2 purpose of the lecture quick review of -strategic planning definitions, -methods and planning...

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Purpose of the Purpose of the LectureLecture

Quick review of - Strategic Planning Definitions,

- Methods and Planning Templates, Techniques and Tools

- Logical Sequence Planning

To provide participants a ‘tool kit’ of planning

To demonstrate value of application of planning methods & tools in- Preparing the Institutional Development Plans (Corporate

Plan),

- Preparing Plans for specific sectors/sub-sectors (e.g. Postgraduate Research and Training)

- Preparing Project Proposals for Grants funded by External Agencies (e.g. WB-IRQUE, WB-HETC)

- Preparing plan for Self-Improvement and Career Advancement

- Etc.

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Strategic PlanningStrategic Planning

Contents are organized into 4 parts delivered in two Lectures

Lecture 6A: Part I: Introduction

Part II: Definitions

Part III: Logical Sequence of Strategic Planning

Lecture 6B:Part IV: Methods, Tools & Techniques of Strategic Planning

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Lecture 6A:

Part I: Introduction

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Henry Mintzberg:”The Rise and Fall of Strategic Planning”.

Planning is an activity to:

Envisage and formulate the desirable future in conjunction with the feasibility, the possibility, and the probability for achieving them.

Planning

…………is future thinking ………..is controlling the future …………is decision making ………..is integrated decision making

…………is a formalized procedure to produce an articulate result, in the form of an integrated system of decisions

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Every organization must have target oriented plans for its sustenance and progression

Plans serve as guides/road maps of the organization over the next few years (5 to 10 years) on different aspects; examples

– Overall Institutional Development - Master Plan/Corporate Plan

– Sub-Sectors -Thematic Development/Sectoral Development Plan

The process of developing the guide/road map is called strategic planning

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Strategic planning is a tool for organizing the present on the basis of the projections of the desired future. Basically the process addresses the following questions;

– Where are we?

– What do we have to work with?

– Where do we want to be?

– How do we get there?

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Why planning is Why planning is important ?important ?

It is also the first and indispensable step in developing

Results-based Accountability System (RBA) &

Managing Public Sector Institutions for Development Results (MfDR)

• In spite of Govt. directives, RBA and MfDR are not yet in place in Sri Lankan Universities

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Hence, most public sector institutions, particularly Universities are managed adopting

“business as usual” approach,

a mind set to achieve the target of “less audit quarries, less problems, hence work” and

“lets wait and see’’ approach to react only when problems arise, and hence usually adopting “fire fighting” approach to resolve problems.

Blame Govt. and UGC for all “ills” and seek more funds for solving problems, implying “lack of funds” as the cause of the inefficiency, low productivity and poor governance

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However, the complacency of public sector institutions is being challenged and public sector institutions are urged to develop Results-based Accountability System (RBA) to ensure the institutions are Managed for Development Results (MfDR)

The key elements of (RBA) /MfDR are

– Planning

– Implementation and

– Rigorous monitoring,

– Reviewing and

– Planning again for the future on the basis of the past experience and environmental forces and opportunities that exist, in order to remain competitive and to gain comparative advantage and consolidate, and sustain

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Planning is done for many purposes and hence several types of plans

1. University Master Plan

2. University Corporate Plan

3. Development Plans for University Sub-units (e.g. Institute, Faculty, Centers etc; often referred as Corporate Plans)

4. Development Plans for sub-sectors (e.g. HRD Plan, R&D plan, ICT Development Plan etc.)

5. Project Proposals for Externally funded Projects (e.g. WB-IRQUE-QEF, WB-HETC-UDG etc.)

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Several Types of University Plans

1. University Master Plan It refers to long-range development and expansion plan of a university in terms of several key aspects of the organization and it primarily concentrates on capital budging.

Examples :

Projected enrolment and staffing levels over the years,

Initial, current and future academic programmes,

Current space and future requirements,

Types of Training Programmes (eg. professional or liberal arts),

Resource base – land, buildings, endowments etc.,

Health, safety, welfare and accessibility issues, Etc.

