Planning concept oiudb
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Planning involves preparing schemes for economic activities with the aim of maximizing economic welfare and utilizing resources efficiently. The objectives of planning include economic growth, self-reliance, reducing unemployment and inequality, and optimizing resource use. The planning process involves environmental scanning, strategy formulation, implementation, and monitoring and evaluation. It is a continuous process that requires setting priorities, analyzing problems and strategies, developing measurable objectives and indicators, and considering assumptions and budgets. Effective planning requires coordination between different levels of government and stakeholders.
Planning concept oiudb
- 1. PLANNING Oromia Industry and Urban Development Bureau “You got to be careful if you don't know where you're going, because you might not get there.” - Yogi Berra 1
- 2. Layout Definition of planning Objectives of planning Planning Approach Planning Process 2005 plan content and Formats 2
- 3. What is planning Development Planning is a deliberate attempt on the part of the state to make the best use of the country’s resource s with objective of maximizing the economic welfare of it’s citizens under a given political and institutional set up. In the wider sense planning refers to the preparation of scheme for every economic activities. Lewis Lorwin, has defined planning is a scheme of economic organization in which individual and separate plants, enterprises and industries are treated as co-ordinate units of one single system for the purpose of utilizing all available resources to achieve maximum satisfaction of the people’s needs with in a given time. 3
- 4. ….Cont In general, “planning is a continuous process w/c involves decisions, or choices, about alternative way s of using available resources, with the aim of achieving certain goal at some times in the future” (conyers and Hills, 1984 Planning process is effective when partners in the planning process are clear about their functions and perform those in a non- competing, non-overlapping and mutually supportive manner. Planning in a democratic State is a social process in which, in some part, every citizen should have the opportunity to participate. 4
- 5. Objectives of Planning Economic growth Self-reliance Reducing the unemployment Reducing the inequality in income/ equitable distribution of wealth. / Elimination of poverty Maintain the economic stability Modernization Optimum utilization of the resources Growth with social justice and equity Faster and more inclusive growth 5
- 6. Why We Need Planning 1.Where is the Organization Now? 2.If no changes are made, where will the organization be in 1year? 2 years? 5 years? 10 years? 3. If the answers are not acceptable, what specific action should management undertake? What are the risks and payoffs involved? 6
- 7. Approach of planning Centralized approach/Top-Down: Top-Down Information: Policies, priorities, targets, guidelines, budgetary information, Technical Information, Co-ordination directives, Review of monitoring and evaluation, suggestions for replanning. Decentralized approach/Bottom-up: Bottom-up Information: Data and Information on local needs and preferences, Area priorities, Area targets, Problems and constraints. 7
- 9. ……itti fufa 1.Environmental Scanning (external and Internal) /SWOT/ Strengths – identifying existing organisational strengths Weaknesses – identifying existing organisational weaknesses Opportunities – what market opportunities might there be for the organisation to exploit? Threats – where might the threats to the future success come from? 9
- 10. PEST Political: local, national and international political developments – how will they affect the organisation and in what way/s? Economic: what are the main economic issues – both nationally and internationally – that might affect the organisation? Social: what are the developing social trends that may impact on how the organisation operates and what will they mean for future planning? Technological: changing technology can impact on competitive advantage very quickly! 10
- 11. Strategic Formulation/Planning First Stage of Strategic Planning Futures Thinking - Thinking about what the business might need to do 10–20 years ahead Strategic Intents – Thinking about key strategic themes that will inform decision making Taking time to think and reflect may be more important than many businesses allow time for! Copyright: Intuitives, http://www.sxc.hu 11
- 12. Priority Setting Program priorities need to be established with an understanding of the resources that are available to help achieve the required outcomes and impact. Resources may be local, statewide, national or even international. The availability of resources or lack of resources may be a major factor in selecting program priorities. 12
- 13. …cont Priority setting involves consideration of the following Vision, and values Institutional mandates Resource availability Local perspectives and dynamics What other people and agencies are doing Research and knowledge base Priority setting leads to the identification of intended outcomes13
