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STRATEGIC PLANNING IN UNIVERSITY DEVELOPMENT

Preamble 1. For 20 years from 1980, resources committed to Nigerian universities failed to keep pace with expansion of the university system.Consequently, the system experienced:Deterioration of basic academic and research infrastructureUnsatisfactory conditions of service for staff leading to b

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STRATEGIC PLANNING IN UNIVERSITY DEVELOPMENT

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    1. STRATEGIC PLANNING IN UNIVERSITY DEVELOPMENT By Professor Ignatius I. Uvah Deputy Executive Secretary, National Universities Commission, Abuja, Nigeria

    2. Preamble 1 For 20 years from 1980, resources committed to Nigerian universities failed to keep pace with expansion of the university system. Consequently, the system experienced: Deterioration of basic academic and research infrastructure Unsatisfactory conditions of service for staff leading to brain drain Dearth of reference materials Institutional instability from communal strife, staff industrial action and student rampages This subsequently created doubt about the quality of university products. IBB Univ. Stakeholder Forum, May 2010 2

    3. Preamble 2 A needs assessment survey for university curriculum in 2002 identified a significant gap between the knowledge and skills of products of Nigerian universities and the competencies needed by industry. Nigerian universities were also not listed in the ranking of the world’s 200 best universities - a sobering event The need is therefore urgent to reverse the declining fortunes of the Nigerian university system It is for similar reason that the AAU in 1991 recommended strategic planning for African universities. NUC has since then encouraged Nigerian universities to engage in strategic planning and many have done so. IBB Univ. Stakeholder Forum, May 2010 3

    4. Conceptual Considerations 1 What do we mean by strategic planning? Strategic Planning is: A process by which an organisation creates a vision for its future and then develops and implements the programme, procedures and processes necessary to achieve that anticipated future. A management tool that helps an organisation focus its energy toward specific objectives … and to assess and adjust the conduct of the organisation’s business in response to the changing environment. The conceptualisation, implementation and evaluation of a set of actions deliberately selected to enable an organisation achieve its objectives now and in a well defined future. IBB Univ. Stakeholder Forum, May 2010 4

    5. Conceptual Considerations 2 Strategic Planning cont’d: A management tool for repositioning an organisation for better focus, better service delivery and better response to the changing environment for the purpose of achieving a desired future state – Chan 1993 A disciplined effort to make fundamental decisions and take actions that guide what an organisation is, what it does and why and how it does it, with a focus on the future – Bryson 1988. It is most useful if it supports strategic thinking and leads to strategic management. IBB Univ. Stakeholder Forum, May 2010 5

    6. Conceptual Considerations 3 Strategic thinking involves collective internalisation of and commitment to the institutional purpose such that it is continually in view while making the daily effort toward achievement of a set of objectives designed for the realisation of the institutional mission. Strategic management is application of strategic thinking in the conduct of the business of an organisation. A strategic plan describes the objectives of an institution and the process by which it intends to achieve its strategic goals. IBB Univ. Stakeholder Forum, May 2010 6

    7. Strategic versus Traditional Planning SP is whole system planning while traditional planning (e.g. Physical masterplan, academic brief, and budget) typically involves line item strategies. SP emphasises inclusiveness, creativity and intuition based in part on qualitative information while traditional planning relies heavily on quantitative projections. Why embark on strategic planning? IBB Univ. Stakeholder Forum, May 2010 7

    8. Why Strategic Planning 1 Why? Because we do wish to succeed; those who “fail to plan, do indeed plan to fail”. Benefits of Strategic planning: Provides opportunity for stocktaking and planning toward realization of a desired future state for the HEI; Ensures that the HEI reshapes its institutional culture, reorganises its processes and diversifies its funding base; Allows an HEI to respond quickly and appropriately to environmental changes; Promotes relevance; IBB Univ. Stakeholder Forum, May 2010 8

    9. Why Strategic Planning 2 Benefits of Strategic planning cont’d: Promotes institutional autonomy from the proprietor; Ensures inclusiveness and thereby promotes commitment amongst staff; provides a conducive atmosphere for industrial harmony and greater institutional stability. How do we carry out strategic planning at the IBB University? IBB Univ. Stakeholder Forum, May 2010 9

    10. Strategic Planning Process 1 Plan Formulation: Outline of a typical strategic planning process: Doing a design for the plan; Sensitizing the university community; Constituting the planning team - University SPC*; Constituting Faculty, Department planning teams;* Identifying technical and/or consultancy support for the SP process; *Details are in Appendix IBB Univ. Stakeholder Forum, May 2010 10

    11. Strategic Planning Process 2 Outline of SP process cont’d: Review of vision and mission statements; Definition of goals and objectives for achieving the mission; Issuance of guidelines by the central administration; Environmental scanning or Situation (a.k.a. SWOT) analysis Redefining the vision and mission statements against SWOT; Defining the guiding principles or core values of the institution; IBB Univ. Stakeholder Forum, May 2010 11

    12. Strategic Planning Process 3 Outline of SP process cont’d: Gap analysis – btw status quo and envisioned future state; Development of alternative strategies for closing each gap; Development of action plans from alternative strategies: These should be costed, time-bound and responsibility assigned to specific persons; IBB Univ. Stakeholder Forum, May 2010 12

    13. Strategic Planning Process 4 Outline of SP process cont’d: harmonization of plans of units into institutional strategic plan; Development of monitoring and evaluation mechanisms; and Approval and adoption of draft plan after consultation. IBB Univ. Stakeholder Forum, May 2010 13

