Effective Strategic Planning Workshop
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • I've been searching for the spring 1981 issue of Leadership Magazine and can't find the article titled Lead Your Association With a Plan for Tomorrow by John N. Bailey. Does anyone have any additional information?
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
8,403
On Slideshare
8,403
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
402
Comments
1
Likes
3

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The Strategic Planning Workshop PA 244 Strategic Planning for Public Action Presented By: Gregg Jones Galgo
  • 2. Objectives:
    • At the end of the presentation, we will be able to:
    • Discuss what strategic planning means;
    • Explain how to implement an effective process in order to create an effective strategic plan; and
    • Identify best practice procedures to communicate strategic planning ideas in a workshop.
  • 3.
    • “ Failing to plan is planning to fail.”
  • 4. Strategic Planning Workshop
    • Planning is a vital skill that organizations must practice on a regular basis, because it forms the basis of most other actions an organization must take.
    setting goals and expectations achieving personal and organizational objectives
  • 5. On Planning:
    • Planning includes the ability to:
    • identify opportunities,
    • analyze problems,
    • establish priorities and needs,
    • allocate available resources.
    • Planning also includes the ability to establish:
    • policies and procedures,
    • objectives and standards of performance,
    • forecasts and budgets,
    • programs and schedules.
  • 6. Strategic Planning: Background
    • The Strategic Plan drives all other plans (example: Evaluation Plan, Sustainability Plan, etc.) by articulating basic concepts of vision, mission, goals, objectives and activities.
    • Strategic planning determines where an organization is going over the next several years, how it's going to get there and how it'll know if it got there or not.
  • 7. Strategic Planning: Background
    • Strategic planning is a systematic process through which an organization agrees on and builds commitment to priorities that are essential to its mission and responsive to the operating environment.
    • Developing a strategic plan depends on the following: leadership, organizational culture, complexity of the organization’s environment, size, expertise of planners, etc.
  • 8. Organizational Culture: An Example The University of Southeastern Philippines (USeP) is a community of scholars that values: U nity S tewardship E xcellence P rofessionalism As a Learning Organization, we shall demonstrate  PROFESSIONALISM  in all our dealings promote  UNITY  among us and our stakeholders harness  STEWARDSHIP  in managing  our resources in order to exemplify  EXCELLENCE  in Instruction, Research, Extension, Production, and Development
  • 9. Organizational Structure: An Example
  • 10. Strategic Planning: Background
    • Other factors to consider:
    • the specific process;
    • planning period; and
    • specific stakeholder participation
  • 11. Strategic Planning Workshop
    • Five Basic Questions:
    • (1) Where are we now? (The Situation)
    • (2) How did we get there? (Our Momentum)
    • (3) Where are we going? (The Direction)
    • (4) Where should we be going? (Desired Direction)
    • (5) How will we get there? (The Strategic Plan)
    • John N. Bailey. "Strategic Planning: Lead Your Association With a Plan for Tomorrow“. Leadership magazine, Spring 1981, pp. 26-29
  • 12. Workshop: Defined
    • 1.  A room, area, or small establishment where manual or light industrial work is done.
    • 2.  An educational seminar or series of meetings emphasizing interaction and exchange of information among a usually small number of participants.
    • http://www.thefreedictionary.com/workshop
  • 13. The Workshop gathering background information planning workshop should take place.
  • 14. Workshop Proper
    • First session/workshop:
    • assess the current situation and how you arrived at that present situation.
    • figure out where you are going and where you want to be.
  • 15. Designing a Planning Workbook
    • The Planning Workbook will bring together all of the information gathered during the
    • Planning Workshop.
    • Sift through the ideas put forward, and organize them into a meaningful body for review by the Planning Workshop attendees and other interested parties in the organization.
    • After the Planning Workshop information has been gathered into a workbook, another workshop should be planned.
  • 16. Workshop Proper
    • Second session/workshop:
    • At this workshop, several things need to be accomplished.
  • 17. Workshop Outline: Strategic Planning
    • Workshop Objectives
    • Audience/Participants
    • Materials
    • Venue
    • Total Time/Duration
    • Opening Activity (Breaking the Ice?)
    • Why is Strategic Planning Important?
    • Elements of a Strategic Plan
  • 18. Elements of Strategic Plan
    • Differences and Definitions:
    • VISION – the utopian outcome - focus on the outcome, not the action that will bring you there.