- 14. Setting Priorities (Covey's Model) QI - Important and Urgent QII - Important but Not Urgent QIII - Not Important but Urgent QIV - Not Important and Not Urgent The ABC Method (Franklin’s Model) It ranks tasks into three categories: A = vital B = important C = nice 14
- 15. ANALYSIS PHASE Identify Stakeholders Stakeholder Analysis –Identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention Identify /Deduct Analyse Problem Analysis –Identifying key problems, constraints and opportunities; determining cause and effect relationships Select the option Strategy Analysis –Identifying different strategies to achieve objectives; selecting the most appropriate strategies; determining the major objectives (Overall Objective and Project Purpose) 15 The Logframe Approach
- 16. Planning Phase Define the project logic – Log frame –defining the project structure, testing its internal logic, formulating objectives in measurable terms, defining means and costs Specifying and operational zing – Activity scheduling –determining the sequence and dependency of activities, estimating their duration, setting milestones and assigning responsibility – Resource scheduling –from the activity schedule, developing input schedules and a budget 16
- 17. What are Indicators? Objective verifiable indicators (OVI) are specific and objectively verifiable measures of changes or of results as a consequence of project activities. They provide the basis for performance measurement They are useful to convey to others what the project tries to achieve (transparency 17
- 18. What are Sources of Verification They describe where and in what form to find the information on achievement of objectives. – Questions to be clarified:Do appropriate external sources exist? – Are they specific enough? – Are they reliable and accessible? – Are the costs for obtaining information reasonable? – Should other sources be created? Try to use existing sources as much as possible 18
- 19. Assumptions External factors that are important for the success of the project Define the systems environment and sustainability issues Summaries factors which the project cannot or chooses not control Are factors which the project does not address but should monitor. 19
- 20. Column 1 Objectives Indicators Verification Assumptions Goal: The higher order impact to which the project contributes The Greater Why Measures of the longer term outcomes that the project contributed to. Sources of data needed to verify status of Goal level indicators Important factors for sustaining objectives in the long term Purpose: The specific and immediate outcome of the project The Why? Measures of the immediate outcomes or effects of the delivery of the outputs. Sources of data needed to verify status Purpose Level indicators Outputs: The deliverables of the project or the terms of reference The What? Measures of the delivery of the Outputs Sources of data needed to verify status of Output Level Indicators Activities: The main activities that must be undertaken to deliver the outputs The How? These measures are often milestones and are often presented in more detail in the project work plan. Sources of data needed to verify status of the Activity Level Indicators 20
- 21. Budgeting Is the most comprehensive financial statement indicating an estimate of revenue and expenditure /usually for one yr/ It indicates how the government plans to use public resources to meet it’s policy objectives A budget is not just a statement of figures but an exprsssion of government spending priorities 21
- 22. Implementation “Well done is better than well said.” - Benjamin Franklin 22
- 23. Monitoring and Evaluation Monitoring is checking and watching something over a period of time in order to see how it develops, so that you can make necessary change It’s a continuous function that uses the systematic collection of data on specified indicators to provide mgmt and the main stakeholders of an ongoing development intervention with indications of the extent of progress and achievement of objectives and progress in the use allocate funds/ WB, A Hand book for Practitioners, 2004 23
- 24. …….cont Evaluation is a systematic assessment of whether the stated aims and objectives of an intervention have been met. An evaluation allows questions about the effectiveness, efficiency and acceptability/ to clients and to the community/ of projects and programmes to be answered. “control: to compare progress against plan so that corrective action can be taken when a deviation occurs” 24
- 25. Problem facing planners Data are essential tools to planning and plays an important role for: Problem definition, measurement & analysis, Inventorying & decision-making, Evaluation; Lack of information Lack of trained staff Inflation Shortage of funds Paucity of data Lack of cooperation among stakeholders Untimely response from boss/leaders, Dilemma on decision making and etc. 25
- 26. Qabiyyee fi Formaatti karoora 2005 26 “An organization to execute better, learn faster, and change more easily” (Mohrman et al.)
- 27. THANK YOU 27