Programme Plan

Once the board of directors has laid down the strategic direction and mid-term (1 – 5 years) goals for the support institution it has to decide together with the executive manager what will be the annual objective for the year to come. The objectives refer to clear output and time measures, e.g., by the end of next year at least 120 agricultural buyers shall be trained.

These quantifiable objectives are the starting point for the planning of programmes and their expected outputs. The executive director together with the staff will have to clarify with which activities and programmes the annual objectives can best be met. The description of the programmes and (sub)activities will consist of what will be done, with which inputs and expected outputs. The programme plan is a counter check if the objectives can be achieved with the intended activities or if the institution needs to do more. Furthermore, the plan not only describes the programmes in more detail it is also a preparation for the budgeting and pricing.

How do you establish the programme plan?

The management together with the staff will list all possible programmes and activities that can contribute to the achievement of the annual objectives. In a next step, the programmes and activities need to be looked at in more detail.

· List for every activity all the necessary inputs and resources you can think of. These include staff, licenses, accreditation, facilities, equipment, products, information, etc. This is a first feasibility check whether the institution has access to these inputs. In the budgeting phase you will need the list of inputs to plan the expenses.

· List for every programme and activity the directly related output. For example, if your institution plans to do three research projects in the coming year, then the output will be the research reports and press articles.

· Define for every programme and activity the outcome, described as the expected change and impact from your activities. This is a countercheck if your activities lead to the achievement of the strategic goals. The outcome definition will also be a basis for the development of the evaluation plan and indicators.

$image\further_info.gif$ InnoNet’s Workstation will support you in establishing your programme plans, time and work plans and budgets. Below see an InnoNet output for a fictional programme plan done in the name of ITC.

Source: www.innonet.org

$image\templates.gif$ You can also download the attached template programme plan sheet.

in order to elaborate your programme plans off-line.

Example: International Trade Centre Sample Programme Plan

Program Plan for:
International Trade Centre > International Trade Centre

Organisation's Mission:
ITC is a technical co-operation organisation whose mission is to support developing & transition economies, and particularly their business sectors, in their efforts to realise their full potential for developing exports and improving import operations, with the ultimate goal of achieving sustainable development

Programme Description:
International Purchasing & Supply Chain Programme ITC delivers its products and services through selected and respected IPSM partner organisations in each country, helping to build national technical capacity in IPSM training, consulting and information support.

This approach increases the relevance and cost-effectiveness of our assistance, and ensures that beneficiary country Purchasing & Supply Chain professionals receive a globally comparable high standard of assistance relevant to their own business environment, supported by a local organisation

Goal 1:

Enable the business community of developing & transition economies to improve their import operations and supply chain processes and therefore become more competitive (domestically and internationally)

Objectives	Activities	Resources	Output	Goal Outcomes
Objective 1: Provide 15 support institutions with professional training capacity in IPSCM for SMEs by December 21, 2002	1. 15 Training of Trainers Workshops 2. Delivery of professional Training Material 3. Coaching & Mentoring with regard to Development of Training	1. 800 ITC trainer hours 2. 20 MLS Training packs 3. Experience exchange & networking platform on the Internet	1. 150 MLS trainers in 15 institutions trained with marketable skills 2. 2 regional networks for experience exchange initiated	Short Term 1. Professional Associations are better able to train & assist businesses in Supply Chain Mgt. Long Term 1. Professional Associations improve sustainability of their operations & build up know-how 2. Improved SCM & competitiveness of Business Community