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Building STRATEGIC PLAN
for a Educational Institution
Dr.A. H. Sequeira
Professor
Dept. Humanities, Social Sciences & Mana...
The Koran says…
“If you don‟t know where
you are going, any road will
take you there”
2/16/2015 Prof. A. H . Sequeira 2
Ancient Chinese Proverb says…
“Unless we change our
direction we are likely to end
up where we are headed”
2/16/2015 Prof....
What if ………
 Funding to the Institution is doubled in next 5 years
 If Annual budget is reduced by 15% during current ye...
Start Thinking
What would your university/institution look if
you were starting today with a clean slate and
keeping in vi...
WHAT ARE THE EMERGING
CHALLENGES
 The 21st century has posed new and
greater challenges to universities/colleges.
 Liber...
EMERGING CHALLENGES (cont..)
 Interests and responsibilities of the stakeholders
in the internal environment have undergo...
EMERGING CHALLENGES (cont..)
 Both internal and external environment -dynamic and
complex in nature- cause uncertainty in...
Key issues in Strategic Thinking
 Stakeholders
 Environment
 Resources
 Technology
 Intellectual capital
Space in whi...
FAQs
1. What is Strategy?
2. What is Strategic Management?
3. Why Strategic Intent?
4. Who reads vision and mission
statem...
FAQs (cont..)
6. Who should write the vision and
mission?
7. Why this exercise now?
8. How long is it going to take to fra...
What is Strategy
 Strategy is understanding - what you do, what you want
to become, and most importantly focusing on how ...
Need for Strategy
 An organization without a clear strategy, in contrast is
rudderless.
 It moves about, dashing of in o...
Process of Strategic Management
 Strategic Management is a comprehensive and
on-going management process focused on
achie...
Strategic Management Today
 Today, strategic management has moved
beyond for-profit business organizations
to include gov...
Process of Strategic Management
 Strategic Management consists of four step
process:
1. Strategic Intent
2. Strategy Form...
Strategic Intent
 Strategic intent is purposes the organization strives for.
 These may be expressed in terms of hierarc...
VisionvVvv
iInternal Environment
Vision & Mission
Internal Environment
Analysis
External Environment
Analysis
Institutiona...
Vision
 Vision is highest in hierarchy of strategic
intent.
 It is aspiration of organization or person
to become.
 A v...
Vision (cont..)
 This is the reason why it is difficult to say what
vision an organization has.
 By its nature it could ...
Benefits of having aVision
The benefits of having a good vision are:
 Inspiring and exhilarating.
 Help in creation of c...
Components of vision
A well-conceived vision consists of two
major components
 Core-ideology
 Envisioned future
2/16/201...
1. Core ideology
o Core values
o Core
purpose
2.Envisioned
Future
o 10 to 30 –
years Big,
Audacious
Goals
o Vivid
descript...
 Core ideology defines
- what we stand for
- why we exist.
 It defines enduring character of the organization that remai...
CoreValues
 Core values are the essential and enduring tenets of an
organization.
 A small set of timeless guiding princ...
Core Purpose
 Core purpose is the organization‟s reason
„for being‟/ „purpose of existence‟.
 An effective purpose refle...
2 Envisioned Future
 Envisioned Future consists of two parts:
- 10 to 30 year audacious goals
- Vivid descriptions of wha...
Mission
 Mission is the second level of strategic
intent.
 While essence of vision is a forward what
an organisation wis...
Mission
 Peter Drucker posses the following
questions related to business:
◦ What is our business?
◦ What will it be?
◦ W...
Understanding Mission
 Mission is statement that defines role that an
organisation plays in the society.
 It refers to p...
Mission Statement
 Aim of a mission statement is to publicly
declare the purpose, goals, products, markets
and philosophi...
Components of Mission Statements
 Customer / Market
 Product / Service
 Geographic domain
 Technology
 Concern for su...
Characteristics of Mission Statement
 Feasible
 Precise
 Clear
 Motivating
 Distinctive
 Indicate major components o...
Goals
 Goals denote what an organisation hopes to
accomplish in future period of time.
