STRATEGIC BUSINESS PLAN

for

(company name)
for Period

January 2002 to December 2005

(dates are examples only)

Approved by (name), (position), on (date) Update Status: (amendment number), on (date)

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#(ecutive Summary Section

1. 2. 3 " # ' ( * 1+ 11 12 13 1 1" 1# 1' 1( Strategic Focus The Business Market Analysis !roducts Marketing $esearch and %e&elopment !roduction and %eli&ery Supply )hains Business Systems and !rocesses Stakeholder $elationships and Alliances ,rganisational and Management -n&ironmental and Social .mpacts $isk Factors and $egulatory )ompliance )orporate /o&ernance Financials Application o0 .n&estment Funds Strategic Action !lan !lan .mpro&ement

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Appendices: *+ 2+ ,+

Some Thoughts on Writing this Plan before We Start

)learly identi0y the readers o0 this document. Then 1rite the plan in a style that is easily understood 2y readers

$emem2er that this plan is a 1orking document that has the clear purpose o0 initiating 0ocussed action and generating clear and measura2le results. A&oid the excessi&e use o0 descripti&e ad3ecti&es to 4pad4 or o&er5sell the plan. Flo1ery6 highly descripti&e language can cloud key issues6 2lur the plan4s 0ocus and slo17con0use its implementation 8eep the plan 4tight49 ensure it remains concise6 2alanced6 clear and logical. :here possi2le use ;uantitati&e rather than ;ualitati&e in0ormation. $emem2er the 8.SSS approach to planning9 keep it simple6 short and speci0ic. .nterlink all Sections6 1ith the Market Analysis pro&iding a clear 0ocus 0or all su2se;uent sections. Focus on 0acts and in0ormation 0rom credi2le and reputa2le sources. :here possi2le a&oid critical dependencies on one source o0 in0ormation. Build redundancy in to in0ormation sources. <alidate6 &alidate6 &alidate all key in0ormation used in the plan Al1ays remem2er that 0aulty assumptions and 0aulty logic are some o0 the greatest ha=ards to 2usiness per0ormance and 2usiness planning. Also remem2er that a good plan implemented today 1ill al1ays 2eat an excellent plan implemented some time in the 0uture. So6 get the plan completed and in to action as soon as is practica2le. Also6 plans must 2e adapti&e to changing circumstances. .0 the plan is not per0orming 2e prepared to complete 4ma3or surgery4 on it.

Some Thoughts on a Format for Ea h Se tion

The 0ollo1ing is a simple6 2ut e00ecti&e planning 0ormat that 1ill 0it many o0 the sections in this plan. The 0ormat is not rigid and should 2e adapted to the re;uirements o0 indi&idual Sections as applica2le. The 0our su25sections that comprise the 0ormat are as 0ollo1s> &urrent Situation )learly and concisely present the current situation 1ith any contri2uting history6 and any trends6 cycles6 changes or 0uture de&elopments that are rele&ant -ey .ssues )learly de0ine the most urgent and important issues as they relate to the current situation 0or this Section6 and the o&erall purpose o0 this plan and the company4s Mission. 8ey issues are usually those strengths6 1eaknesses6 opportunities6 threats6 capa2ility gaps and impediments that impact on 2usiness per0ormance Strate)ies to Address t/e -ey .ssues Formulate strategies using the SMAAA$T acronym to address the key issues. SMAAA$T 5 Speci0ic6 Measura2le6 Action5orientated6 Achie&a2le6 A00orda2le6 $ele&ant and Time52ound -ey Performance 0easures and ar)ets -sta2lish key per0ormance measures7indicators6 per0ormance targets and time lines in con3unction 1ith the strategies to assess and impro&e per0ormance

Some Thoughts on Writing this Plan before We Start Continued

Fi!e Tests for a Goo" Strategi Business Plan &ompre/ension

Am . satis0ied that all readers o0 this plan 1ill clearly understand it?

Appropriateness
Am . satis0ied that the strategic72usiness directions proposed are aligned 1ith the company4s constitution?

Sustainabi1ity
Am . satis0ied that the strategic72usiness directions proposed are o0 a nature and ;uality that should ensure the 0uture?

%easibi1ity
Am . satis0ied that> 2 All company implications o0 the strategic72usiness directions proposed ha&e 2een considered thoroughly6 2 .mplementation is possi2le6 and 2 All supporting goals6 o23ecti&es and strategies are realistic6 practically achie&a2le6 a00orda2le and comprehensi&e?

