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26. Outline Strategic Plan - Feb 08

26. Outline Strategic Plan - Feb 08

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Published by earl58
Strategic planning outline/template
Strategic planning outline/template

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Published by: earl58 on May 18, 2009
Copyright:Attribution Non-commercial


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Outline Strategic PlanFebruary 2008
Strategic Plan 2008-2011Outline Plan
February 2008
Outline Strategic PlanFebruary 2008
1.0 Introduction2.0 Format3.0 Mission and Vision4.0 Strategic Enablers5.0 Strategic Themes6.0 Process and Timescale
1. Introduction
Following the August meeting of the UMSA Strategy Group it was agreed that UMSA wouldhave a strategic plan in place to cover the following three years (2008-2011).1.2
It was agreed that the first part of this process would be to consult with members of thepartnership and other stakeholders as to the future direction of the Association. From thesediscussions a list of enablers and themes would be presented to the Strategy Group and willform the driving force of the strategic plan.
2. Format
2.1 The list of enablers and themes presented contains the key drivers that have come out of thediscussions with stakeholders. Some of these drivers and aims are conflicting and will requirefurther discussion.2.2
Each enabler and theme has been given a ‘slot’ between now and the end of the academicyear for these discussions to take place. Relevant stakeholders will work together in shaping amore detailed plan in this area, with each document being presented back to the group forapproval.
3. Mission and Vision
Our Mission and Vision statements were approved by the Strategy Group during the 2006/07session. The strategic plan 2008-2011 will fill the gap between the mission and vision and ourtarget based, balanced scorecard system.
UMSA’s Vision
UMSA is recognised as a model of best practice in providing representation, activities and servicesto students of multiple institutions and surpasses the expectations of its members and stakeholdersby contributing to a vibrant and fulfilling student experience.
UMSA’s Mission
The Association is integral to the Universities at Medway project in representing the needs and views of its members whilst providing excellent activities and services. The Association achieves its
Outline Strategic PlanFebruary 2008
goals by unifying the students of the Universities of Kent, Greenwich, Canterbury Christ Church and Mid Kent College.
4. Strategic Enablers
Governance and Management 
– The Association must ensure that it is seen to be governedopenly and managed responsibly to ensure internal stability and confidence from ourfunding partners. The Association must develop its reporting structures to its university andunion partners and ensure that both consultation and approval is sought within a formalframework. The Association should also put in place a stronger management structure thatreflects the growth of the activities and services and ensures that continuity and stability arefoundations of the delivery of these functions. The Association must review its existingreliance on a small number of individuals in managing its activities and services and put aplan in place to strengthen these weaknesses.4.2
– The Association has a large and complex set of stakeholders and the strengthof these relationships is essential to the Association’s development. The Association mustensure that its activities and services reflect the diverse needs of its partners through aprocess of continual and meaningful consultation and leave no room for perceived or actualpartiality. The Association should also play a role in uniting the partners towards commongoals and be used as a positive agent for collaborative working. In addition to this, theAssociation must develop relationships with external stakeholders and ensure that theAssociation is used, and seen to be used, as the mechanism for students to have a dialoguewith the local community.4.3
– The Association must ensure that it is able to attract and maintain high quality,talented people to work for it. The Association must ensure that it is able to offer a fresh andmotivating working environment and be active in developing its staff through continualpersonal development and opportunities to progress within the Association. The Associationmust also ensure that communication with its staff is progressive and that it measures staff satisfaction and informs decision making and planning. The Association must develop atraining and development plan for its staff across all areas, and work towards accreditationwith Investors in People (IIP) by August 2008.
5. Strategic Themes
Credible and Effective Representation
– The Association must ensure that its role inrepresenting students is one of its core functions and that it is developed and integratedwithin University and Union structures. The Association must also ensure that it plays a role asboth the voice of Medway based students from the partner institutions, as well as students of specific institutions. To achieve this, the Association should work with its partners to agree aplan for each union to have a sabbatical officer with an explicit portfolio responsibility forMedway. The Association should also work towards obtaining funding to support its role inrepresenting students and managing the complex web of representative structures.5.2
Diverse Student Activities
– The Association must ensure that its student activities aretailored and aimed at the diverse range of students that we serve at the four institutions. TheAssociation offers a rapidly expanding mix of sports, societies and media, but is largely usedby 18-21 year old British students. However, it should be acknowledged that these activitiesare viewed by the universities as essential to the ‘student experience’ offer of the campus. The Association must specifically develop activities aimed at the high numbers of non-EU

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