 Goals represent a future state o...
Types of Goals
Broad categories of goals are made depending on:
a) Time duration
(short-term, medium-term & long-term)
a) ...
Objectives
 Objectives are ways and means of achieving the
goals.
 They are concrete and specific in contrast to
goals w...
Preparing Strategic
Intent
2/16/2015 Prof. A. H . Sequeira 37
Preparing for Strategic Intent
1. Stakeholders Analysis
2. SWOT Analysis
3. Environmental Analysis
4. Resource Analysis
2/...
Preparing for Strategic Intent
1. Stakeholders Analysis
- Identification of key/primary stakeholders
(owners, employees, c...
Preparing for Strategic Intent(cont..)
2. SWOT Analysis
- Most basic technique to analyze the
organisation and industry co...
SWOT Matrix
Internal Factors
Strengths Weaknesses
Opportunities
Threats
S T –
Maximin
strategy
W O –
Minimax
strategy
S O ...
Environmental Analysis
3. Environmental Analysis
- Internal Environment
(Owners, BOD, Employees, Culture, etc)
- External ...
Environmental Analysis
Internal Env
Task Env
General Env
2/16/2015 Prof. A. H . Sequeira 43
Resource Analysis
4. Resource Analysis
- Physical Resources
- Human Resources
- Financial Resources
- Information Resource...
Where and how to Begin?
Reinventing Strategic Intent
Begin with - 5Ws +1H
 W-What
 W- Where
 W- When
 W- Who
 W- Why
...
Suggested Model
STRATEGIC INTENT
FOR A
UNIVERSITY/COLLEGE
2/16/2015 Prof. A. H . Sequeira 46
Reinventing Strategic Intent
 Identify philosophy
 Identify core values (3-7)
 Identify major stakeholders
 Identify g...
VisionvVvv
iInternal Environment
Vision and Mission
Internal Environment
Analysis
External Environment
Analysis
Institutio...
Example- CoreValues
 Respect
 Preserve human life
 Dedicated service
 Quality
 Excellence
 Integrity
 Ethics
2/16/2...
CoreValues meaning…
Respect :
“We uphold the self esteem and dignity of
all our customers and sustain human life
by healin...
CoreValues meaning …
Quality:
“We are dedicated to achieving the highest
levels of quality in patient care and
nursing edu...
CoreValues meaning…
Excellence:
“We strive for excellence in everything we
think, say and do.”
2/16/2015 Prof. A. H . Sequ...
CoreValues meaning…
Integrity:
Honesty, Fairness and self-scrutiny in every
thing we do, as well as assure
confidentiality...
CoreValues meaning…
Ethics:
We seek to uphold high standards of
professional ethics education and
institutional governance...
Identify Stakeholders
 Governing Board
 Teaching faculty
 Non –Teaching
 Students
 Regulators / Governments
 Supplie...
IDENTIFYING INSTITUTIONAL
GOALS : Examples
Goal I: Effective Organization & Governance
Goal II:Attract and train potenti...
DEVELOPING
INSTITUTIONAL OBJECTIVES
2/16/2015 Prof. A. H . Sequeira 57
Example :Goal I: Effective Organization &
Governance
OBJECTIVES:
 To provide corporate strategy & effective
overall direc...
example- Goal II:Attract and train potential talented
students
OBJECTIVES:
 To attract potential and talented students
on...
example -Goal III:Affirm Highest Quality ofTeaching
Learning Process
 To provide globally relevant education.
 To set up...
DEPARTMENTAL GOALS
AND OBJECTIVES
2/16/2015 Prof. A. H . Sequeira 61
Example : Department XXX
Type of Goal Objectives
Short Term :
Upgradation of course
content and laboratory
facilities for ...
Example : DepartmentYYY
Type of Goal Objectives (O)
LongTerm : To encourage
faculty & staff to enhance
their domain knowle...
FORMULATING KEY STRATEGY
AREAS
 Governance and Organisation
 Quality Assurance (QA)
 Human Resource Management(HRM)
 R...
Example- STRATEGY AREA :
Governance and Organisation
STRATEGIES (Actions)
1.Encourage participation of key stakeholders in...