Accountabi1ity
Am . satis0ied that> 2 Management accounta2ility is clearly de0ined6 @ Management is ade;uately resourced and 1ell prepared to implement this plan6 2 -00ecti&e remedial action has 2een planned in the e&ent a management shortcoming occurs 1ith plan implementation?

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The -xecuti&e Summary is the last section 1ritten. .t should 2e restricted to t1o to three pages in length. .n essence the -xecuti&e Summary is a &ery e00ecti&e distillation o0 the o&erall 2usiness plan into a 4hard hitting4 summary o0 key per0ormance initiati&es and per0ormance targets. Typically it 1ould include the 0ollo1ing> The Business ,pportunity

The !roduct The Market Strategy The Management Team !ro0it and )ash !ro3ections .n&estment Aeeds $eturns to .n&estors

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/e Aim of t/is P1an
:hat do 1e 1ish to achie&e 1ith this plan?Bstart6 gro16 consolidate6 do1nsi=e or exit.

$ur 0ission
A 0ission Statement c1ear1y defines t/e primary purpose or reasons for our e(istence+ .t is /eavi1y focused on &ustomer 4a1ue+ .t is a1so vita1 to ac/ievin) or)anisationa1 a1i)nment A mission statement typically pro&ides clear and concise ans1ers to the 0ollo1ing ;uestions> :hat products and ser&ices do 1e deli&er? :here and 1hen do 1e deli&er our products and ser&ices? :hich customer groups are our primary groups? :here are our primary customers :hat tangi2le &alue do our products and ser&ices deli&er to customers? :hat is our competiti&e ad&antage? :hat additional community and en&ironmental 2ene0its do 1e generate?

Ans1ers to the a2o&e ;uestions pro&ide a start5point 0or preparing a statement that clearly positions the company in the minds o0 key stakeholders and customers

&ore $r)anisationa1 &ompetencies

:hich core organisational skills and competencies are &ital to achie&ing our mission

$r)anisationa1 4a1ues
:hat core organisational &alues must 2e im2edded in our organisation to esta2lish a culture capa2le o0 achie&ing our Mission?

8i)/est Priority 7oa1s

Cist up to six o0 your highest priority goals in order o0 priority. These goals are 0ormulated at Section 1'. Section 1' sho1s ho1 to use the SMAAA$T acronym to 1rite clear6 concise action5 oriented goal statements. SMAAA$T /oals 5 are Speci0ic6 Measura2le6 Action5oriented6 Achie&a2le6 A00orda2le6 Time52ound. An example o0 a SMAAA$T /oal> By 30 June 2002 to construct and commission a world-standard roduction and deli!ery facility ca able of roducing two 20 metre road bridges er month for direct installation in to "ustralia#s ublic road system . .n essence strategic goals progressi&ely take the company to its next le&el o0 per0ormance and keep it there.

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Performance $b:ectives
The per0ormance o23ecti&es 2elo16 in com2ination6 0orm a per0ormance scorecard 0or easily tracking the per0ormance impro&ements generated 2y this plan. Section 1' pro&ides the inputs 0or this scorecard. The planning team determines the composition o0 the per0ormance scorecard.

Performance Area
%inancia1 Performance &ustomer and 0ar;et Performance .nterna1 #fficiency and #ffectiveness "on) erm Deve1opment and .nnovation

Performance 0easures

ar)et

ime %rame

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!ro&ide a concise o&er&ie1 o0 the 2usiness. Areas 0or consideration 1hen preparing this section to include> ,1ners7%irectors7Shareholders7Shareholdings A 2rie0 history o0 the 2usiness )orporate and 2usiness cultures Aature o0 the 2usiness and it main acti&ities Cocation )urrent stage in its li0e cycle !ast per0ormance and key achie&ements 8ey 2usiness ad&isors 5 Solicitor6 Banker6 Accountant6 and )onsultants $elationships 1ith key stakeholders )ompetiti&e strengths and 1eaknesses

