5. Operationalisation of goals

Operationalisation breaks down goals into specific activities that need to be undertaken to achieve that goal, while indicators provide concrete, measurable signs of success. Once activities are defined, it is easier to determine responsibilities for their implementation (who is in charge of which activity and within what timeframe). Without clear activities and responsibilities, strategic goals can remain at the level of plans without actual implementation.

Table 3. Template for the operationalisation of goals

Activity Plan

Strategic goal code and name	Implementation activity	Monitoring mechanisms / KPI	KPI target value	Deadline for one-time activities Measurement frequency	Responsible person	Activity leader	Required resources
GOAL 1

Operationalisation of strategic goals should be carried out following these steps:

1. determining activities to achieve the strategic goal;
2. determining monitoring mechanisms for the level of goal achievement (key performance indicators, KPIs);
3. setting deadlines within which activities are to be carried out;
4. determining the responsible person and the activity leader for achieving each goal;
5. allocating or forecasting resources needed to achieve the activities.

Table 4. Example of goal operationalisation

Activity Plan

Strategic goal code and name	Implementation activity	Monitoring mechanisms / KPI	KPI target value	Deadline for one-time activities Measurement frequency	Responsible person	Activity holder	Required resources
GOAL 1 Establish and ensure the operability of the Student Counselling Centre by the end of the academic year 2026/2027	Form a working group for the establishment of a counselling centre. Develop a detailed work plan proposal for the counselling centre. Hire counselling centre staff and, if necessary, conduct staff training. Equip the counselling centre premises. Promote counselling services to students.	Date of working group formation. Date of submission and approval of the counselling centre work plan. Number of employed and trained counsellors. Number of equipped rooms. Number of students who used counselling services (after ensuring operability).	Working group formed. Work plan developed and approved. Three employed counsellors. Three additionally trained counsellors. Two fully equipped rooms. Minimum of 50 students who used counselling services by the end of the academic year 2027/2028 (measured annually).	30 September 2026 (for working group formation and work plan development). 31 December 2026 (for staff training and space equipping). Monthly monitoring of activity progress. Annual measurement of the number of users after launch.	Vice-Rector for Students / Higher Education Institution Management	Working group for the establishment of the counselling centre	Human resources (working group, counsellors), financial resources (for training, equipping), space.

Conclusion

As we have seen, strategic planning provides a structured approach to creating guidelines for ensuring the well-being of our academic community. By defining strategic areas, clear goals, concrete activities, and measurable indicators, we lay the foundations for the systematic improvement of the quality of life of our employees and students. In addition to goals, we determine activities, deadlines, responsibilities, and assign resources to them. Also, we monitor and measure the set indicators, and in this way, the goals are achieved.

This process represents a continuous cycle of planning, implementation, monitoring, and evaluation that will enable us to adapt to the needs of our academic community and work on creating a better and more supportive environment.

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