Example -STRATEGY AREA :
Quality Assurance (QA):TEACHING-
LEARNING PROCESS
STRATEGIES :
1.Promote and propagate a self con...
STRATEGY IMPLEMENTATION
To achieve the goals set by Departments -
IDENTIFY Resource Implication(Dept.
level): Infrastructu...
Example- Department of ZZZ
Type of Goals Infrastructure Human Resources
ST 1: : Enhance Research and
Consultancy Activitie...
Example :Library
Types of Goal Infrastructure Human Resources
ST :Best utilization
of online and offline
resources of the
...
Example :ACTION PLAN – INSTITUTIONAL
LEVEL
What
(actions)
Who
(to responsibility)
When
(Schedule)
Governance and Organizat...
Example :Action Plan – Departmental
Level
What (Activities ) Who (Responsibility) When (Schedule)
Enriching the curriculum...
Example : Performance Measures -
Institutional Level
Measures Frequency
Organization and Governance
 Meetings conducted b...
Example :Research & Consultancy
Research & Consultancy
 Publications in Research Journals
- Total no of research publicat...
Example : Performance Measures -
Departmental Level
Measures Frequency; quantum
Curriculum revision
Once in two years
Intr...
Concluding Proverb
Seeing people in person is a big part of
how you drive any change process. You
have to show people a po...
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Building a STRATEGIC PLAN for an Educational Institution

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Strategic plan is a road map for pro- growth and pro -active development of any organisation . It provides the ways and means of realising the vision and mission of an organization . It provides the strategies to achieve the goals both long and short term and also the metrics associated with the performance indicators.A good strategic plan is one when all the stakeholders are involved in its preparation rather than made by external consultants . These slide provide the readers step- by -step approach to prepare a strategic plan for any educational institution following the scientific theories involved in doing so .
The author may be referred for clarifications at the email ID given on the title slide.

Published in: Education

Building a STRATEGIC PLAN for an Educational Institution

  1. 1. Building STRATEGIC PLAN for a Educational Institution Dr.A. H. Sequeira Professor Dept. Humanities, Social Sciences & Management National Institute ofTechnology Karnataka Surathkal, Mangalore – 575 025 email: aloysiushs@gmail.com 2/16/2015 Prof. A. H . Sequeira 1
  2. 2. The Koran says… “If you don‟t know where you are going, any road will take you there” 2/16/2015 Prof. A. H . Sequeira 2
  3. 3. Ancient Chinese Proverb says… “Unless we change our direction we are likely to end up where we are headed” 2/16/2015 Prof. A. H . Sequeira 3
  4. 4. What if ………  Funding to the Institution is doubled in next 5 years  If Annual budget is reduced by 15% during current year  Forecast of 25 % increase in demand for certain professionals  MOU is to be signed with 5 different foreign universities.  Research Centre granted by UGC  Atleast 5 New UG and PG programs to be launched in next 3 years    2/16/2015 Prof. A. H . Sequeira 4
  5. 5. Start Thinking What would your university/institution look if you were starting today with a clean slate and keeping in view the following factors:  Students  Faculty and staff  Activities  Funds  Infrastructure  Technology  Govt. regulations  Companies 2/16/2015 Prof. A. H . Sequeira 5
  6. 6. WHAT ARE THE EMERGING CHALLENGES  The 21st century has posed new and greater challenges to universities/colleges.  Liberalization, Privatization and Globalization(LPG) has changed the organizational environment both internal and external. 2/16/2015 Prof. A. H . Sequeira 6
  7. 7. EMERGING CHALLENGES (cont..)  Interests and responsibilities of the stakeholders in the internal environment have undergone significant changes.  Needs and expectations of customers, competitors, suppliers and regulatory agencies in the external environment have also changed. 2/16/2015 Prof. A. H . Sequeira 7