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)onduct a detailed analysis across each o0 the 0ollo1ing areas to identi0y and ;uanti0y key market

opportunities7gaps6 2arriers to market entry6 threats6 compliance re;uirements6 risks6 per0ormance multipliers6 critical success 0actors etc that must 2e considered 1hen de&eloping high priority product de&elopment6 marketing and 2usiness strategies. All 2udgetary and 0inancial constraints must 2e 0actored in to this planning. 71oba1='ationa1 rends, Deve1opments, &yc1es and &/an)es of 5e1evance 0acro>environment (eg6 political6 economic6 legal6 social7cultural6 demographics6 technologyD .ndustry 0ar;ets, &ustomers and Supp1iers &ompetitors and t/eir Products ?uestions typica11y as;ed durin) t/e ana1ysis 9ou1d inc1ude> 5 :hat are the industry4s economics6 critical success 0actors6 key risks6 competiti&eness6 compliance and standards re;uirements6 emerging trends and key technologies? 5 :ho are the key customers and ma3or competitors in each target markets? 5 :hat are the si=es o0 the target markets? Are they gro1ing? .0 yes6 at 1hat rate? 5 :hat market share does each ma3or competitor hold in your primary markets 5 :hat are the strengths and 1eaknesses o0 ma3or competitors and their products? 5 :hat are the competiti&e price points 0or products in each market? 5 :hat competiti&e ad&antages must your products ha&e to success0ully enter and compete in target markets? Eo1 1ill you di00erentiate your products and add more5customer5&alue than competitors? 5 8ey ;uestions a2out your primary customers> @ Speci0ically 1hat need or pro2lem does your product target? @ :ho 1ill make the decision to purchase your products? @ :hat are their decision criteria? @ :here are the products 2ought? @ Eo1 are the products 2ought? @ :hen are the products 2ought? @ :hy are the products 2ought? 5 Eo1 1ell do you kno1 your primary customers and key competitors? 5 Eo1 strong are your relationships 1ith key customers and key stakeholders. Eo1 do you in&ol&e them in product de&elopment? :hat 0actors 1ill 2e critical to 2uilding strong and enduring 2rands 1ith them? 5 :hat le&els o0 demand 0or your products are realistic across your primary markets? 5 .n order o0 priority 1hat are your primary markets? :hy? 5 Eo1 1ill your primary competitors react 1hen you enter their markets6 no1 and o&er the next t1o years? :hat are you going to do a2out their responses? 5 :hat are the ma3or 2arriers to market entry? 5 :hat are the critical success 0actors 0or each market? 5 :hat key product distri2ution6 product support and customer ser&ice issues must 2e considered? 5 :hich companies and products are likely to 2ecome competitors in the 0uture? 5 :hat ne1 or emerging technologies and su2stitute products are likely to 2ecome threats in the 0uture?

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Based on the 0indings o0 Section Three identi0y your product4s key strengths and 1eaknesses as they relate to key market opportunities and threats. Then de&elop strategies to address each issue (eg6 2uild on strengths and correct 1eaknessesD 0or each product in your product port0olio. :hen preparing this section consider the 0ollo1ing 0rame1ork 0or clustering key issues and related strategies. All 2udgetary and 0inancial constraints must 2e 0actored in to this planning.

Describe your current and near>future products@ </at )ives your products a c1ear competitive advanta)e@ </at are t/e benefits and va1ue provided to customer as opposed to AfeaturesA@ </at are t/e environmenta1 and socia1 impacts and imp1ications@ </at re)u1ations, standards and codes must be comp1ied 9it/@ At 9/at sta)e is eac/ product in its 1ife>cyc1e@ %or e(amp1e: 5 $esearch completed 5 !rototype completed 5 .n5house testing 5 )ustomer testing 5 Market ready 5 First up5grade completed

Also consider conducting the product analysis and planning 0or this section across the 0ollo1ing stages> &urrent Situation -ey Product and 0ar;et .ssues -ey Strate)ies Performance 0easures and ar)ets

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Based on discussions at pre&ious sections de&elop a concise set o0 highly 0ocussed marketing strategies 0or your most attracti&e and highest priority markets. These strategies 1ill guide your market entry6 market de&elopment6 and 2rand 2uilding acti&ities. -sta2lish 2udgets 0or these acti&ities. Set realistic and measura2le per0ormance targets and time lines 0or each market entry7de&elopment strategy. These targets are critical to designing and building business and roduction ca acities aligned with e$ ected mar%et demands on entry& and in to the future .

