The document summarizes Franco's planning model which involves 4 key points: 1) Analyzing the external environment to determine what an institution might do, 2) Clarifying the institution's vision, mission, and priorities to determine what it wants to do, 3) Analyzing the institution's internal strengths and weaknesses to determine what it can and cannot do, and 4) Weighing these analyses to make strategic decisions and action plans to determine what it should do. The planning process builds on past achievements but also initiates new strategies to adapt to ongoing changes.
The document summarizes Franco's planning model which involves 4 key points: 1) Analyzing the external environment to determine what an institution might do, 2) Clarifying the institution's vision, mission, and priorities to determine what it wants to do, 3) Analyzing the institution's internal strengths and weaknesses to determine what it can and cannot do, and 4) Weighing these analyses to make strategic decisions and action plans to determine what it should do. The planning process builds on past achievements but also initiates new strategies to adapt to ongoing changes.
The document summarizes Franco's planning model which involves 4 key points: 1) Analyzing the external environment to determine what an institution might do, 2) Clarifying the institution's vision, mission, and priorities to determine what it wants to do, 3) Analyzing the institution's internal strengths and weaknesses to determine what it can and cannot do, and 4) Weighing these analyses to make strategic decisions and action plans to determine what it should do. The planning process builds on past achievements but also initiates new strategies to adapt to ongoing changes.
The document summarizes Franco's planning model which involves 4 key points: 1) Analyzing the external environment to determine what an institution might do, 2) Clarifying the institution's vision, mission, and priorities to determine what it wants to do, 3) Analyzing the institution's internal strengths and weaknesses to determine what it can and cannot do, and 4) Weighing these analyses to make strategic decisions and action plans to determine what it should do. The planning process builds on past achievements but also initiates new strategies to adapt to ongoing changes.
PROFESSOR FRANCO PLANNING MODEL Developed by Ernesto Franco KEY POINTS • Analysis of the external environment in which the institution operates Result: What we might do?
• Clarity of vision and values,
formulation of mission statement and development of culture and priorities Result: What we want to do? KEY POINTS • Analysis of the internal organization, the institution itself, its strength and weaknesses Result: What we can and cannot do?
• Weighing of these analyses and output
against each other and the making of strategic decisions and action plans Result: What we should do? FRANCO, stresses that planning should build on past gains or achievements: at the same time however, it should start new initiatives and strike for new grounds precisely because change never ends, is always taking place, and will even be more complex and rapid in years ahead. Inputs – process – outputs
Sin Wong Kooi of UNESCO
No matter how big or small your institution, it always helps to think systemic and systematically. Thinking systemic means looking at output or key results and from this perspective, to examine the required inputs and necessary process for better outputs.