1. Strategic and Operational planning

2. Planning Planning means the creation of a plan Planning: the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired future. Planning is also a management function, concerned with defining goals for future performance and deciding on the tasks and resources to be used to attain those goals.

3. planning process The planning process provides the framework for developing conservation plans on the basis of ecological, economic, social, and policy considerations. Implementation of these plans may then be facilitated by utilizing technical, educational, and financial sources.

4. Types of planning Strategic planning: Strategic planning is the"big thinking" concepts.Creating long term plans and goals and plans. Operational (Tactical ) planning: Tactical planning is the medium and short term concepts. Contingency planning: Contingency planning. is the "what if?" proactively deal with problems.

5. Strategic Planning Strategic planning clarifies beliefs and values Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Strategic planning is the process of developing and analyzing the organization's mission, overall goals, general strategies, and allocating resources.

6. Operational Plans operational plans that are short-term and deal with the day-to-day work of their team. Short-term goals are aligned with the long- term goals and can be achieved within one year. Operational plans include policies, procedures, methods, and rules

7. operational plan An operational plan is an annual work plan. It describes short-term business strategies; it explains how a strategic plan will be put into operation (or what portion of a strategic plan will be addressed) during a given operational period (fiscal year). An operational plan is the basis for and justification of an annual operating budget request. Therefore, a strategic plan that has a five- year lifetime would drive five operational plans funded by five operating budgets.

8. Strategic planning and operational planning Strategies are different from tactics in that: 1. They are proactive and not re-active as tactics are. 2. They are internal in source and the business has absolute control over its application. 3. Strategy can only be applied once, after that it is process of application 4. The outcome is normally a strategic plan which is used as guidance to define functional and divisional plans

9. Strategic planning process

10. Internal & external assessment Tools for external environment assessment were needs assessment, trend analysis, environment scanning, and market analysis. Data gathering and analysis, which are designed to reveal the options for an institution, were addressed. After review of resources and examples, tools, and options, campus teams participated in a SWOT (strength, weakness, opportunity, threat) analysis

11. SWOT analysis SWOT Analysis, is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.

12. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective.

13. SWOT Analysis Strengths: attributes of the organization that are helpful to achieving the objective. Weaknesses: attributes of the organization that are harmful to achieving the objective. Opportunities: external conditions that are helpful to achieving the objective. Threats: external conditions that are harmful to achieving the objective.

14. The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. SWOT analysis groups key pieces of information into two main categories: Internal factors – The strengths and weaknesses internal to the organization. External factors – The opportunities and threats presented by the external environment.

15. SWOT Analysis The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective.

16. Examples of SWOTs Resources: financial, intellectual, location Cost advantages from proprietary know-how and/or location Creativity (ability to develop new products) Valuable intangible assets: intellectual capital Competitive capabilities Effective recruitment of talented individuals Competitive Advantage

17. Opportunities and threats Expansion or down-sizing of competitors Market trends Economic conditions Expectations of stakeholders Technology Public expectations All activities by competitors Changes in markets All other environmental condition Global Influences

18. Planning tools Vision "The power of imagination" Values Mission Philosophy Goals Objectives Policies procedures

19. Vision: Defines where the organization wants to be in the future. It reflects the optimistic view of the organization's future. Vision is visual perception via the visual system; one of the senses Mission: Defines where the organization is going now, basically describing the purpose, why this organization exists. Values: Main values protected by the organization during the progression, reflecting the organization's culture and priorities.

20. Vision statement Features of an effective vision statement may include: Clarity and lack of ambiguity Paint a clear picture, not ambiguous Describing a bright future Memorable and engaging expression Realistic aspirations, achievable Alignment with organizational values and culture, Rational Time bound

21. Developing a Mission Statement  Mission statement describes the overall purpose of the organization.  When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.

22. Mission statements and vision statements A Mission statement: tells you what the company is now. It concentrates on present; it defines the customer(s), critical processes and it informs you about the desired level of performance. A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear decision-making criteria.

23. Goals And Objectives Goals :"The state of affairs that a plan is intended to achieve and that, when achieved, terminates behavior intended to achieve it" Objective : "A specific point in a plan, a waypoint on our journey"

24. Goals, objectives and targets The Difference between goals and objectives Goals are broad objectives are narrow. Goals are general intentions; objectives are precise. Goals are intangible; objectives are tangible. Goals are abstract; objectives are concrete. Goals can't be validated as is; objectives can be validated.

25. Definition of Policy Policy: A policy is a high level overall plan that embraces the general goals and directives an organization A definite course or method of action selected (by government, institution, group or individual) from among alternatives and in the light of given conditions to guide and, usually, to determine present and future decisions.

26. Procedure Procedure: A procedure is documented controlled steps or activities that accomplish the goals and directives of a related policy nature, and the subject matter normally requires only the approval of senior management.

27. Policy content  A purpose statement, outlining why and  A applicability and scope statement, describing who the policy affects and actions are impacted.  An effective date which indicates when  A responsibilities section, indicating which parties are responsible for carrying out individual policy statements.  Policy statements indicating the specific regulations, requirements, or modifications to organizational behavior  Definitions, providing clear and unambiguous definitions for terms and concepts

28. Emergence of policies  Originated: Developed by top management  Flows from the objectives of the organization  Broad in scope  Appealed: Disagreement with a previous decision.Incomplete,uncoordinated,and unclear  Imposed: External force, government