1. Empowering Staff Through Institute Planning (ESTIP) Functional area managers workshop Institute Name: XXXXXX Presenter: XXXXXX Date: XXXXXX

2. © institutes of technology ireland 2009 Welcome, introductions and objectives  The purpose of this programme is to develop the knowledge and confidence of functional area managers to carry out all aspects of (integrated) planning, with the effective support and involvement of their staff.

3. © institutes of technology ireland 2009 Day 1: Programme outline  9.15 - 9.45 - Introduction  10.00-11.00 - Planning Exercise  11.00-12.00 - Self- Assessment  13.00-14.00 - Plan Development  14.00-15.00 - Plan change & review  15.15-16.15 - Plan integration

4. © institutes of technology ireland 2009 Day 2: Programme outline  9.15- 9.45 - Introduction / exercise  10.00-11.00 - Developing functional plans  11.00-11.30 - Sub group workshops  11.30-12.30 - Plan delivery, monitoring and review  13.30-14.30 - Empowering & engaging staff  14.30-16.15 - Facilitated group planning session  16.15-16.45 - Summary, discussion, evaluation

5. © institutes of technology ireland 2009 ESTIP background  Strategic Innovation Fund (SIF) ‏  IOTI & DIT established project –‘Empowering staff locally, by linking team & individual development plans to focused, supported & transparent strategic plans’  The aim was to review current & strategic planning processes in IOT Sector ESTIP  ESTIP: E mpowering S taff T hrough I nstitute P lanning

6. © institutes of technology ireland 2009 Components studied 1. Pre planning 2. Environmental scanning 3. Current state analysis 4. Stakeholder consultation 5. Strategic plan development 6. Operating plan development 7. Preparation of team & personal performance & development plans 8. Plan update & review processes 9. Feedback & communication processes

7. © institutes of technology ireland 2009 ESTIP framework: purpose  …to provide a comprehensive guide for all Institute staff & other interested stakeholders on options available for carryout strategic planning.  Making use of the approaches set out in the framework will greatly help to empower staff, through integrating the planning processes with PMDS & other processes routinely carried out in the Institutes

8. © institutes of technology ireland 2009 Stage 2: Reference manual & handbook  ESTIP Reference manual –Comprehensive manual covering the phases of the strategic planning process –Based on best practice in IOT Sector & International research –Available in printed or online version –Meant to be used as a toolbox to provide ‘pick & choose’ options  Handbook –Meant as a quick reference point

9. © institutes of technology ireland 2009 IOT ESTIP Model

10. © institutes of technology ireland 2009 Planning Exercise

11. © institutes of technology ireland 2009 Organisational planning self-assessment  Objective –To enable managers to identify organisational strengths and areas for improvement in the planning context –To identify any specific areas for improvement in cross functional plan integration –To enable managers to identify their own priorities in improving planning effectiveness

12. PLANNED DEVELOPMENT

13. © institutes of technology ireland 2009 Module objective  To review the basics of how plans are constructed and explore their (FAM) functional roles in the processes eg: Provide information Set boundaries Assist Warn Challenge

14. © institutes of technology ireland 2009 Plan development  Case study review  Overview of tools and techniques  Developing a 360 degree view of planning and integration  Planning for change

15. © institutes of technology ireland 2009 Phase 1: Pre planning  Main areas to be considered by the management team for strategic planning 1.1 Executive considerations  Change their current SP/OP processes or keep their current approach 1.2 Steering groups  The appointment of SP steering group & related sub-groups 1.3 Wider considerations  Integration  Staffing considerations

16. © institutes of technology ireland 2009 Phase 2: Data collection  4 step process to data collection 2. 1 Understand the operating environment in the 2-5 years ahead 2.2 Understand the current & future capacity of the Institute to achieve its strategic & operational objectives 2.3 Identify & prioritise the Institute’s stakeholders 2.4 Consult with all staff on all aspects of plan development & delivery

17. © institutes of technology ireland 2009 Phase 3: Plan development  Draft plan preparation  Processes used: 3.1 Develop themes  Review the vision, mission & values  Review of performance against previous plan  Develop strategic themes 3.2 Operational planning  High level strategic goals developed for each theme.  Used to develop annual op. plans (incl. TDP objectives) ‏ 3.3 Plan collation  Pull all the strands together to produce the final plan 3.4 Strategic plan publication  Formal launch with various publication formats

18. PLAN CHANGE AND REVIEW

19. © institutes of technology ireland 2009 Module objective  To gain an understanding of the various cross functional roles in the ongoing plan change and review process.

