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Planning and Budgeting

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Planning and Budgeting

Traditions and Innovations

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Chapter 15 Business Financial Records 1 Chapter 15 Business Financial Records ©2008 Thomson/South-Western.

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Unit 8 Budgetary Planning - The Budget Process. A budget is ‘quantitative expression of a plan for a defined period of time’. A budget as defined by CIMA.

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Budgetary Planning – Preparation of the Master Budget

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23 Flexible Budgets and Performance Analysis Principles of Accounting

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Chapter 13 Business Unit Performance Measurement.

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1 Budgeting Dr. Varadraj Bapat Module 14.. Management Accounting Dr. Varadraj Bapat, IIT Mumbai 2 Index  Introduction  Objectives  Advantages  Components.

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CHAPTER 6 Master Budgeting and Responsibility Accounting.

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Managing Finance and Budgets

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Master Budgeting and Responsibility Accounting

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Master Budget and Responsibility Accounting

strategic planning and budgeting ppt

© 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

strategic planning and budgeting ppt

16-1 Copyright © 2004 by Nelson, a division of Thomson Canada Limited. Financial Performance Evaluation and Transfer Pricing in the Decentralized Firm.

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Chapter 21. Learn why managers use budgets Develop strategy PlanActControl 3Copyright 2009 Prentice Hall. All rights reserved.

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Questions on Financial Management. Question In your own words, explain the role and importance of financial management to a manufacturer whose objective.

strategic planning and budgeting ppt

© 2009 Pearson Prentice Hall. All rights reserved. Master Budgeting and Responsibility Accounting.

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Forecasting and Budgeting

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Budgetary Planning Topic 1. Budgeting The budget is a key financial plan of a business that attempts to forecast a number of months ahead how best to.

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Financial performance measures and transfer pricing

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Financial Statements of Limited Companies - Profit and Loss Account.

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  • What is strategic planning? A 5-step gu ...

What is strategic planning? A 5-step guide

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Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

How to build an organizational strategy

Get our free ebook and learn how to bridge the gap between mission, strategic goals, and work at your organization.

What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

[inline illustration] Strategic plan elements (infographic)

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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Blog – Creative Presentations Ideas

infoDiagram visual slide examples, PowerPoint diagrams & icons , PPT tricks & guides

strategic planning and budgeting ppt

7 Essential PPT Templates for Strategic Planning Presentations

Last Updated on February 20, 2024 by Anastasia

It’s no secret that company strategy needs to be understood clearly by all people so all activities and projects are aligned with it. Creating a presentation deck on strategic topics can be challenging, as you need to show the big picture in a catchy way that will resonate with all involved people. Substituting huge text blocks with easy-to-follow infographics will definitely help you communicate various long-term and strategic planning topics.

We’ve put together this list of recommended PowerPoint slide decks that can be a source of graphical inspiration so you don’t have to spend endless time searching for visuals to fit the presented concepts.

Elevate your business performance presentations with our curated resources – visit our financial performance PPT reports page .

These seven templates will help you create high-quality presentations to convey strategic planning concepts:

  • Strategy Management Pillars
  • Roadmap Diagrams
  • Vision & Mission Concepts
  • Business Model Canvas
  • Go To Market Strategy Plan
  • Business Recovery & Transformation Plan
  • Gap Analysis Types and Tools

Explore slide decks presented here in the Strategy and Long-term Planning PowerPoint Templates collection . You can get any deck or separate slide as an editable PPT file.

Strategy Management Pillars Graphics

The metaphor of ancient columns is often used to present foundation elements holding the building. As you can see in the example below, the pillars of business excellence represent the core values and form the foundation to hold up the “roof” – the company vision.

Explore the Strategy Management Pillars collection here that will help you create strategic planning slides faster.

strategy-management-pillars-infographic-diagram-ppt-template

Pillars can be used to present the following concepts:

  • Foundation your company was built on and why you do what you do.
  • Company vision, mission, key values, and capabilities
  • Core principles of your business
  • Project plan essentials

Roadmap Diagram Templates for Sharing Long-term Vision and Strategic Planning Goals

A well-designed roadmap is like a GPS for your business or project. It’s one of the best visual tools to make your vision and steps towards it clear for everyone on the team.

