- May 15, 2020
Strategic Plan Part III Balanced Scorecard and Communication Plan
StrategicPlan Part III: Balanced Scorecard and Communication Plan
BalancedScorecard and Communication Plan
Inany given business, planning is a very essential means to achievingthe laid down goals. Business plans offers opportunities for themanagement teams to face the likely challenges and opportunities inadvance of the business ventures. It therefore puts business intogood stead to enter the market and achieve the strategic goals moreeffectively and meet the needs of the clients. Planning is the mostcrucial step towards realizing organizational goals. This paper willdevelop strategic objectivesfor a business division highlighting the key trends, assumptions andrisks incorporated in the balanced scorecard.
ShareholderValue or Financial Perspective
PennState University`s new product being Diversity Employment Program tocare for the disabled in the university has had the issue ofunderfunding and thus low revenue flow, and the cost of running theprogram is exorbitant when funds are insufficient. However, theUniversity seeks to increase the amount of capitation by 6% for thenext four years so as to get to the level where the University canrun the program without strain financially. The plan to have theresources at the proposed level will be to use campaigns and use thefirms who have already pledged to partner with the University tomobilize funds in the future (Chen, Jermias, and Pangabbean, 2016).The University seeks to approach the National Office for the Disabledso that they can also chip in their resources so that the disabledcould have opportunities from schooling to employment.
Thoughthe program is a charitable product, it would profit the universityin the sense that most of the disabled learners would come to studyat Penn State University where they have opportunities equal to theordinary persons. That program would further profit the disabledstudents as they are assured of the opportunity to offer theirservices to the society or the employment sector with the skills theyshall acquire from the University. The program projects growth ofbeneficiaries to increase by 12% every year for the next four yearsand thus the reason for more robust resource mobilization effort toacquire funds.
TheUniversity with the advent of the program seeks to rise in worlduniversity rankings by about fifty positions in the next five years.That will add value to the learners studying in the school as theywill be more employable, which includes even the students with adisability who are one of the reasons for Diversity EmploymentProgram.
Theuniversity number one customer is the student who pays to receiveservices from all sectors employed to serve them. In this regard, thenumber one customers as identified by Diversity Employment Program,is the person with a disability. The program seeks to add value tothe client such that he can get employed after the studies at theuniversity, and thus the value of their life and studies (Chen,Jermias, and Pangabbean, 2016). Having a 12% growth in persons withdisability population at the community tells the level of thecustomer value the program shall add to the disabled learners. Theywill have their platforms through which they can apply for jobs,affordable accommodation, and user-friendly classes.
CustomerRetention and Turnover
Theprogram seeks to have an increase of 12% in the number of individualswith disability graduating from the Penn State University. Themitigation of the risk of being unemployable will be catered for bythe program as it will offer the platform where they apply for thejobs as individuals with a disability. That will make the Universitybe one of the most sought for the institution of higher learning bythe persons with a disability who will be assured of safe andaffordable accommodation and employment opportunity after graduating.It will retain customers, and the turnover will increase by 10%annually for the next seven years.
Theprogram ensures that the disabled individuals get the best servicesbefitting them so that they are fully satisfied which is core to thederiving value desired. With the affordable accommodation that isdisabled friendly and assured job placement, the customers will referothers to the university. The way to mitigate the risk is to have theuniversity have a strict cut line as being a university withDiversity Employment Program there could an influx of the personswith disability which could end up looking like is higher learninginstitution for the disabled which would be illegal.
Theway the program is run in the Penn State University runs and howunique the product is for the customers depend on internal operationsstructure(Chen, Jermias, and Pangabbean, 2016). Diversity EmploymentProgram is a unique product catering for the persons with adisability who would otherwise be left out of employment even havingbeen learned and well knowledgeable, which is a great resource forthe country.
Thecustomer for the program as the primary stakeholder is the personwith disability studying at Penn State University. The program seeksto change the value and face of the disabled by assuring them oftheir worth after school which will be a great change and the impactwill be unfathomable. In the past, persons with disability have beendiscriminated against and have not had equal opportunity in seekingeducation and ultimately in employment thereby not realizing theirvalue. The impact change the program aims to achieve is having 12,000graduates being persons with disability for the next six years. Thosewill then become employed by use of the unique platform thatprioritizes with employment and placement of the disabled graduateinto the labor market.
