The Planning Process

1
The Planning Process

• Chapter 3

2
Planning

• Planning is the process of determining the
  organizations goals and objectives and selecting
  a course of action to accomplish them within the
  environment inside and outside the organization.

3
Brainstorming

• Criticism is prohibited
• Freewheeling is encouraged and welcomed
• Quantity is wanted
• Combination and improvement sought

4
Brainstorming Activities

• Castles in the sand
• Communication gaps
• Detective work
• Make it worse
• Playmates
• Pretend

5
Needs Assessment

• Collecting Data
• Demographic data
• User participation patterns
• Attitudes of employees
• Barriers to participation
• Predictions of future participation
• Appraisal of existing facilities and programs
• Health hazard appraisal
• Areas of improvement
• Analysis of Data
• Implications Drawn from the Data

6
Needs Assessment Report Components

• Title page
• Executive summary
• Introduction to the needs assessment study
  purpose
• Overview of methods and procedures
• Results
• Conclusions, implications, and recommendations

7
Reasons for Planning

• Helps enterprise succeed
• Provides direction and sense of purpose
• Helps manager cope with change
• Contributes to the performance of other
  managerial functions

8
Steps in the Planning Process

• Identifying internal and external connections and
  relationships
• Development of a SWOT analysis chart
• Strengths
• Weaknesses
• Opportunities
• Threats
• Establishing objectives
• Developing premises
• Decision-making
• Implementing a course of action
• Evaluating the plan

9
Classification of Plans

• Functional plans
• Marketing
• Production
• Personnel
• Financial
• Period of time
• Short range
• Long range
• Frequency
• Standing versus single-use

10
Types of Plans

• Short Range
• Long Range
• Standing
• Single-use
• Budget
• Programs
• Projects
• Strategic

11
Objectives

• Objectives are predetermined and stated in
  advance. They describe future desired results
  toward which present efforts are directed.
• Objectives serve as
• Guidelines for action
• Constraints
• A source of legitimacy
• Standards of performance
• A source of motion

12
Pitfalls of Planning

• Delegation of planning function away from top
  management
• Top management becomes too involved
• Failure to clearly define and develop enterprise
  goals
• Failure to adequately involve major line managers
• Failure to actually use plan
• Top management makes intuitive decisions that
  conflict with formal plans

• Failure to create a congenial and supportive
  climate for planning
• Assuming that comprehensive planning is something
  separate
• Creating a planning program that lacks
  flexibility and simplicity
• Fails to encourage creativity
• Top management fails to review and evaluate
  long-range plans

13
Benchmarking

• Benchmarking is a process used to identify gaps
  between company As performance and other
  industry best practices.

14
Common Steps in Benchmarking

• Determining what to benchmark
• Prepare a benchmark
• Gather data about similar organizations
• Select benchmark companies
• Collate all information and visit the companies
• Analyzed all data gathered and communicate the
  results

15
Manuals for Operations

• Scheduling
• Fitness
• Operations
• Emergency
• Inservice education
• Risk management
• Sales
• Marketing

• Repair and Maintenance
• Human resources
• Fund-raising
• Employee benefits
• Special events
• Membership retention
• Recruitment and motivation of volunteers

16
Effective Delegation Requires

• Delegator states a clear objective
• Delegator determines guidelines for the project
• Delegator sets the deadline for completion
• Delegator grants the person the authority to
  carry out the assignment
• Delegator sets the deadline for its completion
• Delegator decides best means for final report

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Why Managers Fail to Delegate

• Nobody does it better
• Guilt
• Insecurity
• Lack of trust
• Takes time

18
Transforming a Group into a Team

• Management values individual initiatives
• High level of participation v. maintaining status
  quo
• Employees eager to learn
• Employees with a we can solve anything attitude
• Accountability is based on process and results

• Performance management systems are aligned with
  and support teams
• Management is willing to walk and talk
• Strong team values are established

19
Site Selection Steps

• Research
• Designers design for people
• Maintenance and operations
• Maintenance
• Operations
• Special programs
• Facilities and their requirements

20
Site Selection Steps

• Regional analysis
• Site analysis (21 considerations)
• Program
• Functional analysis
• Combined site, function and land use
• Refinement and site plan
• Overall plan

21
Site Selection Steps

• Construction documents
• Bidding
• Construction
• Review

22
Site Selection Considerations

• Access to site
• Circulation within site
• Parking
• Water Supply
• Sewage disposal
• Electrical services
• Telephone service
• Other utilities

• Environmental concerns
• Easements
• Zoning
• Historical
• Record of former use
• Climate conditions
• Nuisance potentials

23
Site Selection Considerations

• Natural features
• Economic impact study
• Natural barriers and visibility
• Supporting demographics
• Security concerns

24
Construction Step

• Preconstruction conference
• Construction change orders
• Pre-final inspection
• Prepare punch list
• As-built drawings
• Preparation of operations manual
• Training on how to operate

25
Construction Step

• Final inspection
• Acceptance as completed project
• Maintenance period
• Bond period
• Bond inspection and final acceptance

26
Schematic Design Phase

• The architect prepares
• the schedule
• the construction budget requirements
• drawings and other documents illustrating scale
• relationship of project components

27
Construction Document Phase

• All construction drawings
• electrical
• mechanical
• structural
• floor plans
• landscaping
• Specifications manual

28
Bidding Process

• Bidding
• invitation to bid
• instructions and bid form
• blueprints and specifications
• Advertising
• Opening and reviewing bids
• Award of contract

29
Bidding

• One contractor
• Three contractors
• mechanical, electrical, and general
• Lump sum
• Lump sum with alternatives
• Unit prices