You can use roadmaps to show yearly or quarterly goals, steps to achieve, and phases of your project plan. Check the Roadmap Diagram Templates collection here .

roadmap diagrams for strategic planning

The roadmap is an effective visualization tool that can remind everyone of your vision and keep all team members on the right road. Check three ways to design a roadmap slide depending on the type of planning you present.

Roadmaps should not necessarily contain the “road” image, despite its name, they can also be visualized as a table. If you’re discussing product development or release, sharing responsibilities within the team, or want to track projects across departments, such roadmap tables will help you illustrate these concepts more visually.

Vision & Mission Presentation Diagrams

Besides current goals, strategies, and action plans, every company has a mission – a reason it exists and a vision – a striking statement clarifying the business’s meaning and purpose for stakeholders.

To underline the importance of these statements and show how your company differs from others, try using more creative and fresh designs for such slides. If you’d like to save time, choose templates from our collection of slides for illustrating vision, mission, and values .

Vision Mission Presentation Diagrams

For more ideas on presenting various statements, see seven ideas for the quote slides .

Business Model Canvas Template

The Business Model Canvas framework is a strategic management template used for describing or altering existing business models and developing new ones. It allows seeing a big picture of core activities, resources, and partners.

BMC is widely used by companies and startups to analyze their strategy and apply the lean startup approach. Visualizing it without cluttering the slide will help you keep the audience’s attention and convey your ideas clearly.

Business Model Canvas Template for KPI's and strategic planning ppt

Go-To-Market Strategy Plan Framework

The go-to-market strategy is the tactical action plan that drafts the necessary steps to deliver a unique value proposition to customers and achieve a competitive advantage in a new market. It can be applied to pretty much anything, from launching new products and services, to re-launching your company or brand.

Having a concisely presented go-to-market strategy can help a lot while explaining it to the management board or stakeholders because such documents usually contain lots of content and numeric data. Get inspired by Go To Market Strategy Plan graphics covering all elements of GTM.

go-to-market-strategy-plan-framework-diagrams-ppt-template

You can use these graphics to:

  • Design a framework for your go-to-market strategy including all important elements on one slide
  • Illustrate total available, serviceable available & obtainable market volume
  • Describe the competitive landscape by comparing the biggest market players
  • Show entrance and exit barriers
  • Visualize your targeted customer profile
  • Present financial highlights
  • Illustrate key milestones and timeline of a rollout to the new marketplace
  • Describe the key success factor of your expansion strategy

Business Recovery Plan Graphics Template

If you are working on a business recovery or transformation plan, illustrating key business challenges, trends, and your crisis management strategy in a clear, informative manner will help you be heard.

You can reuse and adapt our collection of Post-Pandemic Business Recovery Plan diagrams to present your strategy on how to deal with any sudden emergency situation, causing massive business disruption, and adapt to a new business context.

business-recovery-plan-covid-pandemic-crisis-management-transformation-strategic-planing-ppt

Slides in this deck can be used to:

  • Describe phases of business reaction
  • Visualize methods how to reshape the ways of working for the future
  • Illustrate your performance gap analysis
  • Present a contingency plan for the response phase
  • Visualize your digitalization and automatization strategies
  • Cover responsibility and sustainability aspects
  • Illustrate the circular economy model
  • Summarize digital co-working success elements

To outline the next steps after such a strategic planning meeting, explore ideas on illustrating the concept of follow-up with one symbol .

Gap Analysis Types and Tools Presentation

A gap analysis is a business assessment methodology that compares actual performance and results with what was expected. It is useful when you need to evaluate current results and the necessary improvement efforts to close the gap and reach the desired performance,

Check our Gap Analysis Diagrams deck which includes templates to show the concept of gap analysis, its benefits and types, brand perception & customer experience gaps, efficiency gap benchmark, and more.

gap-analysis-diagrams-ppt-template for strategic planning-position-current-desired

If you are looking for general graphics to help your audience connect the dots between concepts or ideas, check bridge graphics design ideas .