20. © institutes of technology ireland 2009 Plan change and review  Case study review – key processes  Overview of approaches, tools and techniques  Identify relevant 'best practice'

21. PLAN INTEGRATION - PMDS

22. © institutes of technology ireland 2009 Module objective  To gain an understanding of the importance of integrating all aspects of the planning process Strategic, academic, operational, PMDS To assist the group in identifying areas for improvement and possible strategies to address them

23. © institutes of technology ireland 2009 Plan integration - PMDS  Review, evaluate and critique case study – identify key issues  Review 'best practice approach to plan integration and relate to self assessment  Identify possible improvement areas and recommended approach (processes, communications, skill requirements) ‏

24. © institutes of technology ireland 2009 Phase 4: Manage & implement Plans  Continually monitor performance and plan delivery 4.1 Strategic plan  Ensure continued validity of the strategic plan  Environmental scanning proposes the use of a ‘standing committees’ to monitor & make recommendations  Strategic plan review every 6 months. Changes can be reflected in next round of operational plans  4.2 Operational plans  Reviewed & Updated annually but should be reviewed at least once during the academic or fiscal year  4.3 PMDS  TDPs and DPPs should be reviewed in line with departmental operational plans

25. © institutes of technology ireland 2009 Day 2: Programme outline  9.15- 9.45 - Introduction / exercise  10.00-11.00 - Developing functional plans  11.00-11.30 - Sub group workshops  11.30-12.30 - Plan delivery, monitoring and review  13.30-14.30 - Empowering & engaging staff  14.30-16.15 - Facilitated group planning session  16.15–16.45 - Summary, discussion, evaluation

26. DEVELOPING FUNCTIONAL PLANS

27. © institutes of technology ireland 2009 Module objective  To gain an understanding of the inter-relationship between the functional planning process and the academic planning process  To review the necessary processes at the individual function level

28. © institutes of technology ireland 2009 First sub module – case study  Responding to academic and other functional plans  Including own specific agendas, objectives,constraints  Ensuring effective communications  Reviewing and agreeing priorities with academic and other functions  Handling disagreement, negotiations

29. © institutes of technology ireland 2009 Second sub module – workshop  Sub groups identify issues and challenges, areas for improvement, and develop appropriate best practice

30. DELIVERING THE PLANS, MONITORING AND REVIEW

31. © institutes of technology ireland 2009 Module objective  understanding of the need for the monitoring and review of plan delivery and how to optimise their functional role in the various processes.

32. © institutes of technology ireland 2009 Review and improve current situation -  How plans are monitored and reviewed today  Identify different approaches and review effectiveness  Review appropriate ESTIP approach  Identify possible improvement areas and recommended approach (processes, communications, skill requirements) ‏

33. © institutes of technology ireland 2009 Phase 4: Manage & implement plans  Continually monitor performance & plan delivery 4.1 Strategic plan  Ensure continued validity of the strategic plan  Environmental scanning proposes the use of a ‘standing committees’ to monitor & make recommendations  Strategic plan review every 6 months. Changes can be reflected in next round of operational plans 4.2 Operational plans  Reviewed & updated annually but should be reviewed at least once during the academic or fiscal year 4.3 PMDS  TDPs & PDPs should be reviewed in line with departmental operational plans

34. © institutes of technology ireland 2009 Plan integration - PMDS  Review, evaluate and critique case study – identify key issues  Review 'best practice approach to plan integration and relate to self assessment  Identify possible improvement areas and recommended approach (processes, communications, skill requirements) ‏

35. EMPOWERING & ENGAGING STAFF

36. © institutes of technology ireland 2009 Purpose of ESTIP Framework  To provide guidelines for “Empowering staff locally, by linking team and individual development plans to focussed, supported and transparent strategic plans.”  Emphasis is on engaging staff in strategic and operational planning processes  At a time and level appropriate to individual development plans to focussed, supported and transparent strategic plans.”

37. © institutes of technology ireland 2009 Research across IoT sector shows  Poor awareness of strategic plan and its content  Apathy towards the plan  Low awareness of link between staff activities and long term goals in the plan.  Lack of structured operational plans to achieve objectives of plan  Staff aware of plans but limited knowledge of where they came from  Minimal sense of ownership of plans  At outset be aware of these problems and design process to ensure they absent at conclusion

38. © institutes of technology ireland 2009 How planning can be structured to empower staff fully  Close integration with other processes including PMDS  There is a need to plan the planning –Initially agree broad planning approach- this defines how interactions will occur with stakeholders –Then the detailed pre-planning of phases –Phases outline essential activities

39. © institutes of technology ireland 2009 Empowerment through communications  Clear, timely communication to staff helps develop empowerment as much as direct involvement  A detailed communication plan is an essential underpinning of all planning processes- agree in pre-planning phase  Staff need to be kept aware of progress at all phases of the process  Remember staff entitlements under Information and Consultation Legislation