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1.University Master Plan ….. Contd.Usually done at the beginning by the planners of the university and the government allocates funds annually on the basis of master plan activities

e.g. Master Plan for University of Ceylon, prepared by Sir Ivor Jennings in 1942

This differs from Corporate plans as Corporate Plans are considered as revolving plans with 3-5 year cycles


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2. University Corporate Plan Corporate Planning for Universities is guided by Government Policy and Development Framework, which is conveyed by the M/HE and UGC on regular basis

Corporate Plan refers to operational plans with 3-5 year cycles which includes long-range elements (Mater Plan elements) as well as strategic elements which have bearing on key performance indicators (these are referred as Strategic Issues)

efficiency and productivity,

governance and management,

relevance and quality of UG and PG programmes,

social and ethnic harmony,

sustainability,

etc.


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2. University Corporate Plan … contd.

Corporate planning begins by identifying university vision, mission and goals and moves on to a series of analyses, including

– analysis of external and internal factors

– gaps, &

– bench marks,

which provide a context and scope (i.e. project planning matrix ) for developing and identifying organization’s strategic issues .


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2. University Corporate Plan … contd.

Once the organization defines its planning scope, strategic issues, and planning matrix, it moves on to analyze current status that will reveal gaps, problems and root causes of problems.

Finally, based on situation analysis report, 3-5 year operational plan is prepared on the basis of agreed University Development Policy Framework that includes goals, objectives, strategies and activity plans and performance indicators.


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3. Development Plans for University Sub-units. They are often referred as Corporate Plans of respective units.

e.g.

Institutes,

Faculties

Centers,

Etc.

often referred as Corporate Plans of Units

These plans are developed on the basis of University Development Policy Framework and It is done as a part of strategic planning process leading to development of University Corporate Plan


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4. Development Plans sub-sectors/specific themes as dictated by the University Corporate Plan.

e.g.

Human Resources Development Plan,

Research and Development Plan,

Information Communication Technology Development Plan,

Quality Assurance and Accreditation Road Plan, etc.

This is done during the process of implantation of the University Corporate Plan


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5. Project Proposals for Externally funded Projects

(e.g. WB-IRQUE-QEF, WB-HETC-UDG, etc.)

(usually for project funded activities on specific themes defined by the funding agency)

Research and Development Project Plan (eg.SiDA,CIDA,EU…funded projects)

Human Resources Development Project Plan (eg. ADB-Manpower Development Project)

Quality Improvement Project Plans (eg. WB-IRQUE-QEF/IGB, WB-HETC-UDG/QIG , etc.)

Etc.


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Strategic Planning - Strategic Planning - IntroductionIntroduction

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Strategic Planning

Planning for public sector institutions

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Planning for Public Sector Planning for Public Sector InstitutionsInstitutions

Strategic planning is a cyclic and dynamic process (refers here to Institutional Development Plan - Corporate Plan)

Planning – programming, identification and formulation

Implementation and progress monitoring on annual basis

Reviewing and revising periodically

(say every 2-3 years), and

Updating – every 4-5 years as necessary, depending on internal and external driving and opposing factors

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Planning for Public Sector - Guided by several determinants

1. Policy of the Government, conveyed to universities through

2. Sectoral Development Framework prepared by the line ministry

(for university sector - Ministry of Higher Education and University Grants Commission) and

3. Institution Mandate and Vision, Mission and Goals

Planning for Public Sector Planning for Public Sector InstitutionsInstitutions

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Planning for Planning for UniversitiesUniversities

Therefore, the first step in developing University Corporate Plan is the development of University Development Policy Framework (UDPF).

When preparing/updating the University Development Policy Framework (UDPF), the institution must consider its determinants Policy of the Government

Higher Education Development Framework prepared by M/HE and UGC

Institution Mandate and specific Vision, Mission and Goals

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Planning for university proceeds through 3 successive stages

1. Development of UDPF

2. Development of Units Action Plans - on the basis of UDPF, Central Administration,

Campuses,

Institutes,

Faculties and Centers

3. Formulation of University Corporate Plan – a composite plan incorporating the Action Plans of Central Administration, Campuses, Institutes, Faculties and Centers


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Therefore, corporate planning in universities involves iterative," top down” and “bottom up” approach,

In summary, Firstly, Vice Chancellor and the Council developing University Development Policy Framework (UDPF)

Secondly, the central administration, campuses, faculties, institutes and centers developing theirunit action or development plans on the basis of UDPF

Finally, compiling and preparing Composite Corporate Plan of the University.