    • For Example:
    • A PREMIER UNIVERSITY IN THE ASEAN REGION
    • By becoming a premier university in the ASEAN Region, the USEP shall be a center of excellence and development, responsive and adaptive to fast-changing environments. USEP shall also be known as the leading university in the country that fosters innovation and applies knowledge to create value towards social, economic, and technological developments.
  • 19.
    • MISSION: focuses on the ACTIONS that your group will take to attain your vision.
    • For Example:
    • USEP shall produce world-class graduates and relevant research and extension through quality education and sustainable resource management.
    • Particularly, USEP is committed to:
    • Provide quality education for students to grow in knowledge, promote their well-rounded development, and make them globally competitive in the world of work;
    • Engage in high impact research, not only for knowledge’s sake, but also for its practical benefits to society; and,
    • Promote entrepreneurship and industry collaboration.
  • 20.
    • SWOT Analysis:
    • S – Internal strengths - the passion and dedication of people working on the project)
    • W – Internal - the high turn-over rate of students; the breadth of our project
    • O – External opportunities – the climate neutral mandate laid out by government
    • T – External threats – the budget cuts to post-secondary schools
    • ** turn weaknesses and threats into strengths and opportunities!!
  • 21.
    • GOALS: are outcome based and support your mission and vision.
    • OBJECTIVES: are the strategies to achieve the goals – there may be many objectives for each goal.
    • Objectives should be SMART = Specific, Measurable, Attainable, Relevant, Time-bound.
    • Every objective should have a bottom-liner and a timeline!
  • 22. Steps to a Strategic Plan
  • 23. Strategic Planning Outline:
  • 24. Timeline/Gantt Chart
  • 25. Making the Plan
    • Step 1: Visioning
    • Have each person spend some personal time and write down their goals for the project or organization: what would each person like to accomplish or see happen? What would be the outcome of all of these actions?
    • Share with group and take note of commonalities
    • Decide on a catchy vision that describes how your project or organization will leave the world a better place.
  • 26.
    • Step 2: Mission
    • Together, create a captivating sentence or two that describes how your organization or project will achieve your vision. Be sure to include the audience you’re working with, and the actions you’ll take.
    • It often helps to come up with ideas in smaller groups, and bring them back to the whole group to pick out the pieces you like best from all the ideas.
  • 27.
    • Step 3: SWOT Analysis
    • Brainstorm with the group, focusing on the strengths of the group and how you can leverage them up
    • Recognize that there is a fair bit of uncertainty in the opportunities and threats – and this is okay! Ensure there is flexibility in your project or organization to work with them as they arise
    • Come up with 2-3 ways you can overcome your weaknesses, and even turn them into strengths.
  • 28.
    • Step 4: Goal-setting
    • Come back to the individual lists of goals people want to accomplish, and begin prioritizing them based on how they support your vision and mission, and take advantage of your strengths
    • Be careful not to confuse goals with objectives:
    • o On the organizational level, goals may be broad,
    • o On the project level, goals may be slightly more concise,
  • 29.
    • Step 5: Objectives
    • Break each goal into concise steps that can be assigned a person and a deadline
    • It’s helpful to put these onto a visual timeline, and work backwards to make sure your timeline is realistic
  • 30.
    • Step 6: Capacity Assessment
    • Are people overwhelmed by the amount of work? Think through and make sure you have enough time, money, people and resources to do the job well. If not, think through how you can get more resources!
  • 31.
    • Step 7: Evaluation
    • How will you know if you’ve been successful? Brainstorm a list of things that will help define your success, both at the end and throughout your project. For instance, will it be the number of people who attend an event? Will it be the number of volunteers who are showing up to meetings through the planning process?
    • A strategic plan is always meant to be flexible; if you aren’t on track don’t despair!
    • You may have to adjust your goals to be more realistic or look for other ways of achieving them, but the strategic plan can help you be proactive about this.
  • 32.
    • A note to leave on:
    • More time is always better for a strategic plan – but you may need to break it down into 2 sessions to keep people’s sanity in tact. Getting as far as a SWOT analysis may be enough for one day, and then you can start fresh in looking at your goals and objectives.
    • EVERYONE in your group should be involved, and make sure you have ample time and a comfortable space to do it in.
  • 33.
    • The End.