New USP Strategic Plan 2019-2024

SP 2019-2024

The Four Phases: From Preparation to Drafting to Finalisation

Phase 1

  • Phase 1: Preparation

    June 2017 - July 2017

    The augmented SMT (including Senior Panning Staff – OIC, P&Q and Senior Data Analyst) will meet to formally commence the Strategic Planning Process; it will confirm a calendar and key dates for the project, affirm the importance of engaging with all members of USP community and with work already planned (existing forums and data collection and analysis mechanisms should be utilised rather than replicated), and formally request the set-up of a Strategic Plan 2019-2024 Development Project website to both promote the process and serve as an information clearing house.  

    The SMT will then review USP’s Vision, Mission, and Core Values. Clever “adverts” to remind the USP Community of the Vision, Mission, and Core Values will be developed by the Communications Unit and will appear on the website and perhaps through eye-catching advertisements that will be displayed at the campuses. This will remind USP community of its identity and ethics, and will prepare the community to provide its input later during the strategic planning process.

    If the SMT agree that the internal and external environments have changed significantly (as we are transiting from ‘good’ to ‘excellent’, and that if this affects USP’s mission, then this must be discussed so that a consensus is reached). Following a presentation by the Planning Office on the outcome of the SP 2013-2018, obstacles encountered, and major achievements, the SMT will carry out a stocktaking exercise on the University’s current situation. The Planning Office will facilitate and record the discussion.  

    By July, the SMT should have planned the Strategic Plan Development Project, and firmed up timelines and a budget. The SMT will need to create the appropriate committees to implement the project, and should name a person ultimately responsible for each. It is essential that there is clear accountability built into the project, and that the consequences of failure to adhere to timelines are made clear. In May, the Vice-Chancellor and President will present a paper to the Council for the endorsement of the process for the development of the new SP. 

    It is important also that between June and July the SMT and those involved closely with the process should undergo a training and host its own Forum to identify the priorities of staff and students in terms of the next SP. The Forum could be actual or virtual, and would serve as a brainstorming session (ideas should be welcomed without being defensive). An “open submission” period should commence, whereby staff and students can submit ideas for the new SP online, using a standard form. The Planning Office will compile all submissions, sort them into categories, and report on this, as well as the discussions from the Open Forums. It will be clear to all participants that their opinions will be considered but may not necessarily be incorporated in the new SP; it will not be crafted to reflect majority opinion, but is informed by various experts and stakeholders in addition to USP Community.

    By end July, the SMT should have produced a ten-page synopsis of “USP in 2024” and be prepared to launch the SP Development Project publicly by August. This would be an opportune time to hold a Panel Discussion on USP’s Growth, which would include a presentation by the Vice-Chancellor and President of what USP might look like in 2024 and various options on how to achieve that. “USP in 2024” can be used as a phrase to get the USP Community excited about the University’s future and thinking creatively about their role in it. The Communications Unit should assist in promoting the idea of “USP in 2024”.   

    Given the tight nature of this task and given a number of other task that tie in with this work such as the new UGC recommended funding levels approved by the Ministers of Finance, as well as the signed new partnership agreements by Australia and New Zealand, the University management will appoint a Project Manager to help with these projects and especially on the new SP.

  • Phase 1: Preparation


    Following the approval of process by Council in May 2017

    • Appoint Project Manager
    • SMT to review Vision, Mission, and Core Values
    • SMT to carry out stocktake of SP 2013-2018 (presentation by Planning Office, followed by discussion)
    • SMT to be advised by SP advisor as in the last one and a number of individuals who have been involved in the development and overview of the current SP. This includes Jamil Salmi whose services were provided under DFAT assistance—and this is likely to be possible for the new plan
    • Plan Project, including timelines and Budget
    • Appoint Committees and Assign Responsible Persons for each
    • Generate a detailed vision of USP in 2024
    • Launch Project

Phase 2

  • Phase 2: Strategic Planning

    August 2017- November 2017

    The SMT and the SP Development Committee/Committees will engage in planning during this phase. Consultations will be held at each campus and with various target groups and will explore and build on ideas floated during the previous phase’s forums and open submission periods. It will be important to have the SP process highly visible at the Regional Campuses so as to cement the idea that USP is essentially very different from the past in which Laucala, the hub, was all-powerful, and the Regional Campuses were often an afterthought.  The Regional Campuses have an essential role in the new SP.  

    During this consultation period, the Committees will enable (1) strong sense of ownership of the new SP throughout the University, and at all of its locations, (2) the inclusion of new perspectives, particularly pertaining to the needs of alumni, women, people with disabilities, and non-traditional learners; and (3) the special consideration of ideas and direction generated from the Regional Campuses. Other key priorities during this consultation period may be generated by the SP Committees; all must agree on the main considerations to address in the consultations.