40. © institutes of technology ireland 2009  Clarity and transparency between the inputs made by staff during the planning process and the final plan is important  If aspects of the final plan only come to light in the late stages of the process there needs to be a clear explanation for the new material  Not honouring this principle can result in staff disempowerment and disillusionment and a loss of confidence in the process Importance of transparency and consistency

41. © institutes of technology ireland 2009 Avoid duplication- integrate processes  There are a wide range of Institute wide processes and groups  These need to be taken into account when developing an approach to planning  Integration of activities is important  Evidence shows that where duplication occurs it leads to frustration and disempowerment for staff  Map the processes in pre-planning phase to optimise use of staff time and effort

42. © institutes of technology ireland 2009  Lack of clarity may lead to plan been seen as a glossy PR doc instead of a real plan relevant to staff who must implement it  Clear rationale for the decision on the type of plan should be communicated to all staff as early as possible before leaving the pre-planning phase.  Staff understanding enhances willingness to be involved Clarify type of Strategic Plan needed and level of detail at outset

43. © institutes of technology ireland 2009 Managing staff expectations  Staff have an expectation of being consulted.  Use PMDS as a method whereby staff can indicate their preferred level of involvement in SPL process.  Seek agreement from staff and managers to increase the frequency of informal meetings under PMDS  Make explicit who has responsibility for each phase and sub-phase

44. © institutes of technology ireland 2009 Staff consultation  Encourage staff who want to take part to get involved  Give reassurance that involvement is real and meaningful

45. © institutes of technology ireland 2009 Ways of involving staff  Phase 1 Pre-planning-on preplanning committee or Steering group  Phase 2 Data gathering –As member of general or specialised working group or standing committees carrying out environmental scanning –Current state analysis e.g. functional group self-assessment, SWOT, EFQM –Stakeholder consultation e.g. meetings with employers, schools etc.

46. © institutes of technology ireland 2009 Staff involvement continued  Phase 3 Plan preparation  Developing themes as member of strategic plan steering group or specialised working sub-group etc.  Plan collation – as member of strategic plan steering group and specialised edictorial group

47. © institutes of technology ireland 2009 General staff consultation  Publish the work plans, progress etc of SP committees & groups on intranet (Plan carefully in phase 1). –Make staff aware that this is expected method of interaction for those not wanting active involvement  Consultation by working/theme groups  Consultation with Trade unions  Institute omnibus survey

48. © institutes of technology ireland 2009 Operational planning  The PMDS process aims to provide a way of prioritising a teams activities in line with the Institutes strategic objectives.  Use TDP and PDP processes to involve staff in planning  Finally Plan Publication –Recognise staff involvement; Formal launch; Send copy to all involved

49. © institutes of technology ireland 2009 Group discussion  How were staff involved in this Institute?  Strengths and weaknesses of these methods?  Thoughts on best way moving forward?

50. © institutes of technology ireland 2009 Optional Modules – Planning tools and techniques

51. © institutes of technology ireland 2009 Analytical and Scanning Tools  PEST Analysis  SWOT Analysis  EFQM  Balanced Scorecard  Gap Analysis  Cost analysis  Scenario planning

52. © institutes of technology ireland 2009 Balanced Scorecard  See appendix 4 page 117  Developed in 1990’s  Allows management and staff to focus on a few key strategic objectives  Recognises importance of developing a few key aspects of organisation  Also interrelationship between them

53. © institutes of technology ireland 2009 Exercise: Develop a Balanced Scorecard for this Institute Key Questions?  Financial- how do we measure up to financial projections?  Operational- At what processes must the organisation be successful?  Customers- How do service users see the organisation?  Innovation and Learning- How can we improve performance?

54. © institutes of technology ireland 2009 Example: Inner City School X  Vision- improve the educational experience of pupils and increase numbers going to higher education  Financial –Objective is to achieve funding of €xxx and keep in budget –Achievement measured through monthly accounts –Target- to achieve €100,000 turnover –Initiatives- marketing campaign and delegation of budgets to departments

55. © institutes of technology ireland 2009 SWOT Analysis (see appendix 17)  Simple, widely used approach  Allows you develop snapshot view of strengths, weaknesses, opportunities and threats as perceived by different groups  Often done in facilitated session  Can take from 1-8 hours depending on method used and size of group

56. © institutes of technology ireland 2009 SWOT StrengthsWeaknesses What are our main collective strengths as a unit? What are we good at? What are we not so good at? What are our competitors better than us at/ What do we need to improve upon OpportunitiesThreats What are the main opportunities that we should consider? What can we exploit? What are the main threats that we are going to face? What could stop us achieving our goals?