    14. Strategic Planning Process 5 Plan implementation: Drawing up annual operational plans from the strategic plan; Making adequate annual budget provision for plan implementation; and Is the most challenging aspect of planning. IBB Univ. Stakeholder Forum, May 2010 14

    15. Strategic Planning Process 6 Plan Evaluation and Review: The purpose is to ensure consistency between the plan and implementation; Feedback from M & E informs corrective measures if required; and M & E inform self-analysis for the next planning cycle. IBB Univ. Stakeholder Forum, May 2010 15

    16. Management Commitment Management must: Believe in the agreed plan and recruit other staff to that belief; Be courageous in the face of challenges to formulating and implementing the new vision; Be willing to reconsider and modify plans where necessary; Make adequate budgetary provision for plan implementation; and Provide technical support if needed. IBB Univ. Stakeholder Forum, May 2010 16

    17. Characteristics of a Good Plan A good plan should be: Simple – easy to understand and act upon; Complete – contains all elements necessary to its implementation; Specific – contains concrete measurable objectives, specific actions and activities with specified timelines, specific persons responsible for specific actions with specific budgets; and Realistic – establishes goals that are specific, measurable achievable, realistic and time-bound (SMART), easy to implement. A good plan lends itself to easy implementation IBB Univ. Stakeholder Forum, May 2010 17

    18. PITFALLS Details are shown in the Appendix IBB Univ. Stakeholder Forum, May 2010 18

    19. CONCLUSION The twin challenge of a poor resource base and poor management of resources provides a credible basis for institutional reforms in the Nigerian university system. The IBB University must reposition itself in order to have a competitive edge over its peers. Strategic planning provides a suitable framework for such reform I suggest that the university endeavour to take advantage of the comprehensive description of the SP process in this presentation Finally, I wish to commend the management of the IBB University for organising this Stakeholder Forum in the quest to establish a strategic planning culture for the development of the university. IBB Univ. Stakeholder Forum, May 2010 19

    20. APPRECIATION Thank you for your attention. God Bless. IBB Univ. Stakeholder Forum, May 2010 20

    21. Strategic Planning Committees 1 Organizing the planning effort; setting up committees: Central Strategic Planning Committee Faculty (School/College) Strategic Planning Committee Departmental Strategic Planning Committee Committees should have adequate stakeholder representation Membership may be as follows: IBB Univ. Stakeholder Forum, May 2010 21

    22. Strategic Planning Committees 2 Central Strategic Planning Committee (CSPC): Chief Executive as Chairman A suitable staff as Deputy Chairman Reps of all academic faculties and non-academic departments Rep of alumni association Rep of host community Rep of industry/business community Rep of students Director Academic Planning as member/secretary IBB Univ. Stakeholder Forum, May 2010 22

    23. Strategic Planning Committees 3 Terms of reference for CSPC: To prepare and provide guidelines to planning centres (departments faculties & other units) To explain strategic planning process to planning centres To draw up meeting schedules and work plan To propose a budget for plan process to management To conduct SWOT analysis To collate, prioritise and cost plans of all planning centres into an institution strategic plan within six months To submit draft plan for comment by stakeholders; then to management for approval IBB Univ. Stakeholder Forum, May 2010 23

    24. Strategic Planning Committees 4 To print summary of the agreed plan To commission the plan at a public event To perform any other activities relevant to drawing up a strategic plan. Standing Sub-Committee of the CSPC: May be set up to produce working papers Membership to be drawn from among CSPC members IBB Univ. Stakeholder Forum, May 2010 24

    25. Strategic Planning Committees 5 Faculty/School/College Strategic Planning Committee: Typical FSPC Membership would be: Dean as Chairman Heads of all departments Additional rep of each department Secretary nominated from among staff by Dean Terms of reference for FSPC: To appraise activities (SWOT) of the Faculty, School or College To draw up strategic plan for the Faculty within the frame work of CSPC guidelines IBB Univ. Stakeholder Forum, May 2010 25

    26. Strategic Planning Committees 6 Terms of reference for FSPC: To appraise activities (SWOT) of the Faculty, School or College To cost planned activities To report to the CSPC To do any other thing helpful to this purpose. Departmental/Unit Strategic Planning Committee; Membership of DSPC would include HOD; unit reps of academic and junior and senior non-academic staff; rep of students; secretary from among staff IBB Univ. Stakeholder Forum, May 2010 26

    27. Strategic Planning Committees 7 Terms of reference for DSPC: Similar to those of the Faculty SPC except that the DSPC would report to the Faculty, School or College. IBB Univ. Stakeholder Forum, May 2010 27

    28. Pitfalls to Avoid 1 Common errors to avoid include: Not cutting down wish lists Not linking plans to budget reality Setting woolly objectives and targets Reluctance to question the status quo Failure to be inclusive, e. g. to get community support Not monitoring achievements Not anticipating the uncertain nature of the future Not anticipating internal resistance from those who have vested interest in existing arrangements IBB Univ. Stakeholder Forum, May 2010 28

    29. Pitfalls to Avoid 2 Not providing the resources required for the planning effort Wrong notion that planning may limit future choices and initiatives Poor commitment by leadership – management commitment is crucial to success of the plan IBB Univ. Stakeholder Forum, May 2010 29

    30. Le Fin Finito IBB Univ. Stakeholder Forum, May 2010 30

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