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Model Format of a Corporate PlanPart I: University Development Policy Framework (UDPF)

Mandate and Strategic Position Vision and MissionGoalsSituation Analysis or Environmental Scanning Report Objectives and Activities

Part II: Unit Plans – i.e. Action/Development Plans of Central Administration, Campuses, Faculties, etc.

Vision & Mission (unit)Goals (unit goals developed in line with UDPF) Situation Analysis or Environmental Scanning Report (Situation Analysis specific to the unit)Objectives, Strategies and ActivitiesWith brief summaries of Activity Plans


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Strategic Planning - Strategic Planning - IntroductionIntroduction

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Lecture 6A

Part II: Definitions

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Strategic Planning: Strategic Planning: DefinitionsDefinitions

Strategic Plan/Corporate Plan/Master Plan

Plan of action agreed upon by stake-holders of an institution, company or division or unit to perform its mandatory function as sated in its mission and to achieve its vision in conformity with the national policy and programmes and regulations

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Vision – It sets out the reason for organization's existence and the ideal state that the organization aims to achieve in conformity with its mandate or core business.

Mission – It is broad, comprehensive statement of the purpose or programme of the institution (or mandate of the institution) and major goals and performance objectives


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Goal (s) – It is the long range condition of well-being of the institution or the intended future direction of the institution

Objective (s) - Description of the aims of activity or activities or project in order to achieve the desired state or future direction. Objectives must be Specific, Measurable, Achievable & Realistic and Time-framed (SMART).


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Benchmarking

– Measuring and comparing the university's operation, practices, and performance against others is useful for identifying “best” practices.

– Through an on going systematic benchmarking, university could find a reference point for setting their own goals and objectives and targets

Benchmarks – target level of performance expressed in measurable terms and specified

time-frames.


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Strategic Issues –

Fundamental issues that an institution identifies (in consistent with it vision and mission and through analysis

of internal and external factors) as of critical importance for its existence and sustenance


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Strategic Issues …. Contd.

Example for a model University Student intake compared demand and Preference Given by higher performers (Access and Demand)

Standards of teaching and training programmes (Quality)

Compatibility of undergraduate training and intended learning outcomes with market needs (Relevance)

Teaching and learning facilities and academic and student support services and social and ethnic harmony (Academic Atmosphere and Social Harmony)

Level and quality of graduate and postgraduate output and quantity and quality of research and development output (Efficiency and Productivity)

Standard and efficiency of administrative and financial management (Governance and Management)

Income and Expenditure and income generation (Sustainability), Etc,


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Situation Analysis - refers to analysis of current status of the organization and analyzing internal and external environment and factors that influence its existence and performance, progress and sustainability

Situation Analysis is also referred as self-evaluation and it forms an indispensable step in planning.


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Situation analysis (… contd)

Situation analysis encompasses 5 complementary, and mutually exclusive steps and activities.

I. Self-Evaluation - Normative assessment of performance of an institution based on hard data, collected, collated and analyzed using effective tools according to a prescribed format

II. PEST Analysis – Assessment of Political. Social, Economic & Technological Trends that influence the overall vision, mission, goals, objectives & activities of an institution


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III. SWOT Analysis – Assessment of internal (strengths and weakness) & external factors (opportunities and threats) that influence performance & outputs of an institution

IV. GAP Analysis - Assessment of gaps between the present status and future status agreed upon

V. Root-cause Analysis –Identification of root causes of problems and views of stakeholders on alternative solutions and feasible and possible activities.


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Situation analysis hence, identifies

strategic issues,

gaps to be bridged or filled

Goals and problems

root causes of problems, and

to some extent ideas about alternative solutions.

Therefore, Situation Analysis forms the Framework for Development Planning (FDP)

The Report Coming out of Self-Evaluation is referred to as Self-evaluation Report (SER)


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Development Plan Formulation

It proceeds from Situation Analysis and refers to formulation of most appropriate and cost effective strategies and accompanying activities that have bearing on

Key strategic issues

Gaps identified and goals to be achieved

Problems identified,

in order to perform its mission and realize its vision.


