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Role of a Professional in Governance: Focus on Quality through STRATEGIC PLANNING

This lesson provides an introduction to strategic planning in governance, including defining strategic planning, distinguishing it from long-range planning, listing reasons for carrying out strategic planning, and identifying who should be responsible for it.

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Role of a Professional in Governance: Focus on Quality through STRATEGIC PLANNING

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  1. Role of a Professional in Governance: Focus on Quality through STRATEGIC PLANNING B

  2. What is Quality? Conformity to Standards? Working within tolerance? Excellence in work? Innovation at work? Adherence to rules ?

  3. Quality is a service or the product which satisfies needs of the stakeholders and sometimes exceeds his expectations

  4. LESSON 1 INTRODUCTION TO STRATEGIC PLANNING Slide # 4

  5. Objectives: INTRODUCTION TO STRATEGIC PLANNING On completion of this lesson the learner will be able to • Define Strategic Planning • Distinguish between Long Range Planning and Strategic Planning • List the reasons for carrying out Strategic Planning • List the alternatives of Strategic Planning • State when Strategic Planning should be done • Identify who should do Strategic Planning Slide # 5

  6. 1. What is SP? DEFINITION OF STRATEGIC PLANNING Strategic Planning is afutureorientatedprocess whereinan organisationspecifieswhat itwishes to become andhowit proposesto get there. Slide # 6

  7. Where are we now? Now Parameter • % Graduated • % Employed • Revenue Generated • Industry Partnerships • Awards Received Slide # 7

  8. Where do we want to be in the Future? Parameter Future • % Graduated • % Employed • Revenue Generated • Industry Partnerships • Awards Received Slide # 8

  9. Where we are now Where we want to be in the Future How do we get there? STRATEGIES Parameter Now Future • % Graduated • % Employed • Revenue Generated • Industry Partnerships • Awards Received Slide # 9

  10. DEFINITION OF STRATEGY Strategy is a way of using the organisation’sinternal resourcesto respond to itsexternal environmentin order to be successful. How do youmeasure success? • Achievement of goals / objectives / targets within the specified time Slide # 10

  11. INDICATORS OF INSTITUTIONAL DEVELOPMENT Inputs: • Quantum of inputs (funds etc) received • Diversity of stakeholders and their commitment Processes: • Curriculum Development • Industry Institute Partnership • Teaching – Learning • Evaluation of Students’ performance • Modernisation and Maintenance of Facilities • Student Services Contd… Slide # 11

  12. Extension Services • Campus Environment • Management Information System • Human Resource Management • Financial Management Products: • Passouts and their track record of Job placement • Publications of the institute, its staff and students • Research and Development Projects completed • Patents obtained / Awards received Slide # 12

  13. STAKEHOLDER Any person, group, organisation that can place a claim on the institute’s attention / resources / output. OR is affected by the output. Who are the Stakeholders of your Polytechnic / Engineering College? Slide # 13

  14. STAKEHOLDERS DTE Principal Professors / H. of Depts. Teachers & Support Staff Students (& their Families) Employers & Community at large What are their wants and needs? Slide # 14

  15. External Environment Organisation’s Internal Environment Slide # 15

  16. CHANGES IN THE EXTERNAL ENVIRONMENT 1. Liberalisation, Privatisation and Globalisation of Indian economy. 2. Impact of developments in Information and Communication technologies. 3. Concern for quality and relevance of educational programmes. 4. Decreasing funding support from Government for technical education. 5. Increasing number of commercial / private training organisations. 6. Increasing importance assigned to: • Environment (Preservation of nature – Pollution Control) • Development of women • Development of poor Slide # 16

  17. WHY STRATEGIC PLANNING? • 1. To proactively anticipatechange(external forces / trends), measurethe impact and respond effectively with new systems and revised product offerings. • 2. To follow aBottom-Up Modeland ensure the participation of allStakeholdersin the planning process. • 3. To enable an organisation to optimally utilize its resources and maximize performance. • 4. To continually adapt to reality. Slide # 17

  18. TWO MODELS OF PLANNING Top – Down Model Bottom – Up Model Slide # 18

  19. POWER AND IMPORTANCE Importance= Essential to the daily functioning of the organisation Power= Ability to cause change Slide # 19

  20. DTE Principal Professors / H. of Depts Teachers & Support Staff Students Employers & Community Internal Focus TOP – DOWN MODEL Power decreases and Importance increases Slide # 20

  21. D.T.E Principal Professors & H. of Depts. Teachers & Supporting Staff Students Employers and Community External Focus BOTTOM – UP MODEL Slide # 21

  22. Aligning the People in the organisation Slide # 22

  23. A MISALIGNED ORGANISATION WITHOUT A STRATEGIC PLAN Environment organisation Slide # 23

  24. Environment AN ORGANISATION WITH A STRATEGIC PLAN BUT DOES NOT HAVE ITS MEMBERS ALIGNED WITH THE PLAN Slide # 24

  25. Environment AN ORGANISATION WITH A STRATEGIC PLAN AND ITS MEMBERS ALIGNED WITH THE PLAN Slide # 25

  26. LESSON 2 STEPS IN STRATEGIC PLANNING Slide # 26

  27. Objectives: STEPS IN STRATEGIC PLANNING On completion of this lesson the learner will be able to • List the eight steps involved in the strategic planning process. • Describe the activities to be performed in each of the eight steps. Slide # 27

  28. 1. Initiate Strategic Planning Process 2. Clarify Mandate and Mission 3. Conduct SWOT analysis 8. Clarify Vision 7. Develop Work plan and Action plans 6. Formulate Projects 4. Identify Thrust areas 5. Formulate Goals Figure 1: A Model of the Strategic Planning Cycle Slide # 28

