bain, 9/18)
4c. Retire Berkeley Integrated Budget & Staffing System (Bowen, 6/19)
4d. Implement Cal Answers Financials (Sexton, 6/19)
4e. Design and develop Capital Financing Plan (Quennarouch, 3/18)
4f. Design and implement enrollment model (Machamer/Quennarouch/Sloane, 6/19)
50%
75%
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40%
75%
100%
25%
60%
100%
50%
100%
75%
Service Model:
5a. Reporting
5b. Governance
5c. Communications
Build a service oriented model of campus engagement - Engage campus partners through adoption, acceptance and satisfaction of applications, processes, and tools.
5a. Enhance quarterly financial reporting (Hallett, 9/18)
5b. Develop and implement finance and accounting governance structure (Bednarz, 6/19)
5c. Develop financial communication tools for external audiences (Treadway/Rae, 9/19)
50% --
25%
75%
25%
50%
100%
25%
75%
100%
50%