    During this phase, the Planning Office will carry out a SWOT Analysis and share it with the SMT and appropriate SP Development Committees. The Planning Office will prepare background information, including data, trends, indicators, etc. related to education and the economy. The Finance Office (EDF) will provide updated information on resources, forecasted needs, and the management of resources. This detailed information, combined with assessments from the first phase and input from USP Community in both Phases 1 and 2, will be sufficient information and perspective for the Planning Office and the SP Development Committees to draft Priority Areas for the new SP and begin to test them against the Master Plan and the stated needs and priorities of the USP Council.  

    Regular updates to the Executive Committee of Council (EC) will begin from their August 2017 meeting until the new SP is finalised in November 2018. The EC will also be regularly consulted during their meetings for feedback and suggestions.

    A workshop will be held with the Council members during the November 2017 Council meeting to provide an update and seek advice on the process and the draft.

  • Phase 2: Strategic Planning


    • Presentation to EC
    • Presentation by VC&P to Council
    • Consultations at each Campus and with each target group
    • Carry out SWOT Analysis
    • Review of data, indicators, trends relating to education and economies
    • Determine Priority Areas and check their consistency with Master Plan
    • Assess Resources and Needs

Phase 3

  • Phase 3: Checking and Confirmation

    December 2017 - April 2018

    The SP Development Committees, either on their own or in new, diverse teams, examine each proposed Priority Area or develop around a dozen objectives/tactics for each during this phase of SP Development. This may be done using focus groups, interviews, or another efficient and inclusive mechanism. The Committees should generate both timelines and KPIs for each Priority Area, and prepare a detailed narrative that clearly demonstrates how each Priority Area links to the Vision, Mission, and Values of USP, and contributes to the achievement of “USP in 2024”.  

    The SMT will, independently of the SP Development Committees and through the Vice-Chancellor and President or the Director, Development, Marketing, Communications and Alumni (as appropriate), cross-check the new Priority Areas with key stakeholders, including Member Countries, the Council and Committees of Council, and development partners, in order to be sure of broad-ranging support. In addition, it will be crucial to carry out a robust Risk Assessment of the new Priority Areas during this phase. Strong objections to any of the Priority Areas or an aspect of one of them can be addressed or remediated at this time.

    Simultaneous to this, by March 2018, we also need to be ready with a financial plan for UGC for the triennium 2019-2021. This will need to go to the Finance and Investments Committee in April 2018, then to May 2018 Council. Following this, it will then go to UGC in July 2018 and approval of Finance Ministers by September 2018. This financial plan will provide a plan for the first half of the SP 2019-2024.

  • Phase 3: Checking and Confirmation


    • Assemble diverse internal teams to validate each Priority Area and determine objectives to achieve goals
    • Generate timelines and KPIs 
    • Cross-Check Priority Areas with key stakeholders
    • Carry out Risk Assessment
    • Regular updates/involvement of EC
    • Prepare a financial plan for UGC

Phase 4

  • Phase 4: Drafting and Finalisation of SP 2019-2014

    May 2018- August 2018 (for Council approval in November; from September-October, launch and implementation activities are planned)

    During this final phase, the SP Development Committee develops the draft of the new SP for the consideration of the SMT. The SP is then edited as necessary and presented to the Vice-Chancellor and President for discussion with the Council. A second workshop will be held with the Council members during the May 2018 Council meeting to provide an update and get feedback from the members on the draft.

    The final SP should be prepared for the approval of the November 2018 meeting of the USP Council, and launched at, or as soon as possible after, that meeting, as the highlight of 50th Anniversary celebration. 

    Before the November USP Council meeting, but once the SP draft is well-developed, activities that engage members of the USP Community with the new SP and its Priority Areas can start to be planned. However, events will be staged only after the formal approval and launch of the SP.  

    The SP will require a Business Plan and an Implementation Plan and mechanism. The monitoring mechanism will likely be similar to, or an updated version of, the Strategic Plan Online Monitoring System (SPOMS) linked to Cognos. This mechanism must include the assignment of specific tasks and easily identifiable accountabilities. Staff working on the implementation of one Priority Area must be able to easily see how that intersects with activities under other Priority Areas and who is responsible for those. The mechanism should attempt to demonstrate how achievements are interlinked, and how the input of all staff are crucial to the success of the entire SP. An overview document can be produced to show the linkages between the SP, Business Plan, and Implementation Plan; this overview will also function as an alignment safeguard.  

    The Communications Unit will promote the SP through communications and collateral, but it will be the ultimate responsibility of the SP Development Committee and the SMT to generate widespread support for the SP through their influence and activities. 

  • Phase 4: Drafting & Finalisation


    • Compile draft Strategic Plan
    • Prepare detailed Business Plan
    • Draw up Implementation Plan
    • Regular updates/involvement of EC and Council
    • Launch SP as 50th Highlight

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