Summary of the best visual metaphors for strategic planning

One of the most common presentation design challenges is how to paint a big picture to convey a complex message. Infographics and visuals can help you a lot with this. They don’t have to be overcomplicated, simple diagrams will do. You can see from the examples that it’s enough to choose a good visual metaphor: pillars, road, a mountain, gap & a bridge, target bullseye, or DNA helix.

Pre-designed PowerPoint decks full of various diagrams and icons will help you save time on designing those infographics. Most of the slide decks in this blog also contain business-relevant content, which you can reuse for your presentations.

Designer’s tip: When designing your slides, remember consistency rules if you’re mixing slides from two or more PowerPoint files or other sources. It will help to make your presentation more professional-looking and therefore it will be easier to make an impact on the audience you’re talking to.

Explore our YouTube channel for more creative inspiration:

Resources: PowerPoint Templates for Strategic Planning Presentations

Explore the complete presentation graphics about long-term planning and business strategies topics. All templates mentioned above, and many more, are available in the infoDiagram collection:

Strategic and Long-term Planning PowerPoint Templates

More inspiration for strategic planning presentations

  • How to choose the right diagram so it fits the content
  • Illustrating strategy concept with one icon
  • 10 decks to visualize projects review and plan for the future
  • How to present a triple-bottom-line business model creatively
  • Ideas to avoid boring company overview presentation

You can find more design ideas and examples of presenting strategic planning topics on our blog .

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Free template

Strategic Planning and Budgeting Shelly Trent, SPHR; SHRM - PowerPoint PPT Presentation

strategic planning and budgeting ppt

Strategic Planning and Budgeting Shelly Trent, SPHR; SHRM

Strategic planning and budgeting shelly trent, sphr; shrm field services director and kellie conn, sphr; director-elect for tn shrm state councils and chapters ... – powerpoint ppt presentation.