.n essence marketing strategies in com2ination create the 1ell di00erentiated6 high &alue and compelling proposition to customers that persuades them to purchase 0rom you rather then a competitor. These strategies should 2uild on the competiti&e strengths o0 the company 1hile exploiting the 1eaknesses o0 key competitors. A highly competiti&e6 high5&alue proposition to customers is typically created around the 0ollo1ing dri&ers o0 competiti&e ad&antage> !roduct 2ene0its highly &alued 2y the customer !roduct distri2ution eg6 simple6 speedy and easy customer5access to the product !roduct promotion )ustomer communication6 interaction and 0eed2ack !roduct support 0or the li0e o0 the product )ustomer ser&ice !roduct pricing and purchasing !roduct presentation and packaging !roduct compliance 1ith all rele&ant legislation

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!ro&ide a 2ackground to current acti&ities. Then identi0y key issues (strength6 1eakness6 gaps6 threats and opportunitiesD and de&elop related strategies 0or addressing each key issues. Cink the $F% e00ort to your market research6 product de&elopment and marketing acti&ities discussed in pre&ious sections. All 2udgetary and 0inancial constraints must 2e 0actored in to this planning. Areas to 2e analysed to include> Sources of 5BD 5 )urrent and planned

5 Strategic alliances 0or $F% .nte11ectua1 Property Protection 5 !atents held plus the corporate entity that holds the patents 5 Shared intellectual property and its protection 5 .ntellectual property 2eing used6 2ut not o1ned 5 .ntellectual property protection currently 2eing sort 0or ne1 de&elopments &urrent and p1anned 5BD activities Processes emp1oyed for t/e deve1opment and commercia1isation of ne9 products and tec/no1o)ies

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!ro&ide a 2ackground to current acti&ities. Then identi0y key issues 5 strengths6 1eaknesses6 and gaps in production capacities and capa2ilities 5 as they relate to meeting the marketing re;uirements and targets6 and $F% re;uirements de&eloped in earlier sections. Then de&elop linked strategies 1ith clear targets6 time lines and 2udgets to de&elop and progressi&ely expand production capa2ilities and capacities. All 2udgetary and 0inancial constraints are 0actored in to this planning. 8ey issues are typically identi0ied 0ollo1ing an e&aluation o0 key production and deli&ery per0ormance5dri&ers. Typical areas to 2e addressed during this e&aluation include> 5 !lant design6 location6 si=e and site re;uirements > Access to key manu0acturing technologies 5 !roduction capacity and capa2ility re;uirements

5 )riteria 0or selecting contractors and suppliers 5 .n5house &ersus out5sourcing o0 manu0acturing re;uirements 5 The manu0acturing and production standards6 codes6 regulations and ,EFS re;uirements that must 2e complied 1ith 5 -;uipment needs 5 .n&entory management 5 Manu0acturing processes 5 con0igurations and technologies 5 !roduct and production costings 5 !urchasing systems 5 Guality control systems 5 Manu0acturing resources planning 5 Material re;uirements planning 5 :arehousing 5 Scheduling and dispatch 5 Material supplies and in&entory 5 )ritical7key inputs to all manu0acturing and production processes 5 $isk management 5 8ey sta00ing and skills re;uirements 5 )lear linkages to6 and 0eed2ack loops 1ith the company4s marketing6 product de&elopment6 and $F% 0unctions 5 :ork systems and teams 0or sta00 5 %esigning6 testing and impro&ing all production and deli&ery systems to meet market demands and expected gro1th 5 8ey per0ormance measures and targets 0or controlling and impro&ing all production and deli&ery systems to increase production e00iciencies and e00ecti&eness. 5 Benchmarking and 2est5practice

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SUPP"6 &8A.'S
!ro&ide a 2ackground to current acti&ities and list all key suppliers. Then identi0y key issues 5 strengths6 1eaknesses6 and gaps in supply chain capacities and capa2ilities 5 as they relate to meeting the production and deli&ery re;uirements and targets de&eloped at Section Se&en. Then de&elop linked strategies 1ith clear targets6 time lines and 2udgets to de&elop and progressi&ely impro&e supply chain capa2ilities and capacities. All 2udgetary and 0inancial constraints must 2e 0actored in to this planning. Supply chains assessments to include out5sourcing. For example any $F% that is out5sourced should 2e included in this assessment. )onduct the analysis and planning 0or this section across the 0ollo1ing stages> &urrent Situation -ey Supp1y &/ain .ssues

