• Provide a brief overview of the strategic performance measures
• Provide a brief overview of the assessment tools/techniques
• Provide a detailed breakdown of trends and the issues that the organisation is currently facing

Strategic Plan Overview.docx (see below for its content)

Mission statement: 'Helping businesses to help themselves.'

Vision statement: 'To become Australia's largest business advocate.'

Core values

Our commitment is to:

• Implement innovation and excellence
• Provide ways to help customer grow so they are successful
• Empower and inspire our customers
• Behave honesty with respect for all individuals
• Act professionally with our customers, and each other
• Continually pursue new knowledge and share this openly with others

Strategic plan 20XX

Strategic objectives for this year include:

• Acquiring five new clients per month
• Maintain 90% retention rate of our existing customers
• Grow our business financially by 25%
• Implement three new services for our clients
• Grow our workforce to support new services and expected growth

Operational Performance Data.docx (see below for its content)

Strategic goal performance measures

Business data is gathered every quarter and reported to Managing Director for review. The first two quarter's results of strategic goals performance are provided below:

Performance measurement
Goal	1st Quarter	2nd Quarter
Acquire 5 new clients per month	2 new clients per month	2 new clients per month
Maintain 90% customer retention rate	80% retention rate	75% retention rate
Grow business by 25%	Financial growth of 5%	Financial growth of 15%
Implement three new services	No new services implemented	No new services implemented
Grow workforce to 32 employees	Workforce numbers stable at 29	Workforce numbers increased to 30

Service delivery issues

• An average of five client complaints are received each month.
  • Complaints generally relate to the following themes:
  • Customer service staff are unable to provide adequate service advice
  • Customer service staff are not friendly at times
  • Lengthy wait times on the telephone to discuss services or chase up appointment scheduling
  • Differences between appointment stated and actual appointment time staff member is turning up on
• There also appears to be some further issues relating to the time in responding to complaints and identifying and implementing procedures to address issues identified through complaints.

Staff turnover analysis

For the previous year:

• At the start of the year there were 27 employees
• At the end of the year there were 29 employees
• Two new roles at the organisation were created
• There were two employees that left throughout the the year

Annual staff turnover ratio: 2 / 29 * 100 = 6.89%

Reasons for leaving for the 2 employees were given as follows:

• Moved interstate.
• Left to raise family

For the current year:

• At the start of the year there were 29 employees
• At the end of the year there were 29 employees
• There were six employees that left throughout the the year

Annual staff turnover ratio: 6 / 29 * 100 = 20.69%

Reasons for leaving for the 6 employees were given as follows:

• Low pay - got a higher paying job at a competitor
• High workload expectations - feeling overwhelmed and stressed
• Feeling undervalued and not being listened to by management
• Job did not meet expectations
• Growth opportunities not available
• Moved with family overseas.