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Development Plan Formulation …. Contd.

Therefore, it involves 4 steps

Identification of gaps to be filled and goals,

Root causes of identify identified problems,

Factors that have restraining and aggravating influences on goals/problems, and

Developing Activity Plans to achieve goals and/or resolve problems


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Development Plan Formulation ..… contd.

There are 3 invaluable tools that could be used at this stage

GAP Analysis

Root Cause Analysis

Force-field Analysis


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Development Plan Formulation ….. Contd.

Once the activities are selected or chosen,details of each selected activity are developed according to prescribed format that will ensure smooth implementation and progress monitoring.

– Background & Rationale

– Objectives

– Mechanism and Design and details of activities and sub-activities

– Implementation schedule

– Resources required

– Performance indicators

– Sustainability

– Person-in-charge


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Development Plan Formulation (…contd)

At this stage, if one wishes, Log Framework Template to map out the details of the chosen activities could be used

Note - It is not covered in this lecture


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Activity – Specific tasks to be undertaken in order to obtain results or to achieve the objectives

Investment-based activities- e.g. Improve laboratory infrastructure

Outcome-based activities – e.g. Improve analytical and practical skills of undergraduates for which improvement of laboratory infra-structure is an essential investment


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Activity …. Contd.

For most development agencies, the current norm is to promote planning outcome-based activities (e.g. WB-IRQUE and WB-HETC) – that is to provide investment to support activities which are aimed at achieving a desired outcome or output.


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Investment – Inputs needed to support & help to implement the activities

Activity Schedule – a graphic representation similar to a bar chart, listing the activities & sub activities, funds allocated, listing persons responsible for implementation of the activity, setting out the timing, sequence and duration of project activities (e.g. Gantt Chart).

Gantt Chart – format that allows to summarize the project framework and activities into a single sheet or screen and also which helps record the progress of the project as it progresses.


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Performance monitoring - Refers to evaluation of level of achievement or success of the activity or project carried out against performance indicators or benchmarks agreed upon or defined at the onset or the commencement of activity or programme.

Performance indicators – measurable or quantifiable indicator variables – pre-project, mid-term and end-project

Benchmarks – target level of performance expressed in measurable terms and specified timed-frames.


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Strategic Planning -Strategic Planning - Logical Logical Sequence of Planning Sequence of Planning

Process Process

Lecture 6A:

Part III: Logical Sequence of Planning Process

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Evaluation Identification

Project Planning Project Planning CycleCycle

Programming

Implementation Formulation

Financing

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Steps in PlanningSteps in Planning

Stages of Project Cycle

I. Programming- Strategic positioning, vision and mission of the Institution

- Situation Analysis or Environmental Scanning (i.e. assessment of internal & external, sectoral, social, economic & technical factors and trends)

II. Identification- Problem and goal analysis – PEST, SWOT, and GAP analyses,

- Identifying alternative solutions to attain goals and/or to resolve problems – Root Cause Analysis to identify roots of the identified problems and Force-field Analysis to identify driving and restraining forces of problems and goal accomplishments

- Expected Outcomes & Beneficiaries

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Stages of Project Cycle …. Contd.

III. Formulation

- Preparation of Project Development Framework (PDF) or Project Planning Framework (PPF) and

- Development of selected solutions into activities, operational project plans & time schedules (Project Work Breakdown Structure – WBS)


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Stages of Project Cycle ….. Contd.

IV.Financing and implementation– If donor funded, reaching an agreement between donor & recipient, or– If funded by consolidated funds, seek Treasury and Cabinet of Ministers’

approval for implementation, and– Implementation of Project activities

V. Evaluation– Mid-term – evaluate against mid-term performance indicators and revise

the implementation plan if necessary– Terminal – evaluate against terminal performance indicators


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Henry Mintzberg:”The Rise and Fall of Strategic Planning”.

Planning is an activity to:

Envisage and formulate the desirable future in conjunction with the feasibility, the possibility, and the probability for achieving them.

Planning

…………is future thinking

………..is controlling the future

…………is decision making

………..is integrated decision making

…………is a formalized procedure to produce an articulate result, in the form of an integrated system of decisions

56

PlanningPlanning(I. Programming Phase)

What should be ourFuture Situation ?