-ey Strate)ies Performance 0easures and ar)ets

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Based on the plans7strategies de&eloped and per0ormance targets esta2lished in sections ,ne to -ight identi0y key issues 5 strengths6 1eaknesses and gaps 5 1ithin the 2usiness systems and processes that dri&e 2usiness per0ormance. Then de&elop strategies to address these issues. !er0ormance re&ie1s to impro&e internal 2usiness systems and processes typically include an assessment o0 the 0ollo1ing per0ormance areas> ?ua1ity 0ana)ement (e), .S$ C00* > ?ua1ity Standard, AS D2EC > &omp1aints 8and1in) Standard) 5is; 0ana)ement (e), AS='FS, 5is; 0ana)ement Standard) 5e)u1atory &omp1iance (e), AS ,G0E, &omp1iance Pro)ram Standard) .nformation 0ana)ement and Security (e), Security Standard AS='FS .S$=.#& *HHCC:2000) %inancia1 mana)ement 0ana)in) t/e environmenta1 and socia1 impacts of business operations Performance improvement across t/e business, to inc1ude performance indicators and tar)ets

%uture p1annin) and on)oin) innovation (e), ne9 product deve1opment B process innovation) #mp1oyee performance and mora1e Sta;e/o1der re1ations/ips !oard and mana)ement performance

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%escri2e the current situation and list those key stakeholders that currently contri2ute to 2usiness per0ormance. .denti0y key issues 5 strengths6 1eaknesses and gaps 5 that relate to impro&ing stakeholder relationships and alliances. Then de&elop strategies to address each key issue. Stakeholder groups typically include customers6 suppliers o0 good and ser&ices6 employees6 regulators6 the en&ironment6 community6 go&ernment departments and in&estors. Guestions asked during the stakeholder analysis include> Are all o0 our key stakeholders clearly identi0ied? :ho 1ill 2ecome key stakeholders in the near 0uture? Are their expectations and re;uirements clearly understood? Are they regularly consulted? Are they kept updated6 and in&ol&ed in those 2usiness decisions that 1ill a00ect them?

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Section Se&en pro&ides clear production and deli&ery pro3ections and targets 0or the company. )urrent organisational structures and human resource capa2ilities 1ill most likely re;uire impro&ement to meet these increasing 2usiness demands. )onduct an analysis o0 the current situation and gro1th pro3ections 0or the company to identi0y the key organisational and human resource issues that must 2e addressed i0 these gro1th pro3ections are to 2e realised. Then de&elop strategies 1ith key per0ormance measures and targets to address these key issues. Areas to 2e addressed typically include> ,rganisational )hart 5 sho1 current structures and 0uture structures The Management team 1ith 2rie0 resumes 5 sho1 the situation no1 and in to the 0uture Sta00ing re;uirements 5 no1 and in to the 0uture Ho2 descriptions and 1ork design 0or management and sta00 5 no1 and in to the 0uture Euman per0ormance standards6 measurement and 0eed2ack 5 no1 and into the 0uture Management and sta00 training and de&elopment 5 no1 and in to the 0uture

$ecruitment and induction 5 no1 and in to the 0uture -ncouraging inno&ation across the company !ro&iding leadership and 2uilding morale Training needs analysis 5 no1 and in to the 0uture ,ccupational health and sa0ety .ndustrial relations :ages and on5costs ,ther rele&ant human resource issues

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)onduct the analysis and planning 0or this section across the 0ollo1ing stages> &urrent Situation -ey #nvironmenta1 and Socia1 .ssues -ey Strate)ies Performance 0easures and ar)ets

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5is; 0ana)ement -sta2lish key risks to the o&erall 2usiness and its per0ormance 2y identi0ying high priority risks 1ithin each per0ormance area represented 2y the sections o0 this plan. Guanti0y these risks 2y assessing the gra&ity o0 their impacts on the 2usiness should they 2e realised6 and determining the pro2a2ility that they 1ill 2e realised. Follo1ing ;uanti0ication o0 the risks esta2lish an order o0 priority 0or their control. Then de&elop risk management strategies 5 1ith per0ormance measures6 targets and time lines 5 that address the highest priority risks. The Australian $isk Management Standard AS7AIS 3#+ pro&ides a good 0rame1ork 0or conducting risk management acti&ities 1ithin this su25section 5e)u1atory &omp1iance )onduct an audit o0 regulatory compliance re;uirements across each area o0 the 2usiness as represented 2y the sections o0 this plan. %e&elop strategies to address regulatory gaps and 1eaknesses. Australian )ompliance !rograms Standard AS 3(+# pro&ides a good 0rame1ork 0or de&eloping an e00ecti&e compliance management system. A regulatory compliance audit 1ould typically em2race> )orporate go&ernance Taxation Superannuation -mploying sta00

