Gives a framework to do strategic planning for an institution of higher education

1. FRAMEWORK FOR STRATEGIC PLANNING
For Institutions of Higher Education
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2. What is Strategic Planning?
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Strategic Planning will enable us to answer the
following questions:
 What is going to be our strategic direction
(Mission, Vision, Values, Strategic Goal &
Objectives and the Strategy to execute the
plan) for next 3 to 5 years?

3. What is Strategic Planning?
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Strategic Planning will enable us to answer the
following questions:
 How are we going to do this? What capacities /
resources (people/money/infrastructure) we have
at present and what do we need to mobilize to
implement the Strategic Plan? By what time? (An
Operational Plan for one year)

4. What is Strategic Planning?
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 How are we going to measure this?
(Indicators/milestones to monitor and evaluate
the successful implementation of the Strategic
Plan)
 How to make this plan financially viable &
sustainable ?

5. Introduction
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Note:
 To do the Strategic Planning process, we need identify
who are the stakeholders to be involved in the entire
process. It is very important that this is done with the
participation of important stakeholders. You need to
define the members of the Planning Committee of the
Institution.

6. Stages in Strategic Planning
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7. Situational Analysis/Stakeholder Analysis
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 Understanding the needs/problems/expectations of the Target group
 Brief picture of socio-economic status, political situation,
educational status, needs and wants
 Analysis of current scenario of our Institution
 What have we achieved in the Past?
 Where do we stand now?
 What do we want to become in the future?

8. Exercise-1: Problem Tree
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 Identify which are the crucial issues/problems
that we must handle.
 These are the strategic issues which are going
to be addressed in the Strategic Plan.
 Identify Issues/problems, Root Causes &
Effects/Symptoms of our Institutions

9. Market Analysis
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 Collect demographic Information about the
area of operation. Especially population,
potential target population, state of education,
importance given for education.
 Actual and Projected demand for higher
education.

10. Exercise-2
Analysis of the Current State of the Institution-SWOC Analysis
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Identify
 Internal Strengths & Weaknesses and
 External Opportunities & Challenges/Constraints of your
Institution /Risks Involved

11. Profile of Direct Competitors
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 How many Colleges are run in our neighbourhood? By Whom? For how
long?
 How many Govt Colleges, Govt Aided Colleges, & Private Colleges?
 Distance of each college to one another and to our place.
 Student strength- To which strata of society these colleges cater to?
 Staff Strength
 Fee structure
 Staff salary structure- staff morale
 Level of professionalism in running these colleges

12. Exercise-2
Analysis of the Current State of the Institution-SWOC Analysis
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 SWOC must take in to consideration major dimensions
of our programmes/services
 Effectiveness of Educational Services- areas where most
effective and least effective
 Institutional Leadership
 Human Resources-Staff –Knowledge, skills, experience

13. Analysis of the Current State of the Institution-SWOC
Analysis
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 Student’s/ Parents Role
 Community Support
 Financial resources (Income/Expenditure trend and Profit &
Loss in the last 3/5 years)
 Unique Selling Points –Distinctive Competence when
compared to other players in the geographical area
 Lessons we have learnt from our past experience
 Risks Involved

14. Some of these questions might be useful in SWOC
Analysis
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 What has happened in the past three years in the
external environment that could affect our work as an
organisation?
 What are the challenges and threats facing us as an
organisation in our external environment?
 What are the opportunities we should be taking
advantage of in the environment to make our services
sustainable?
 What are the important strengths of our organisation?

15. Some of these questions might be useful in SWOC
Analysis
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 What weaknesses are preventing our organization from
achieving its objectives?
 What challenges have we failed to meet in the past two
to three years and why have we failed to meet them?
 What challenges have we met well in the past two to
three years and what helped us to meet them?
 What is the most important outcome that you would like
to see emerging from this strategic planning process?

16. Developing the Future State of the Institution- Mission,
Vision & Values
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 Based on the Situational Analysis, Mandate and SWOC,
arrive at the following
 Mission,
 Vision &
 Values of your Institution
 If the Institution already has it, it could be reviewed
based on the above exercise

17. Exercise -3: Mission
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Mission Statement
 Describes the purpose of our existence in that
community/context
 Why are we there?

18. Exercise -4: Vision
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Vision Statement
 Describes what would have happened in that
community/context because we would be serving there
for next 3 to 5 years
 Describes what would have happened to us for next 3 to
5 years

19. Exercise -5: Values
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Values
 Describes how we would go about our work
 How ethically we would carry out our services
 Our ethics, standards, Values, Principles

20. Arriving at Overarching Goal & Strategic
Objectives
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 Based on the above exercise (Situational Analysis, SWOC
Analysis, Mission, Vision & Values Statements) arrive at an
Overarching Goal and several Strategic Objectives of your
Institution.
 If you have done a thorough Situational Analysis, you would
have arrived at the specific, most crucial problems of your
Institution.
 For each of the selected problem, write a Strategic Objective
which is an attempt to handle that specific problem.

21. Exercise-6: Overarching Goal
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 Arrive at the Overarching Goal of your
Institution

22. Exercise-7: Strategic Objectives
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 Strategic Objectives need to be Specific, Measurable
& Time bound. These alphabets are just pointers. You
can choose to have less or more strategic objectives
than this.
 a.
 b.
 c.
 d.

23. Identifying the best Strategy to reach these Strategic
Objectives
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The Strategy can be developed by answering some of these
questions.
 How to give quality higher education (clarifying on the
parameters of quality higher education based on NAAC
parameters,
 How to get more admission of students and ensure
stakeholder/customer satisfaction?
 How to address risks and opportunities to sustain in a
competitive environment?
 How to attract funding & other resources?

24. Strategy to tackle Competition
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 Favorable factors for starting the Courses/Programmes
 Comprehensiveness of our Service/ programme
 Salient features- Additional facilities to be given to students,
holistic formation that is to be given, competitive salary
package to attract & retain staff talent, State of the art labs, IT
facilities,
 Follow the procedures involved in developing the Strategies
in the Strategic Plan

25. Marketing Plan
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 Branding our services – Marketing campaign
details
 Enhancing visibility in the local community
 News Paper Advertising
 Internet Marketing
 Marketing by Management and Staff

26. Financial Plan
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 Capital Requirements
 Revenue Model -Fees from students, Fees
other than School fee, Money From Province,
From Individual Donors
 Three Year Budget Plan
 Income and Expense Estimates

27. Exercise- 8: Developing the Strategy
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 For each Objective, develop a Strategy

28. Gap Analysis
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 Identify the resources needed to accomplish the Goals and
do a Gap Analysis on what resources we have at present and
what we will need.
 Structure of the Organization- Whether the existing structure
(hierarchical governance, centralized leadership) will be good
enough for the new objectives?
 Human resources –Teaching Staff, Administrative Staff,
Support Staff (Qualification, skills, experience

29. Gap Analysis
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 Infrastructure- Class rooms, Staff rooms, Admn
Buildings, Lab, Library….
 Financial resources- Money collected through Fees,
Other means of income, Annual Staff Salary and
other mandatory provisions, Annual Maintenance
Expenditure…
 How to fill these gaps? What are the new sources of
finances/funding that could be explored

30. Further Steps
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 Key result areas (Outputs Framework) with Indicators for
Monitoring & Evaluating
 Organizational Capacity Building Plan
 Costing the Strategic Plan- Budget