Productivityand Productivity Improvement
Theprogram is a new concept in the institution and due to underfundingit has not been very productive, but improvement would be realized ifproper resource mobilization is well crafted and revenues are raised.We hope to see the productivity increasing by 6% in the next fouryears where we shall see the uptake of the program increasing by 7%in the next five to six years. The program structure will be reviewedevery seven years so as to see where changes could be effected forimprovement purposes. That would make the productivity rise asprojected for the persons with disability to realize their fullpotential.
Measureof Process Performance
Theprogram seeks to interview one thousand applicants for the next threeyears, where they would increase uptake from three hundred to eighthundred students on the program roll. Then will increase the numbersas projected in the subsequent four years so as to see the growthrising at the planned pace.
Learningand Growth Perspective
Itis an internal factor that ensures that the internal stakeholders whoare given the opportunity to enhance their capacity to deliver andprovide the best services in the most efficient way (Chen, Jermias,and Pangabbean, 2016).
Theemployee is motivated to deliver and gets to understand that it isimportant to be enthusiastic about providing the value to customers.In this regard, the employees are made part of the program, and theytake the task as a calling to serve the less fortunate with the urgeto see them succeed and become valuable in the society and thecountry. The satisfaction they derive in helping the needyenthusiastically will be as a result of seeing those disabled personsprosper in life.
EmployeeTurnover and Retention
Theorganization seeks to have 88% employee retention for the next twelveyears with 12% twelve year turnover over the years. Employees are thegreatest asset for the organization and the capacity created in theemployees will be a loss to lose. Therefore, the university will betasked to retain the officers by remunerating them commensurate tothe job they do, and the task-based motivation will also be used tokeep employees.
Natureof Organizational Culture and Climate
Theprogram seeks to build a culture of being helpful and ethical inensuring those that come to request the assistance from the programensure they create consumer value. The program employees will betrained on how to handle sensitive, demanding and inquisitiveclients. The culture and climate should be receptive and hospitablefor the customers to leave fully satisfied such that if one does notqualify for enrollment in the program leaves satisfied.
Customer Retention and Turnover
Revenues and Costs
Productivity and Productivity Improvement
Measure of Process Performance
Employee Retention and Turnover
Nature of Organisational Culture and Climate
Fig1: Balance Scorecard presenting the objectives
Thepurpose of communication is to create the correct picture aboutmisconceptions, conveying the right information where there often isa misrepresentation and informing the program stakeholders on theprogress of service delivery. Communication also has a purpose ofenlightening the stakeholders on the objectives and goals the programseeks to achieve. It also aims to communicate to the partnerorganizations by being transparent and open. The audience tocommunication will be partnering institutions, prospective clients,the Penn State University, the employees and internal stakeholders,and the management of the program.
Thechannels of communication used will be the Outlook platform of theintranet while communicating to the internal interested parties andthe management. That mode is efficient as one would share minutes,progress report, appraisals and performance report at a click of abutton. During meetings, the PowerPoint is a useful tool tocommunicate to the stakeholders and the university entrenching graphsand charts.
Forthe partnering firms, the best mode of communication would bejournals and news lines which give the reports how the funds theyhave committed are utilized. To those enrolled in the program, thebest communication mechanism is through an intranet portal where allthe required information about the student and the university.Finally, the prospective applicant and those who would love to learnto have a website from where information is found about the programsthe college offers for those with a disability.
Asseen in the executive summary, the business objectives give directionas to what the stakeholders intend to do and indicate what they aimto achieve. It was possible to project the performance of the newdivision of the business in the market and give details of what oughtto be done to achieve the strategic goals and by extension, themission of the organization. It is projected that high returns willbe achieved if this plan is implemented to the latter. Also, it isanticipated that some changes will naturally occur in the market andfor this reason a contingency plan will be put in place as a measureto achieve the strategic objectivesfor the business division given the highlighted key trends,assumptions and risks incorporated in the balanced scorecard.
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