  • Shelly Trent, SPHR SHRM Field Services Director and Kellie Conn, SPHR Director-Elect for TN SHRM
  • Most people plan
  • Planning takes too long
  • Planning is not an investment
  • Planning is complex
  • Planning should be concrete and unchangeable
  • Decreased Membership
  • Unhappy Members
  • Competitive Threats
  • Financial Instability
  • Comfort/Arrogance
  • Fear of Failure (or Success)
  • Lack of Skills
  • Too Much Work
  • The process by which we can become what we want to become through setting a strategy.
  • The identification of opportunities and the allocation of resources to exploit those opportunities.
  • The rational determination of where you are, where you want to go, and how and when you are going to get there (GAP).
  • It is setting the direction for the organizations future (1 year, 3-5 years, and up).
  • Planning Base Where are we now? Where have we been?
  • Results RequiredWhere do we want to be?
  • HowSpecifically define how to get there.
  • ImplementationIdentify a plan to execute. Who does what by when?
  • ReviewHow are we doing? Monitor the results.
  • Mission Statement (what we do purpose of organization)
  • Vision Statement (how we want it to be future state of organization)
  • Values (shared beliefs of the org culture framework)
  • Primary Objectives (how to get there goals)
  • Do you have these in place?
  • If not, form a subcommittee to develop them and have the full group provide input
  • Determine which items are . . .
  • Most important to success (top 3-5)
  • Able to be accomplished/impacted
  • Should be / can be accomplished within 1 year
  • Should be / can be accomplished within 3-5 years
  • Are there other issues to address for a 5-year plan? What are they?
  • What are the budget implications, including whether you can fund project?
  • Are there any barriers to keep you from accomplishing item? What?
  • Based on a Strategic Business Review completed during 2009, SHRM has developed a five-year plan, along with a new vision, mission, and strategy.
  • SHRMs Vision
  • To be a globally recognized authority whose voice is heard on the most pressing people management issues of the day - now and in the future
  • SHRMs Mission
  • Build partnerships
  • Provide a global community to share expertise and create innovative solutions
  • Provide thought leadership, education, and research
  • Be an advocate on the most critical issues facing workplaces and the human resource profession
  • Provide high-value resources to existing core membership
  • Be a global organization
  • Operate as a financially sustainable organization
  • Evolve positioning to become more of an advisor and advocate
  • SHRM Affiliate Program for Excellence (SHAPE) planning and reporting tool
  • 2010 Chapter Planning Workbook and the archived volunteer leader webinar are available in the VLRC at www.shrm.org/vlrc
  • Covers calendar year
  • Use this guide to help you plan your objectives.
  • Historical highs and lows of the chapter/council
  • Positives and Negatives for
  • Membership and Member Services
  • Socio-demographics
  • Competition
  • Economic Factors
  • Government/Regulations
  • Daily Practices
  • Cost Efficiency
  • Innovation and New Products/Services
  • Financial Stability and Assets
  • A SWOT analysis is also a usual part of planning
  • Strengths What do we have that our competition does not, and they cant easily get?
  • Weaknesses What does our competition have that we do not, and we cant easily get?
  • Opportunities What are the big-picture issues that we should be concentrating on?
  • Threats What can get in the way of our success?
  • Another way of looking at a SWOT-type exercise is to conduct an environmental scan/historical analysis for the past several years.
  • Consider the following business trends in the local market, your competitors, current technology, the economy, supply/demand factors, your market segment, your unique selling/value proposition, perceptions of your organization vs. other similar ones, income/expenses, etc. WHERE ARE YOU NOW?
  • Then, consider the same issues with this question in mind WHERE SHOULD WE BE? -- or -- WHERE DO WE WANT TO BE?
  • Also consider strategic budgeting!
  • What are your current and future sources of income?
  • Have a budget for 3-5 years out, and not budget only from year-to-year.
  • Budget should NOT be just a checkbook statement showing income and expenses.
  • Have a future plan of possible income and expenses.
  • Committee should be appointed to develop future budgets based on plan and monitor for changes. Committee can determine cost of projects and plan to meet future expenses.
  • Provides essential financial information
  • Includes info on taxes, incorporation, and record keeping
  • Easy to understand
  • Excellent resource for all volunteers
  • Located in the VLRC under the Finance section
  • If you have questions beyond those addressed in this guide, contact a local CPA SHRM does not provide financial advice, and cannot assist you in contacting the IRS
  • Be sure you are using your own chapters or councils EIN / tax ID number, not SHRMs (these numbers cannot be shared)
  • What are your sources of income for this year and next year?
  • What might sources of income be three to five years from now?
  • What are your current budget items?
  • What items will you add to your budget next year? Three to five years from now?
  • If you could do anything you wanted, how much would it cost? Its okay to have blue sky ideas, but be sure they are attainable.
