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Strategic Planning Workshop
 

Strategic Planning Workshop

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created for community leadership training

created for community leadership training

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  • hi. really nice. please sent to me in powerpoint format.
    chauni007@gmaila.com
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  • hi..awesome....please may i request in powerpoint. chauni007@gmail.com
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  • This is a complete strategic planning framework. Great job!
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  • Cool Material. It's very helpful for me...Thank you.
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  • Simple yet very powerful. Many thanks. If possible, could you email me (s.khan@telkomsa.net) your presentation for use at my school.
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    Strategic Planning Workshop Strategic Planning Workshop Presentation Transcript

    • StrategicPlanning workshop
    • Workshop Overview Clearly define the complete strategic planning process. Explain how to create and execute a strategic plan. Provide a common model that the entire organization can follow.
    • • Your name • Position • Why are you here? (Expectations)
    • What is Strategy
    • What is Strategy? Strategy is an internal response of an organization to the demands of the external environment from a general point of view.
    • Strategic planning helps us… • establish priorities • choose actions • create a game plan • allocate resources
    • Why do Strategic Planning? If you fail to plan, then you plan to fail. be proactive about the future • improve performance • open mind • solve major issues at a macro level • communicate what is most important
    • Ask… Where are we now? Where do we need to be? How will we close the gap? How will we monitor our progress?
    • A Good Strategic Plan should… • visionary • flexible • guide decision making at lower levels • address critical performance issues • balance between capability vs. want
    • Pre-Requisites to Planning Leadership commitment. Who will do what? What will each group do? How will we do it? When is the best time?
    • BEGIN with the END in mind.
    • In Community Development Ends: Enhanced social functioning, self-reliance in problem- solving and decision-making, increased income and poverty reduction, access to support services, gender- fairness in society, among others. Means: personnel, facilities, funding, training models, instructional materials, staff development, performance evaluation, technology, budgetary provision, site-based management, leadership style
    • The Strategic Process assessment baseline components specifics evaluate Where we are Where we want to be How we will do it How are we doing • Environmental • Situation – • Performance • Performance •Mission & Vision Scan Past, Present Measurement Management and Future •Values / Guiding • Significant • Background • Targets / • Review Principles Issues Information Standards of Progress Performance •Major Goals • Align / Fit with • Initiatives and • Situational • Take corrective Capabilities Projects Analysis actions •Specific • Gaps • Action Plans • SWOT • Feedback Objectives upstream – revise plans
    • assessment
    • SWOT Analysis Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers… External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles… (you have NO control over these)
    • Pair Up! List* the organization’s strengths and weaknesses. List* the outside opportunities and threats. *at least ten each 10 mins.
    • baseline
    • Organization Profile Operating Environment Business Relationships • Products and Services • Organizational Structure • Organizational Culture • Customer Relationships • Workforce Productivity • Partner Relationships • Infrastructure • Regulations
    • Pair Up! • Products and Services Describe the operating • Organizational Culture • Workforce Productivity environment in terms of • Infrastructure • Regulations • Organizational Structure Describe the business • Customer Relationships relationships in terms of • Partner Relationships 10mins.
    • Present to the group. Identify the GAPS between the reality and the ideal. Identify the specific actions that need to be done to achieve the IDEAL.
    • components
    • VISION It all begins with an ideal vision, a panoramic view, a mega-dream of the kind of society that we want to establish for us and the children of tomorrow.
    • VISION It must point to the future, without tying itself down with negative thinking about the past or present. It should identify a clear set of desirable conditions that is written in a format in which all components represent observable or measurable ends; It must communicate hope, energy, and destiny for all rather than discouragement, distrust or depression.
    • Sample Vision Statement We, at EMDC, envision a harmonious global community where progressive, critical thinking and active individuals take pride and dignity in their cultural and national identities. Use lots of adjectives. ü It is society-driven. End-oriented rather than activity-driven ü Outward-looking. ü Concise but comprehensive. ü Communicates hope for all to share. ü Must describe the ideal description of a community and its people at some point in the future ü Means of attaining it are excluded. ü Full of adjectives. ü Considers in advance the contribution of an agency in its realization.
    • Formulate the vision
    • 1. Answer the following questions and list down your answers: What kind of World (community, country) do you dream for you and your love ones to live? What kind of people do you dream to live in that ideal society?
    • 2. Make a social photography of our present society from the social, political, economic, cultural, and environmental millieu List down what you like in our current society which you can reinforce, legitimize, and/or rationalize. List down what you dislike in our current society which you can change
    • 3. Using adjectives, convert your answers in numbers 1 and 2 in a vision statement. 4. Polish the output in no. 3 to ensure that it communicates hope and inspiration for all (North Star). 5. Check the criteria for determining a good vision statement.
    • Vision Statement Checklist 1. It is society-driven. End-oriented rather than activity-driven 2. Outward-looking. 3. Concise but comprehensive. 4. Communicates hope for all to share. 5. Must describe the ideal description of a community and its people at some point in the future 6. Means of attaining it are excluded. 7. Full of adjectives. 8. Considers in advance the contribution of an agency in its realization.