  8. 8. EMERGING CHALLENGES (cont..)  Both internal and external environment -dynamic and complex in nature- cause uncertainty in the organizational environment.  Organizations need to cope with the scarce resources- physical, financial, human and information.  Crafting and executing strategic plan helps to pro-actively face the challenges of uncertainty due to changes in organizational environment and thereby resulting in a winning situation to all stakeholders. 2/16/2015 Prof. A. H . Sequeira 8
  9. 9. Key issues in Strategic Thinking  Stakeholders  Environment  Resources  Technology  Intellectual capital Space in which university/college would have to function is based on customer needs and stakeholders expectations. 2/16/2015 Prof. A. H . Sequeira 9
  10. 10. FAQs 1. What is Strategy? 2. What is Strategic Management? 3. Why Strategic Intent? 4. Who reads vision and mission statements? 5. How do we benefit from vision and mission? 2/16/2015 Prof. A. H . Sequeira 10
  11. 11. FAQs (cont..) 6. Who should write the vision and mission? 7. Why this exercise now? 8. How long is it going to take to frame vision and mission? 9. Is this exercise relevant to your university /college ? 2/16/2015 Prof. A. H . Sequeira 11
  12. 12. What is Strategy  Strategy is understanding - what you do, what you want to become, and most importantly focusing on how you plan to get there.  Strategy is a plan that aims to give the organization a competitive advantage over rivals through differentiation.  A sound strategy, skillfully implemented, identifies the goals and direction that managers and employees at every level need in order to define their work and make their organisation successful. 2/16/2015 Prof. A. H . Sequeira 12
  13. 13. Need for Strategy  An organization without a clear strategy, in contrast is rudderless.  It moves about, dashing of in one direction after another as opportunities present themselves, but never achieving a great deal.  Indeed, good strategy and good strategy execution are the most trust worthy signs of good management. 2/16/2015 Prof. A. H . Sequeira 13
  14. 14. Process of Strategic Management  Strategic Management is a comprehensive and on-going management process focused on achieving the long term goals and objectives of the organization.  Strategic Management consists of analyses, decisions and actions an organization undertakes in order to create and sustain competitive advantage. 2/16/2015 Prof. A. H . Sequeira 14
  15. 15. Strategic Management Today  Today, strategic management has moved beyond for-profit business organizations to include governmental agencies, hospitals and other non-profit organizations. 2/16/2015 Prof. A. H . Sequeira 15
  16. 16. Process of Strategic Management  Strategic Management consists of four step process: 1. Strategic Intent 2. Strategy Formulation 3. Strategic Implementation 4. Strategic Evaluation 2/16/2015 Prof. A. H . Sequeira 16
  17. 17. Strategic Intent  Strategic intent is purposes the organization strives for.  These may be expressed in terms of hierarchy of Strategic intent.  Broadly stated for corporate organisation as: Vision Statement Mission Statement  Expressed in precise terms and operational as: Goals Objectives 2/16/2015 Prof. A. H . Sequeira 17
  18. 18. VisionvVvv iInternal Environment Vision & Mission Internal Environment Analysis External Environment Analysis Institutional goals and objectives Strategies and Policies Implementation Evaluation and control Departmental Goals and objectives 2/16/2015 Prof. A. H . Sequeira 18
  19. 19. Vision  Vision is highest in hierarchy of strategic intent.  It is aspiration of organization or person to become.  A vision is more dreamt of than it is articulated. 2/16/2015 Prof. A. H . Sequeira 19
  20. 20. Vision (cont..)  This is the reason why it is difficult to say what vision an organization has.  By its nature it could be hazy and vague as dream that one experienced that previous night and is not able to recall perfectly in broad day light.  Yet it is a powerful motivator to action. 2/16/2015 Prof. A. H . Sequeira 20
  21. 21. Benefits of having aVision The benefits of having a good vision are:  Inspiring and exhilarating.  Help in creation of common identity and a shared sense of purpose.  Competitive, original and unique. 2/16/2015 Prof. A. H . Sequeira 21
