Answer the questions in the attachment for an egg layer farming business with the following strategic objectives:

Maintain a successful egg production business;

Ensure sustainable production and the availability of quality eggs at an affordable price;

To produce a worthwhile return on investment that will entice current investors and lure future investors

Derive priorities for strategic change;

The impact of strategic change on the workforce;

How progress will be measured and the strategic objectives reviewed;

How the strategy will be communicated to stakeholders;

3 Year Action Plan towards achieving the objectives;

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Section Title Content Checklist Priorities for The main areas where What gaps have been identified in the current situation strategic change is needed to that must be filled (including stakeholder involvement, change enable us to achieve our information, etc)? strategic objectives. What options have been considered for strategic change and on what basis have the decisions been made on which to progress? Strategic change will involve changes to the existing key processes identified above (and if these are not well understood then the starting point will be work to identify and define them), or developing new processes to deliver a specific outcome Process change should aim to deliver agreed, improved outcomes and should involve all relevant stakeholders (both internal and external) Changing existing key processes or developing new ones may involve changes in any or all of: The workforce (eg staffing numbers and/or roles, training, public involvement, communications) The partnerships the firm has with other organisations How resources are used (including information, technology, equipment) The funding available and/or how this is deployed Firm's policy and/or other strategies which affect XYZ What is the timescale for each of the changes above? (In outline, ie in which year of the strategy will work take place?) Who will lead on each change area? How do we expect the key performance outcomes and operational indicators to change each year as changes are made? Note: this section should not include detailed actions to achieve each of the changes identified. The strategy should set out a broad 'agenda for change', rather than the detail of how it will be delivered. However, in many cases a new strategy will be accompanied by an action plan for Year 1.Section Title Content Checklist Workforce The impact of the What will be the overall impact of the strategy on issues strategic changes on workforce, eg: the XYZ workforce What skills are required and can how these be provided (eg which professional(s) can best provide these?) What training is needed to achieve the strategy and how will this be addressed? What are the workforce issues and how will these be addressed? What work is required with other stakeholders and how will this be done? Evaluation, How progress will be Plan for how stakeholder groups will be involved in learning and measured, and the on-going evaluation and review of the strategy review strategic objectives throughout its life. reviewed, with Arrangements for measuring performance over the stakeholders' lifetime of the strategy, and reviewing the strategic involvement objectives. Arrangements for developing action plans to maintain progress against the key performance results and/or take corrective action where performance is below expected levels Arrangements for gathering and using innovation and learning (internal and external) to inform the strategy Communication How this strategy will Plan for communicating the content of the strategy, and on- plan be communicated to all going progress, to all stakeholder groups (taking into account stakeholders differing needs, expectations or levels of involvement) Contact Who is the contact person for queries, suggestions or information comments? Is there a deadline for comments on this document? (eg, if it is a draft for consultation) Glossary ReferencesSection Title Content Checklist Appendix Year 1 Action to be taken in year 1 . Detailed plans for actions to be implemented in year 1 to A action plan towards the achievement achieve the planned changes in key performance results of the strategic objectives or operational indicators This should show, for each action point: The resource implications (staffing, information, physical resources, technology, finance) Who is responsible for delivering each action point When it will be completed . Which key performance result(s) it is targeted at Year 2/3 Future years' action plans will be developed as a result of: action plans . Analysing key performance results and operational indicators, and setting appropriate targets for these in the year to come Assessing changes in the external environment affecting XYZ Analysing innovation and learning relevant to XYZ Reviewing how this strategy fits with the firm's overall direction (Adapted from Northumberland Care Trust, 2013)