    • Mission is what we do.
    • Mission It is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists currently. Each member of an organization should be able to verbally express this mission
    • Sample Mission Statements To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers (NASA) Provision of holistic education for the development of perceptive, dynamic and talented young men and women as catalysts of social transformation. (EMDC) Use verbs (NASA) or nouns (EMDC).
    • MISSION STATEMENT CHECKLIST 1. Put the adjectives stated in the vision statement in a multiple quadrant. 2. List down your core competencies (where your organization is good at), core values, the industry that your organization is in, and the market/ publics/ clients that you intent to serve. 3. Juxtapose nos. 1 and 2. 4. Formulate your mission statement. What can your organization contribute to the realization of a part of the vision statement?
    • MISSION STATEMENT CHECKLIST 5. Use a noun form such as terms like production, provision, etc. of student graduates which critical descriptions of how they look like 6. It must be broad enough to inspire all but narrow enough to have a focus 7. Brief and concise 8. Must NOT include the means in operationalizing it.
    • Vision Mission We, at EMDC, envision a Provision of holistic harmonious global education for the community where development of progressive, critical perceptive, dynamic and thinking and active talented young men and individuals take pride and women as catalysts of dignity in their cultural and social transformation. national identities. The IDEAL WHAT WE CAN DO
    • GOAL is what we can achieve.
    • Goal Describes a future end-state – desired outcome that is supportive of the mission and vision. Shapes the way ahead in actionable terms (verbs). Best applied where there are clear choices about the future. Puts strategic focus into the organization – specific ownership of the goal should be assigned to someone within the organization. May not work well where things are changing fast – goals tend to be long-term for environments that have limited choices about the future.
    • Sample Goal Statement Eastern Manila Development Center will deliver the highest standard of education for foreign and local students in Rizal. Use action words.
    • We, at EMDC, envision a harmonious global community Vision where progressive, critical thinking and active individuals take pride and dignity in their cultural and national identities. Provision of holistic education for the Mission development of perceptive, dynamic and talented young men and women as catalysts of social transformation. Eastern Manila Development Center Goal will deliver the highest standard of education for foreign and local students in Rizal.
    • objectives
    • SMART Objectives Specific Measurable Attainable Realistic Time-bound
    • Objectives Relevant - directly supports the goal Compels the organization into action Specific enough so we can quantify and measure the results Simple and easy to understand
    • Objectives Realistic and attainable Conveys responsibility and ownership Acceptable to those who must execute May need several objectives to meet a goal.
    • Eastern Manila Development Hire qualified and competent Center will deliver the teachers. highest standard of education for foreign and Provide up-to-date facilities. local students in Rizal.
    • Pair Up! Given the mission and goals, list at least 10 objectives for the organization. Be SMART. 10mins
    • specifics
    • Action Plans gets the Goal
    • Types of Operational Planning Standing Single-Use Contingency Plans: Plans: Plans: alternative 2.Policies 2.Programs courses of 3.Projects 3.SOPs action to cope 4.Rules and with uncertainty Regulations and change
    • Action Plans • identify the specific steps that will be taken to achieve the initiatives and strategic objectives – where the rubber meets the road • support each objective • points toward operations, procedures, and processes • • describes who does what, when it will be completed, and how the organization knows when steps are completed • • requires the monitoring of progress
    • Get in the action. As a group, draw an action plan for each specific objectives agreed upon. Write the plans on the action plan template. 1hour
    • evaluate
    • Hitting the Target Monitoring and Evaluation
    • Monitoring and Evaluation Format Period Covered _________________________ 1. Introduction  - Prefatory Statement about the report - Purpose of the Report - Contents of the Reports - Period covered by the report   2. Planned Outputs versus Actual Accomplishments  - For each of the major target outputs for the period covered, what is the level of performance or accomplishments? - No output? Below Plan? On Plan? Above- plan? What is the finding?   - What is the reason for such a performance, especially if the performance is no output, below plan or above plan?  
    • Monitoring and Evaluation Format 3. Other Outputs not Included in the Plan  - What are the other outputs in the period covered by the report but were not included in the plan for the period? - Describe what are these, why are these done, who did these, what resources were used, when are these done, where are these done? - What commitments to customers, if any were done, and what are its implications to the vision, mission, and goals of the organization?   4. Problems Encountered and Recommendations  - What are the problems met that hindered and/or constrained the implementation of planned activities? - What has been done about the problem by the concerned unit? What were the results? Are the problems addressed? - What are your unit’s plan of action to address the problem? What management support, i.e. resource support, policy support, etc. are needed?
    • Summing Up
    • The Strategic Process assessment baseline components specifics evaluate Where we are Where we want to be How we will do it How are we doing • Environmental • Situation – • Performance • Performance •Mission & Vision Scan Past, Present Measurement Management and Future •Values / Guiding • Significant • Background • Targets / • Review Principles Issues Information Standards of Progress Performance •Major Goals • Align / Fit with • Initiatives and • Situational • Take corrective Capabilities Projects Analysis actions •Specific • Gaps • Action Plans • SWOT • Feedback Objectives upstream – revise plans
    • Integrate all components from the top to the bottom: Vision Mission Goals Objectives Action Plans Resources
    • Get Early Wins (Quick Kills) to create some momentum Seek external expertise (where possible and permissible) Articulate your requirements to senior leadership if they are really serious about strategic execution
    • Maraming Salamat! by ren.guray@gmail.com