  22. 22. Components of vision A well-conceived vision consists of two major components  Core-ideology  Envisioned future 2/16/2015 Prof. A. H . Sequeira 22
  23. 23. 1. Core ideology o Core values o Core purpose 2.Envisioned Future o 10 to 30 – years Big, Audacious Goals o Vivid description Articulating a Vision2/16/2015 Prof. A. H . Sequeira 23
  24. 24.  Core ideology defines - what we stand for - why we exist.  It defines enduring character of the organization that remains unchangeable as it passes through up and down such as changes in technology, competition or management fads.  Envisioned future is - what we aspire to become - to achieve - to create progress to attain some thing that will require significant change 1. CORE IDEOLOGY 2/16/2015 Prof. A. H . Sequeira 24
  25. 25. CoreValues  Core values are the essential and enduring tenets of an organization.  A small set of timeless guiding principles, core values require no external justification; they have intrinsic value and importance to those inside the organization.  Organizations tend to have only a few core values, usually between three and seven. e.g.: Excellence, Integrity, Quality, Respect, Ethics, etc. 2/16/2015 Prof. A. H . Sequeira 25
  26. 26. Core Purpose  Core purpose is the organization‟s reason „for being‟/ „purpose of existence‟.  An effective purpose reflects people‟s idealistic motivations for doing the organization‟s work.  Purpose should last for a long period (at least 100 years)  Should not be confused with goals (which may change many times in 100 years).  It is like a guiding star on the horizon-forever pursued but never reached. 2/16/2015 Prof. A. H . Sequeira 26
  27. 27. 2 Envisioned Future  Envisioned Future consists of two parts: - 10 to 30 year audacious goals - Vivid descriptions of what it will be like to achieve the goal.  Visionary organizations often use bold visions, commonly called as BAGs (Big, Audacious, Goals).  We must translate the vision from words to picture with a vivid description of what it will be like to achieve your goal.  Passion, emotion and conviction are essential parts of the vivid description. 2/16/2015 Prof. A. H . Sequeira 27
  28. 28. Mission  Mission is the second level of strategic intent.  While essence of vision is a forward what an organisation wishes to become, mission is what an organisation is and why it exists. 2/16/2015 Prof. A. H . Sequeira 28
  29. 29. Mission  Peter Drucker posses the following questions related to business: ◦ What is our business? ◦ What will it be? ◦ What should it be?  3 questions, though simply worded, are in reality the most fundamental questions that any organization can put to itself.  The answers are based on analysis of underlying needs of the society of any organization serves to fulfill.  The satisfaction of that need is, then, the business of the organization.2/16/2015 Prof. A. H . Sequeira 29
  30. 30. Understanding Mission  Mission is statement that defines role that an organisation plays in the society.  It refers to particular needs of that society .  Example: A hospital and medical college are both engaged in satisfying the health care needs and medical education needs respectively. 2/16/2015 Prof. A. H . Sequeira 30
  31. 31. Mission Statement  Aim of a mission statement is to publicly declare the purpose, goals, products, markets and philosophical views of the organization.  Mission statements can help focus the organization on what really matters – to itself as well as to its stakeholders  Mission statement represent the glue that binds organizations together. 2/16/2015 Prof. A. H . Sequeira 31
  32. 32. Components of Mission Statements  Customer / Market  Product / Service  Geographic domain  Technology  Concern for survival  Philosophy  Self – Concept  Concern for Public image 2/16/2015 Prof. A. H . Sequeira 32
  33. 33. Characteristics of Mission Statement  Feasible  Precise  Clear  Motivating  Distinctive  Indicate major components of strategy  Indicate how objectives are to be accomplished WALK AND TALK…….. Should go together 2/16/2015 Prof. A. H . Sequeira 33