What is ourCurrent Situation ?

Visionbased on

Self Evaluation

How do I get there?

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Normative Bodies

StrategicStrategicPlanningPlanning

Institutional objective:A specific description of condition to be achieved through the implementation of activities within the framework of the mission

Planning objective:A specific description of what to achieve or problem to solve (with its (measurable) achievement criteria) through implementing activities

Mission :Describe the main activities to be undertaken for achieving the Vision

In general the mission statement consists of :

The very reasons for its existence. (why you are here?)

Them main problems to be resolved. (what to do?)

The philosophy, norms, values, and the corporate culture underlining the institutional activities. (how to achieve?)

Vision :The expected condition of an institution which is collectively shared and defined to be achieved by carrying out its mission

Mandate :The authority, obligation and responsibility prescribed for an organization in an agreement with its stakeholders.

ObjectivesMission

VisionMandate

StrategicIssues

ResourcesHumanFinancialPhysicalInformationFlow of Cooperation

OrganizationalCulture

Process &Services

Output &Outcome

Internal Environment

EvaluationAnalysis

Interpretation

TrendIdeologyPoliticsCultureScienceEducation System

Stake-holdersStudentsAcademic StaffUsersGovernment

Job MarketIndustryCommunityGovernmentOthers

External Environment (Local, National, Global)

Opportunity& Threat

SRILANKA

Strength &Weaknesses

Issues that are of critical importance to the existence, condition and performance of an organization

If not addressed, the organization performance will be deteriorated even jeopardize its existence

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Objects of Self Evaluation

Objectives

Efficiency Productivity

EffectivityMinimum NecessaryRequirement

Input

- Resources- Relation with the environment

Process

Utilization ofResource to

Achieve Target

Output

Resultand

Impact

Objects ofSelf-Evaluation

Student

Staff

Library

Physical FacilitiesLaboratories

Funding

Organization

Resources

Curriculum

Teaching & Learning

Academic Atmosphere

JobsEmployments

Graduate

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Situational(SWOT)Analysis

Directives &Assumptions

CurrentSituation

Position

Conclusions

Self-Evaluation

Data :Profile & Performance

Staff Library

Physical Facilities Laboratories

Funding

Organization

Resources

Curriculum

Teaching & Learning

Academic Atmosphere

Process

Graduate

Students

External data

Jumlah % Jumlah % Jumlah %1 2 3 4 5 6 7 8 9

1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.581996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.671997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.701998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.701999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67Total 74 30.58% 130 53.72% 38 15.70% 242 2.67

Tahun LulusIPK Rata-

rataTotal

LulusanIPK < 2.5 IPK 2.5 - 3.0 IPK > 3.0


1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.581996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.671997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.701998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.701999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67Total 74 30.58% 130 53.72% 38 15.70% 242 2.67


rataTotal


Internal data

Where to start?

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Identification of gaps, problems , root causes of problems and possible solutions

to fill gaps and resolve problems

PlanningPlanning(II. Identification Phase)

Future SituationCurrent Situation

Visionbased on

Self Evaluation

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SituationalSituational(SWOT)(SWOT)AnalysisAnalysis

Directives &Directives &AssumptionsAssumptions

CurrentCurrentSituationSituation

PositionPosition

ConclusionsConclusions

Self-EvaluationSelf-Evaluation

Data :Data :Profile & PerformanceProfile & Performance


1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.581996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.671997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.701998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.701999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67Total 74 30.58% 130 53.72% 38 15.70% 242 2.67


rataTotal



1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.581996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.671997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.701998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.701999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67Total 74 30.58% 130 53.72% 38 15.70% 242 2.67


rataTotal



1995/1996 15 40.54% 18 48.65% 4 10.81% 37 2.581996/1997 13 33.33% 20 51.28% 6 15.38% 39 2.671997/1998 14 28.57% 27 55.10% 8 16.33% 49 2.701998/1999 15 30.00% 26 52.00% 9 18.00% 50 2.701999/2000 17 25.37% 39 58.21% 11 16.42% 67 2.67Total 74 30.58% 130 53.72% 38 15.70% 242 2.67


rataTotal


SWOT AnalysisSWOT Analysis

StrengthStrength WeaknessesWeaknesses…………………… ………… ……………………………… ………… …………OpportunitiesOpportunities ThreatsThreats…………………….. ………… ……………………………….. ………… …………