  • Strategies to implement plan
  • Performance measures -- how did we do?
  • A common mistake in many plans is that no one takes time to delineate the action steps and assign tasks.
  • Creating a plan wont make it happen.
  • Action Plans / Implementation Elements / Execution Strategy
  • What will be done?
  • Who will be responsible?
  • When will it get done?
  • What will the outcomes look like?
  • Who, What, When, Where, How, Why?
  • Your volunteers need a road map so they clearly understand how to implement the plan and meet the goals.
  • Continual review of progress and gaps
  • Establishes basis for alternative plans
  • Watch for changes in membership, finances, local competition, and other items from your original SWOT or environmental scan.
  • BeforehandWhat can we do to make things go right?
  • DuringIs what we want to happen, happening?
  • AfterwardDid what we want to happen, happen?
  • Make changes as you go along. Strategic plans should be ever-changing, living documents, and flexible.
  • Using the final plan, create strategies and an implementation map
  • Ensure that plan goals are able to be met (no impossible dreams)
  • Create an Action Plan Worksheet (what gets done and who does it by when)
  • Produce an Action Plan Implementation Schedule
  • Estimate and establish the timeline
  • Monitor the implementation
  • Clear picture of how trends impact the present and future
  • Agreed-upon direction/strategy
  • Clearly defined mission, vision, values
  • Specific plans to improve performance
  • Development of team behaviors through volunteers
  • Improved decision making
  • Better leadershipmore cohesive team
  • Development of strategic thinking and implementation skills
  • Better allocation of resources and responsibilities
  • Identification of short- and long-term attention areas
  • Lists of short-term and long-term goals
  • Increased recognition from external and internal sources
  • Consistent, sustained success, as opposed to marginal success
  • Strategic budgeta plan for 1-2 years and 3-5 years regarding what budget changes are needed to reach plan goals
  • Based on the SWOT and environmental scan results, what traits or expertise will be needed for future leaders?
  • Will you change your succession plan?
  • Do current leaders have the skills to implement and follow the plan?
  • Follow up with your membership to share the plan goals and successes keep them in the loop about your activities and how you are working for the best interests and successful future of the chapter/council
  • The most important (and the most difficult) thing about strategic planning? NOT allowing it to just sit on a bookshelf!
  • Kellie Conn, SPHR
  • State Director-Elect for Tennessee
  • Appoint facilitator (internal or external)
  • Discuss process with 1-2 leaders agree on process that works best for your group
  • Hold first meeting to review process, communicate expectations of team members (including time commitment) and set timeline for steps
  • Go through process
  • Use plenty of reminders via email, etc., for planning team to stay on track (contd.)
  • Consider several small meetings/steps rather than one marathon meeting day
  • Consider 3-5 key initiatives for one year keep it focused
  • Finalize plan, including action items, with team
  • Communicate plan to board, hold clarification session to be sure everyone is on the same page
  • Appoint captains for each initiative from board
  • Delegate action items to council/board members or committees and the appropriate committee members
  • Appoint task forces for initiatives that do not need full-time committees
  • Check in with captains at each board /council meeting (or otherwise on a monthly basis)
  • Frequent reminders of timelines/deadlines
  • Use last years plan as a starting point for the next years
  • State Council Tips
  • Recruiting your strategic planning team members
  • Volunteers from your council
  • Strategic planning facilitation experience
  • Director, Director-Elect important team members not necessarily the best choice for facilitator. One can be the hammer sending reminders keeping group on track
  • Working with team members in different geographical locations
  • Phone conferencing tried it, didnt work well
  • Video teleconferencing volunteers didnt have technology
  • Planning worksheets what worked best for us
  • Try to meet in person 1-2 x we had two May and Sept council meetings
  • Follow up, follow up, follow up
  • E-mailed reminders on scheduled deadlines frequent communication about progress and thank yous
  • Chapter tips
  • Recruiting your strategic planning team
  • Members with strategic planning facilitation experience
  • Volunteers from board encourage participation but may want to make it voluntary at the beginning
  • Advise against president or president-elect acting as facilitator unless they are the best qualified, skill-wise
  • Consider outside member as facilitator
  • Held 3 2-hour meetings rather than one marathon meeting
  • Used pre-work for brainstorming SWOT
  • Submitted brainstormed SWOT results, compiled, to team before next meeting
  • The recorded archive of this webinar and the slides will be available at http//www.shrm.org/Co mmunities/VolunteerResources/WebcastArchivesforVol unteerLeaders/Pages/default.aspx
  • If you need assistance with your strategic planning efforts, please contact your Field Services Director.