  34. 34. Goals  Goals denote what an organisation hopes to accomplish in future period of time.  Goals represent a future state or an outcome of the effort put in now.  They represent the end results which can be normally quantified and measured E.g., Profits, Growth, Market share, Social responsibility, Sales, Customer satisfaction, etc. 2/16/2015 Prof. A. H . Sequeira 34
  35. 35. Types of Goals Broad categories of goals are made depending on: a) Time duration (short-term, medium-term & long-term) a) Financial & non-financial b) Official, operative, operational, c) Qualitative & quantitative d) Decision levels (strategic, tactical and operational). 2/16/2015 Prof. A. H . Sequeira 35
  36. 36. Objectives  Objectives are ways and means of achieving the goals.  They are concrete and specific in contrast to goals which are generalized.  Objectives are written using the SMART formula: Specific Measurable Achievable/appropriate Realistic Time bound 2/16/2015 Prof. A. H . Sequeira 36
  37. 37. Preparing Strategic Intent 2/16/2015 Prof. A. H . Sequeira 37
  38. 38. Preparing for Strategic Intent 1. Stakeholders Analysis 2. SWOT Analysis 3. Environmental Analysis 4. Resource Analysis 2/16/2015 Prof. A. H . Sequeira 38
  39. 39. Preparing for Strategic Intent 1. Stakeholders Analysis - Identification of key/primary stakeholders (owners, employees, customers, suppliers) - Stakeholders expectations - Stakeholders influence - Assumptions made about the values and expectations of stakeholders 2/16/2015 Prof. A. H . Sequeira 39
  40. 40. Preparing for Strategic Intent(cont..) 2. SWOT Analysis - Most basic technique to analyze the organisation and industry condition - SWOT: Strengths,Weaknesses, Opportunities and threats - Provides framework for analyzing internal and external environment of organisation 2/16/2015 Prof. A. H . Sequeira 40
  41. 41. SWOT Matrix Internal Factors Strengths Weaknesses Opportunities Threats S T – Maximin strategy W O – Minimax strategy S O – Maximax strategy W T – Minimin strategy 2/16/2015 Prof. A. H . Sequeira 41
  42. 42. Environmental Analysis 3. Environmental Analysis - Internal Environment (Owners, BOD, Employees, Culture, etc) - External Environment Task environment (Customer, Competitors, Regulators, Suppliers, etc) General Environment (Demographic, Socio-cultural, Political/Legal, Technological, Economic, Global) 2/16/2015 Prof. A. H . Sequeira 42
  43. 43. Environmental Analysis Internal Env Task Env General Env 2/16/2015 Prof. A. H . Sequeira 43
  44. 44. Resource Analysis 4. Resource Analysis - Physical Resources - Human Resources - Financial Resources - Information Resources 2/16/2015 Prof. A. H . Sequeira 44
  45. 45. Where and how to Begin? Reinventing Strategic Intent Begin with - 5Ws +1H  W-What  W- Where  W- When  W- Who  W- Why  H- How 2/16/2015 Prof. A. H . Sequeira 45
  46. 46. Suggested Model STRATEGIC INTENT FOR A UNIVERSITY/COLLEGE 2/16/2015 Prof. A. H . Sequeira 46
  47. 47. Reinventing Strategic Intent  Identify philosophy  Identify core values (3-7)  Identify major stakeholders  Identify goals (5-10) to be achieved in next 5- 10 and 10-20 years  Write a vivid description on achieving the goals  Evolve aVision Statement  Derive a Mission Statement 2/16/2015 Prof. A. H . Sequeira 47
  48. 48. VisionvVvv iInternal Environment Vision and Mission Internal Environment Analysis External Environment Analysis Institutional goals and objectives Strategies & Policies Implementation Evaluation and control Departmental Goals and objectives 2/16/2015 Prof. A. H . Sequeira 48
  49. 49. Example- CoreValues  Respect  Preserve human life  Dedicated service  Quality  Excellence  Integrity  Ethics 2/16/2015 Prof. A. H . Sequeira 49
  50. 50. CoreValues meaning… Respect : “We uphold the self esteem and dignity of all our customers and sustain human life by healing and comfort” 2/16/2015 Prof. A. H . Sequeira 50
  51. 51. CoreValues meaning … Quality: “We are dedicated to achieving the highest levels of quality in patient care and nursing education” 2/16/2015 Prof. A. H . Sequeira 51
  52. 52. CoreValues meaning… Excellence: “We strive for excellence in everything we think, say and do.” 2/16/2015 Prof. A. H . Sequeira 52