Problems StatementProblems Statement………………………………………………………………………………………………………………………………

Root-Cause Analysis

Root-Cause Analysis

PEST AnalysisPEST Analysis

Political, Political,

economic, economic,

social, social,

technological technological

trendstrends

Gaps between current and desired future status

GAP Analysis

GAP Analysis

Problem Analysis and Development of Problem Analysis and Development of Project Breakdown Structure /Project Project Breakdown Structure /Project

FrameworkFramework

CurrentSituation

Position(data section 2-14)

SituationalAnalysis

(Section 1-13)

Conclusions

Self-Evaluation

Root-CauseAnalysis

Problems Statement………………………………………………………………

SWOTAnaly

sis

Strength Weaknesses………… …………………… …………Opportunities Threats…………. ……………………. …………

Restraining forces

Driving forces

Force-FieldAnalysis

Strategic Planning (broader context)Operational/Tactical Planning (detail)

GAPAnalysis

Gaps between current and desired future status

Usually done at the first brain storming session (eg. WS 1)

At small group working sessions of PPC

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PlanningPlanning(III. Formulation Phase)

Future SituationCurrent Situation

Visionbased on

Self Evaluation

Formulation of activities and sub-activities to bridge gaps and improve current situation

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Generating alternative Generating alternative solutionssolutions

Restraining forces

Driving forces

1 2 3 4

1’ 2’ 3’ 4’

Solution 1 :• Reducing factor - 2• Reducing factor - 4• Improving factor - 2

Solution 2 :• ….• …• …

Solution 3 :• ….• …• …

Solution 4 :• ….• …• …

Force Field AnalysisForce Field Analysis

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Selection ofSelection ofProposed ActivitiesProposed Activities

(1 of 5)

Problem A

Problem C

Problem B

Solution A1

Solution A2

Solution B1

Solution B2

Solution C1

Solution C2

Solution C3

Solution B3

Activity A

Activity B1

Activity B2

Activity C

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DEVELOPMENT OF OUTCOME DEVELOPMENT OF OUTCOME BASED ACTIVITIESBASED ACTIVITIES

IMPROVE GRADCOMPETENCE

IMPROVED GRAD EMPLOYABILITY

INDICATOR:Base 14 monthsMid 10 monthsFinal 8 months

ACTIVITIES: • Curriculum relevance• Improve collaboration• Provide IT skills• Provide entrepreneurship

INVESMENT :Setup IT LabTrain staffWorkshops

Others

ResourcesRequired

UGC

WB-HETC

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TrendIdeologyPoliticsCultureScienceEducation System

Stake-holdersStudentsAcademic StaffUsersGovernment

Job MarketIndustryCommunityGovernmentOthers

External Environment (Local, National, Global)

ObjectivesMission

VisionMandate

ResourcesHumanFinancialPhysicalInformationFlow of Cooperation

OrganizationalCulture

Process &Services

Output &Outcome

Internal Environment

EvaluationAnalysis

Interpretation

Problem’sIdentification

RootProblem’s

AlternativeSolution

DevelopmentPlan

OperationalOperationalPlanningPlanning

WB-HETC

Proposal for

UDG

University of Sri Lanka

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Self-Evaluation

Situational(SWOT)Analysis

Directives &Assumptions

(Ch II Session A)

CurrentSituation

Position

Conclusions

FuturePosition

Resources

PerformanceIndicators

ObjectivesStrategicIssues

FutureSituation

WB Project

UGC/Govt Fdg

Others

ImplementationPrograms(Activities)OverallOverall

Project Planning Project Planning FrameworkFramework

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Strategic Planning -Strategic Planning - Logical Logical Sequence of Planning Sequence of Planning

Process Process

70

Thank you

2 purpose of the lecture quick review of -strategic planning definitions, -methods and planning...

Documents

strategic planning definitions

strategic planning contents

planning templates

planning methods tools

tool kit of planning

introduction slide

development results

poor governance slide