Eealth and sa0ety Trade !ractices .ntellectual !roperty $ights -n&ironmental .ssues The !ri&acy Act

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Areas to 2e addressed 2y this section typically 1ould include>

&orporate Structures &ompany &onstitution !oard of Directors > SiIe and &omposition Duties and 5esponsibi1ities of t/e !oard !oard Performance Advisors to t/e !oard S/are/o1der A)reements

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%.'A'&.A"S
Based on the strategies and plans 0ormulated6 costings calculated6 and sales pro3ected de&elop a set o0 0inancials 0or the duration o0 the plan. These 0inancials should include cash 0lo1s6 pro0it and loss6 2alance sheets6 in&estment re;uirements6 and key 0inancial per0ormance indicators and related per0ormance targets.

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APP".&A .$' $% .'4#S 0#' %U'DS
This section should 2e linked to all prior planning and at minimum address the 0ollo1ing> </at 9i11 be t/e tota1 investment reJuirement across t/e duration of t/is p1an > 9/en and /o9 muc/@ </ic/ investors 9i11 be invo1vedK /o9 muc/ 9i11 t/ey provide and 9/en 9i11 t/ey provide it@ 8o9 9i11 t/e funds be used at eac/ round of investment@ </at 9i11 t/e capita1 structure and o9ners/ip be after eac/ round of investment@

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S 5A #7.& A& .$' P"A' Primary 7oa1s, $b:ectives and Strate)ies
The Aim o0 this section is to integrate all strategies de&eloped across pre&ious sections into a cohesi&e and 2alanced plan o0 highly 0ocussed action that 1ill achie&e the o&erarching purpose o0 this Strategic Business !lan. FirstlyB..Eigh5priority6 clear6 action5orientated6 time52ound and practica2ly achie&a2le goals are 0ormulated around clusters o0 4like4 strategies de&eloped across the pre&ious sections. /oals mark a clear and 1ell5marked path1ay 0or achie&ing the aim o0 this plan. To ensure the plan has a sharp 0ocus the num2er o0 key goals should 2e restricted to six or less 1hen e&er possi2le. A clear time 0rame and per0ormance target should 2e integrated in to each goal statement. An example o0 a goal statement> By 30 June 2002 to construct and commission a world-standard roduction and deli!ery facility ca able of roducing two 20 metre road bridges er month for direct installation in to "ustralia#s ublic road system. A0ter each goal has 2een clearly 0ormulated de&elop a set o0 supporting o23ecti&es and strategies. ,23ecti&es de0ine the 2est path1ay 0or achie&ing each goal. Strategies de0ine the path1ay 0or achie&ing each o23ecti&e. ,23ecti&es and strategies are also 1ritten using the SMAAA$T acronym 5 Speci0ic6 Measura2le6 Action5orientated6 A00orda2le6 Achie&a2le6 and Time52ound. The 0inal step in de&eloping an interacting hierarchy7net1ork o0 0ocussed action is the Task plan. This plan allocates people and resources to completing those tasks re;uired 0or achie&ing each strategy. <ital 2udget and resource considerations are integrated in to the o&erall planning process to ensure all planned actions are affordable. The interacting hierarchy7net1ork o0 action 0or achie&ing the aim o0 the plan is illustrated 2elo1. The hierarchy7net1ork o0 0ocussed action is not a rigid structure and6 1here possi2le6 should 2e adapted to the each situation to ensure it pro&ides 0ast6 e00ecti&e and relati&ely simple action path1ays 0or deli&ering results of significance.

-ey Strate)ic 7oa1 $b:ectives to achie&e the strategic goal Strate)ies to achie&e each o23ecti&e as; P1ans to achie&e each strategy

P1an .mp1ementation
Typically management in consultation 1ith sta00 and key stakeholders implements each /oal and its supporting o23ecti&es6 strategies and action7task plans. Balanced teams can 2e e00ecti&ely employed to implement strategies and supporting action7task plans.

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P"A' .0P5$4#0#' Performance 0easurement
The plan4s per0ormance should 2e assessed against its e00ecti&eness in achie&ing its high priority goals and per0ormance targets.

P1an 5evie9 and Up Date

To ensure the plan continues to pro&ide a sharp 0ocus and remain responsi&e to change it should 2e 0ormally re&ie1ed and updated e&ery six months6 at the achie&ement o0 a Strategic /oal and at any other time deemed necessary. .mplementation o0 this plan is to 2e a 0ixed agenda item at meetings o0 the Board o0 %irectors.