  53. 53. CoreValues meaning… Integrity: Honesty, Fairness and self-scrutiny in every thing we do, as well as assure confidentiality and privacy. 2/16/2015 Prof. A. H . Sequeira 53
  54. 54. CoreValues meaning… Ethics: We seek to uphold high standards of professional ethics education and institutional governance. 2/16/2015 Prof. A. H . Sequeira 54
  55. 55. Identify Stakeholders  Governing Board  Teaching faculty  Non –Teaching  Students  Regulators / Governments  Suppliers  Creditors / Funding Agencies  Local Communities  General Public 2/16/2015 Prof. A. H . Sequeira 55
  56. 56. IDENTIFYING INSTITUTIONAL GOALS : Examples Goal I: Effective Organization & Governance Goal II:Attract and train potential talented students Goal III:Affirm Highest Quality ofTeaching Learning Process Goal IV: Mobilization, Optimum Allocation and Utilization of Financial Resources GoalV GoalVI 2/16/2015 Prof. A. H . Sequeira 56
  57. 57. DEVELOPING INSTITUTIONAL OBJECTIVES 2/16/2015 Prof. A. H . Sequeira 57
  58. 58. Example :Goal I: Effective Organization & Governance OBJECTIVES:  To provide corporate strategy & effective overall direction.  To establish efficient channels of communication between employees and administration/management  To encourage participation of key stakeholders in decision making. 2/16/2015 Prof. A. H . Sequeira 58
  59. 59. example- Goal II:Attract and train potential talented students OBJECTIVES:  To attract potential and talented students on competitive basis from all sections of society to different UG, PG and Research programs.  To develop and sustain an environment to encourage innovation, creativity, team spirit and entrepreneurial leadership.  To encourage students to participate in co-curricular & extra-curricular activities. 2/16/2015 Prof. A. H . Sequeira 59
  60. 60. example -Goal III:Affirm Highest Quality ofTeaching Learning Process  To provide globally relevant education.  To set up comprehensive audit of all academic processes  To establish facility for creating high quality learning resources. 2/16/2015 Prof. A. H . Sequeira 60
  61. 61. DEPARTMENTAL GOALS AND OBJECTIVES 2/16/2015 Prof. A. H . Sequeira 61
  62. 62. Example : Department XXX Type of Goal Objectives Short Term : Upgradation of course content and laboratory facilities for UG and PG students.  Syllabus revision  Procuring Text Books  Procuring additional equipments  Offering new electives  Organize special lectures 2/16/2015 Prof. A. H . Sequeira 62
  63. 63. Example : DepartmentYYY Type of Goal Objectives (O) LongTerm : To encourage faculty & staff to enhance their domain knowledge and pedagogical skills so as to improve the quality of education/training imparted to students O1: To depute faculty & staff to training programs in institutions of higher learning O2: To encourage faculty & staff to undergo training in pedagogical skills O3: To arrange for expert lectures from leaders in industry and institutions of higher learning 2/16/2015 Prof. A. H . Sequeira 63
  64. 64. FORMULATING KEY STRATEGY AREAS  Governance and Organisation  Quality Assurance (QA)  Human Resource Management(HRM)  Resource Optimisation  Brand Image  Research and Consultancy(R&C)  Educational Social Responsibility (ESR) 2/16/2015 Prof. A. H . Sequeira 64
  65. 65. Example- STRATEGY AREA : Governance and Organisation STRATEGIES (Actions) 1.Encourage participation of key stakeholders in decision making. 2.Provide for decentralization of authority and delegation of power. 3.Provide for transparency, accountability and democratic process. 4.Plan effective career growth through attractive compensation and promotional avenues to all faculty and staff. 2/16/2015 Prof. A. H . Sequeira 65
  66. 66. Example -STRATEGY AREA : Quality Assurance (QA):TEACHING- LEARNING PROCESS STRATEGIES : 1.Promote and propagate a self concept of quality 2.Undertake curriculum planning, development, review and revision periodically with inputs from stakeholders. 3.Improve responsiveness to educational needs of students and of industry. 4.Provide for student peer tutoring and mentoring by alumni. 2/16/2015 Prof. A. H . Sequeira 66
  67. 67. STRATEGY IMPLEMENTATION To achieve the goals set by Departments - IDENTIFY Resource Implication(Dept. level): Infrastructure & Human 2/16/2015 Prof. A. H . Sequeira 67