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strategic budget planning

Strategic Budget Planning

Apr 05, 2019

160 likes | 412 Views

Strategic Budget Planning. The Future in View 2014, 2015 and Beyond. What does strategic planning mean to you?.

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Presentation Transcript

Strategic Budget Planning The Future in View 2014, 2015 and Beyond

What does strategic planning mean to you? “In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status.”http://www.businessdictionary.com

Models of Budgeting Short-term planning Current method Long-term planning Where we are going Proactive Address funding impacts to programs in advance Long-term planning Collaborative • Reactive • Decisions made in response to state appropriation • Short-term, planning one year at a time

The Goal • To complete budget projections for two years (FY 2014 and FY 2015) • Be sure to include: • Description and cost to establish new programs/initiatives and savings from eliminating programs • Cost to enhance current programs (don’t forget Grad Programs) • Personnel costs (Adjunct costs in particular) • Ongoing costs • The budget submission will include • Budget Template for both years with budget data • Budget Narrative

New Programs • Provide a description for new programs and initiatives while developing detail for costs • Briefly include how these programs support the mission of the University • Discuss related equipment and software needs and costs, including on-going costs • Additional faculty lines or adjunct LHEs

Banner Budget • The budget is set up in object codes by categories • 1100 – Personnel • Additional object codes are included in personnel • 1200 – Contractual Services • 1300 – Supplies and Materials • 1500 – Continuous Charges • 2200 – Equipment

Personnel Costs • In Banner, personnel includes the following object codes • 1121 Salaries, Administrative Higher • 1123 Salaries, Classified • 1126 Salaries, Teaching and Research • 1141 Wages, General • 1142 Wages, Graduate Assistant • 1144 Wages, Student • 1145 Wages, Teaching and Research Faculty • 1146 Wages, Federal Work Study

Personnel Costs (con.) • Faculty • Number of faculty needed • Qualifications required (degree, restricted, tenure-track, etc.) • Adjunct personnel • For both current and new programs indicate the number of LHEs With this information, we will be able to determine the funding needed to support Faculty and Adjunct personnel • Student workers • Includes • Graduate Assistants and Graduate Laboratory Assistants, student workers, and federal work study • Determine the funding needed to support programs

Non-Personnel Costs • Focus on the following object codes: • 1200 Contractual Services • Includes postal and printing services -12xx Travel - includes training and travel for faculty and staff • 1300 Supplies and Materials • Includes office supplies, as well as, laboratory and educational supplies • 1500 Continuous Charges • Such as equipment rentals • 2200 Equipment • Includes items, such as, computer hardware and software, laboratory equipment, and stationary equipment (laboratory tables, fixtures, etc.)

Non-Personnel Costs (con.) • When considering non-personnel costs, look for opportunities to create efficiencies and cost-savings within your department • Such as, having a cooperative contract for copier services for all of CNU instead of separate contracts per department • The focus is not simply lowering cost, but to be the best stewards of public dollars.

Things to consider • Budget projections for departments should be based on actual need • For example, if one department consistently has savings each year, but another has overages, adjust the budgets so they are better aligned • Describe how funding will support your programs • Describe how your programs with University priorities • Demonstrate the relationship between resources and student success • We understand that these are estimates and may change over time • You may need assistance from the Deans, especially for interdisciplinary majors/minors like neuroscience and environmental studies.

Resources We Can Provide • Start - Up Costs for New Faculty • Your Budget Projections for FY13, if you no longer have them • Expenditures to date for FY12 - we’ll help you determine them • University Software Licenses you do not need to account for are SPSS and Microsoft products • If there is anything additional we can provide to help you, just ask.

What you will receive from us • A copy of this PowerPoint • Budget template spreadsheet • Optional tool that can be used to gather data from faculty • You may use your own format to write your narrative • New Programs • Justification for funding request

What to submit • Completed budget template spreadsheet, adjunct needs in LHE’s only • Budget narrative for each object code with enough information that we can develop the projection priorities • NOTE: Please do not put narrative in the spreadsheet Due to us by Friday, June 15th, @ 5 pm. The Deans may have an earlier deadline

Contact Information Feel free to contact us for assistance: Dr. Bobbye Bartels Associate Provost [email protected] 594-7579 Jessena Robinson Academic Affairs Budget Analyst [email protected] 594-7218

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