  29. STEPS IN THE STRATEGIC PLANNING PROCESS Key Stakeholders 1. Initiate SP Process 2. Clarify Mandate and Mission 3. SWOT Analysis 4. Thrust Areas ( Prioritised) Thrust Areas 5. Formulate Goals 6. Formulate Projects 7. Work Plan / Action Plan S. Plan Slide # 29

  30. STEPS IN THE STRATEGIC PLANNING PROCESS Key Stakeholders 1. Initiate SP Process 1. Initiate SP Process 2. Clarify Mandate and Mission 3. SWOT Analysis 4. Thrust Areas ( Prioritised) Thrust Areas 5. Formulate Goals 6. Formulate Projects 7. Work Plan / Action Plan S. Plan Slide # 30

  31. STEP 2. CLARIFY ORGANISATIONAL MANDATE Definition: A description of what an organisation must do and is permitted to do by the legitimate higher authority Mandate Slide # 31

  32. Mandate Mission STEP 2. DEVELOP A MISSION STATEMENT Mission Statement highlights what the organisation wishes to do and become, within and beyond its Mandate. Slide # 32

  33. DIFFERENCES BETWEEN MANDATE AND MISSION Slide # 33

  34. Mission Elements Refers to what the organisation wishes to do and become, within and beyond its mandate. • 1. Organisational Purpose • Why it exists • External Focus • 2. Stakeholders • Identify stakeholder expectations • 3. Goals • What the organisation aspires to become within a specified period • 4. Core Values • Beliefs about what is desirable and makes us distinctive and unique Slide # 34

  35. VALUES Values are basic convictions about what is right or wrong, good or bad, desirable or undesirable. Core values = Most important values of the institute Examples: • Equity • Quality • Innovation • Staff development • Environment development Slide # 35

  36. Global Factors / Trends / Forces GENERAL ENVIRONMENTAL FACTORS Social, Technological, Economic, Environmental, Political Shifting Student/Employer Needs, Competitors, Collaborators Industry Links -- Advisory Committee Technical Institution EMP LOY ERS Board of Governors -- MOE Suppliers STUDENTS Planning People Processes Property Performance Systems Products RESOURCES Capital Technological Human Leadership Products Competition External Environment Internal Environment Slide # 36

  37. Ex In STEP 3. SWOTANALYSIS Assessment ofInternal & ExternalEnvironment O T S W Weaknesses Opportunities Threats Strengths Slide # 37

  38. Assessment ofInternal Environment In SWOTANALYSIS People Properties Processes Products S W Strengths Weaknesses (PPPP) Slide # 38

  39. SWOT ANALYSIS Strengths Weaknesses What makes us special? What resources (inputs) strategies (processes) and performances (outputs) do we handle well? What are our internal strengths? What are our soft spots? What resources (inputs) strategies (processes) and performances (outputs) do we not handle well? What are our internal weaknesses? (PPPP) Slide # 39

  40. SWOT ANALYSIS Assessment ofExternal Environment Ex Social Technological Economic Environmental Political O T Opportunities Threats (STEEP) Slide # 40

  41. SWOTANALYSIS Opportunities Threats What trends and events can help us? What are the positive social, technological, economic, environmental and political forces influencing us? What are our major external opportunities? What trends and events can hinder us? What are the negative social , technological, economic, environmental and political forces influencing us? What are our major external threats? (STEEP) Slide # 41

  42. ASSESSING THE EXTERNAL ENVIRONMENT 1. Identifying the shifts in the needs ofCustomers and potentialClientsand 2. Identification ofCompetitorsand Collaborators (CCCC) Slide # 42

  43. INFORMATION SOURCES FOR SWOT What is the source of strategic intelligence? • 1. Identify information Sources for Assessing • 2. Identify information Sources for Assessing InternalEnvironment External Environment Slide # 43

  44. TOOLS FOR COLLECTINGSWOT INFORMATION 1. QUESTIONNAIRES 2. INTERVIEW SCHEDULES 3. OBSERVATION SCHEDULES 4. FOCUS GROUP MEETINGS The information collected has to be analyzed for planning Slide # 44

  45. What makes the planning process Strategic? Those actions that enable you to continually adapt, innovate, resolve issues and overcome barriers Slide # 45

  46. Social, Economic, Environmental, Demographic, Technological Political, Legal Competitive External Environment Strategic Decisions People Finances Programs Facilities Image Institution Values Culture Climate Slide # 46

  47. CREATING DIFFERENTIALADVANTAGE Opportunities, Threats External Environment Core Values Strengths and Weaknesses Thrust areas & Projects Strategic Decisions Internal Institution Slide # 47

  48. STEPS IN THE STRATEGIC PLANNING PROCESS Key Stakeholders 1. Initiate SP Process 2. Clarify Mandate and Mission 3. SWOT Analysis 4. Thrust Areas ( Prioritised) 4. Thrust Areas ( Prioritised) Thrust Areas 5. Formulate Goals 6. Formulate Projects 7. Work Plan / Action Plan S. Plan Slide # 48

  49. STEP 4. IDENTIFY THRUST AREAS • A Thrust Area is an important functional area of the organisation requiringCHANGE. • It will be related to an importantOUTPUTof the organisation Thrust Areas Operational Micro-Level Activity Examples: Slide # 49

  50. EXAMPLES OF THRUST AREAS Facilities (Infrastructure) development Curriculum Development Student Services Staff development Management Information System Industry Institute Partnerships Continuing Education Programmes Environment Development Women in Development Slide # 50

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