  68. 68. Example- Department of ZZZ Type of Goals Infrastructure Human Resources ST 1: : Enhance Research and Consultancy Activities 1. Dedicated Internet Connectivity with more bandwidth. 2. Latest Hardwares / Softwares 1. More Research Fellowships 2. Additional Technical Staff LT 1: Strengthening and Nurturing Human Resources: Faculty and Staff 1. Individual Room with all the computing facilities. 2. More Lab Space. 3. Additional Computer Systems. 1. More Support and opportunity to improve the faculty members academically. 2/16/2015 Prof. A. H . Sequeira 68
  69. 69. Example :Library Types of Goal Infrastructure Human Resources ST :Best utilization of online and offline resources of the Library - Digital Library - Computers – latest version - RFID Technology library professionals computer professionals LT: Overall development of Library – to provide best services to the end user. A.C. Reading Rooms - INTERNET library professionals computer professionals 2/16/2015 Prof. A. H . Sequeira 69
  70. 70. Example :ACTION PLAN – INSTITUTIONAL LEVEL What (actions) Who (to responsibility) When (Schedule) Governance and Organization Board of Governors Director Continuous Teaching-learning process Dean , HODs & Faculty Continuous Financial Management Director, Dean , Registrar Dy. Registrar Continuous Quality assurance Director, Deans, HODs Continuous Human Resources Management Director, Registrar Annual 2/16/2015 Prof. A. H . Sequeira 70
  71. 71. Example :Action Plan – Departmental Level What (Activities ) Who (Responsibility) When (Schedule) Enriching the curriculum based on responsiveness to students’ needs and the needs of industry Dept. committee Once in 12 months Dual degree programmes at under- graduate level Senate, BOS 2015-17 Introduction of multi-disciplinary post- graduate programmes Senate, BOS 2017 Publication output Faculty and research scholars Continuous Guidance of research scholars Research guides Continuous Number of PhDs awarded Research Scholars Continuous Research Funds Faculty Continuous Consultancy Faculty Continuous 2/16/2015 Prof. A. H . Sequeira 71
  72. 72. Example : Performance Measures - Institutional Level Measures Frequency Organization and Governance  Meetings conducted by various bodies – BOG, Senate, BOS, HODs, All Faculty, All Non-teaching Staff, Grievance Committee, All Advisory Committees.  Minutes communicated to all the stakeholders  MIS Implementation  Professorial Chairs  As per Rules / Mandate  Within 2 weeks  Within 1 year  1 per year 2/16/2015 Prof. A. H . Sequeira 72
  73. 73. Example :Research & Consultancy Research & Consultancy  Publications in Research Journals - Total no of research publications in National journals per year - Total no of research publications in International journals per year - Total no of papers presented in national conference / workshop per year - Total no of papers presented in international conference / workshop per year - No of research publication in journal / proceedings per faculty per year  Total No. of new projects added per department  Patents and IPRs - No. of applications for patents per year - No. of patents obtained  No of new MOUs signed  xx  xx  xx  xx  x  x per year  y  yy in 5 years  Yy per year  X & y is to be determined by the institution 2/16/2015 Prof. A. H . Sequeira 73
  74. 74. Example : Performance Measures - Departmental Level Measures Frequency; quantum Curriculum revision Once in two years Introduction of new electives Two in a period of two years Students undergoing internship in other organizations 3% increase in each year Student awards in Technical Competitions 2% increase in each year Research No. of PhD degrees awarded No. of PhD scholars registered No. of papers published (in National ) No. of papers presented (International Conferences ) No. of books/ book chapters published 2/16/2015 Prof. A. H . Sequeira 74
  75. 75. Concluding Proverb Seeing people in person is a big part of how you drive any change process. You have to show people a positive view of the future and say ‘we can do it’. -Jeffrey Immelt CEO- General Electric 2/16/2015 Prof. A. H . Sequeira 75

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