This document outlines the strategic planning process for developing a cancer initiatives strategic plan in 3 Aboriginal communities. It discusses establishing a vision and mission, assessing organizational strengths, weaknesses, opportunities, and threats, setting priorities through an impact-effort grid, creating SMART goals and objectives, and developing an implementation plan. The strategic plan will be directly informed by community wisdom and experiences to guide cancer-related priorities, decisions, and resource allocation over the coming years.
This document outlines the strategic planning process for an organization. It discusses developing a strategic plan that is informed by experience and wisdom. The key steps in strategic planning are to assess the organization, develop a vision and mission, assess the environment through a SWOT analysis, agree on priorities using an impact-effort grid, write the strategic plan, implement it, and monitor/evaluate. Setting SMART objectives is also discussed. The overall purpose of strategic planning is to help focus an organization's vision and priorities through establishing why it exists, what it aims to achieve, and how it will do so.
The document outlines steps for developing an effective strategic plan, including assessing the organization, developing a vision and mission, analyzing strengths, weaknesses, opportunities, and threats (SWOT), setting priorities, establishing goals and objectives, and implementing and monitoring the plan. It emphasizes focusing on key issues, questioning assumptions, and producing a clear written document to guide the organization.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The document discusses coaching practices and stress management techniques used by the Live Well! Bien Vivre! program. The coaching practices include short- and long-term goal setting using SMART goals, creating personalized action plans, building on strengths to overcome barriers, and providing emotional support and accountability. Stress management techniques involve understanding sources of stress, coping mechanisms like planned activities, and stress relief methods such as meditation. The document also provides examples of SMART goals and guides participants in creating their own goals.
This document provides an introduction to strategic planning. It begins by describing common problems with strategic planning such as having no clear purpose, not being based on objective information, and not linking to implementation. It then discusses the criteria for an effective strategic plan and defines strategy as setting actions to improve performance against rivals. The document uses an everyday example of setting health and fitness goals to lose weight to illustrate how strategic planning works, including identifying strengths, weaknesses, choosing a strategy, and then tactics to execute the strategy.
Putting Your Best Foot Forward- How to Incorporate Strengths in Your Grant Pr...TechSoup
In this webinar, Alice Ruhnke of GrantStation, shared how to infuse your grant proposals with strengths, solutions, and with a clear understanding of what funders are looking for and have a fresh perspective on what works in your organization and community.
Putting Your Best Foot Forward- How to Incorporate Strengths in Your Grant Pr...ArethaSimons
In this webinar, Alice Ruhnke of GrantStation, shared how to infuse your grant proposals with strengths, solutions, and with a clear understanding of what funders are looking for and have a fresh perspective on what works in your organization and community.
The document announces a presentation by Cynthia Hakutangwi on planning for personal and professional development, including an overview of her background and qualifications in communications and personal development. The presentation will cover topics such as career development, goal setting, priorities, time management, and overcoming barriers to success.
This document outlines the strategic planning process for an organization. It discusses developing a strategic plan that is informed by experience and wisdom. The key steps in strategic planning are to assess the organization, develop a vision and mission, assess the environment through a SWOT analysis, agree on priorities using an impact-effort grid, write the strategic plan, implement it, and monitor/evaluate. Setting SMART objectives is also discussed. The overall purpose of strategic planning is to help focus an organization's vision and priorities through establishing why it exists, what it aims to achieve, and how it will do so.
The document outlines steps for developing an effective strategic plan, including assessing the organization, developing a vision and mission, analyzing strengths, weaknesses, opportunities, and threats (SWOT), setting priorities, establishing goals and objectives, and implementing and monitoring the plan. It emphasizes focusing on key issues, questioning assumptions, and producing a clear written document to guide the organization.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The document discusses coaching practices and stress management techniques used by the Live Well! Bien Vivre! program. The coaching practices include short- and long-term goal setting using SMART goals, creating personalized action plans, building on strengths to overcome barriers, and providing emotional support and accountability. Stress management techniques involve understanding sources of stress, coping mechanisms like planned activities, and stress relief methods such as meditation. The document also provides examples of SMART goals and guides participants in creating their own goals.
This document provides an introduction to strategic planning. It begins by describing common problems with strategic planning such as having no clear purpose, not being based on objective information, and not linking to implementation. It then discusses the criteria for an effective strategic plan and defines strategy as setting actions to improve performance against rivals. The document uses an everyday example of setting health and fitness goals to lose weight to illustrate how strategic planning works, including identifying strengths, weaknesses, choosing a strategy, and then tactics to execute the strategy.
Putting Your Best Foot Forward- How to Incorporate Strengths in Your Grant Pr...TechSoup
In this webinar, Alice Ruhnke of GrantStation, shared how to infuse your grant proposals with strengths, solutions, and with a clear understanding of what funders are looking for and have a fresh perspective on what works in your organization and community.
Putting Your Best Foot Forward- How to Incorporate Strengths in Your Grant Pr...ArethaSimons
In this webinar, Alice Ruhnke of GrantStation, shared how to infuse your grant proposals with strengths, solutions, and with a clear understanding of what funders are looking for and have a fresh perspective on what works in your organization and community.
The document announces a presentation by Cynthia Hakutangwi on planning for personal and professional development, including an overview of her background and qualifications in communications and personal development. The presentation will cover topics such as career development, goal setting, priorities, time management, and overcoming barriers to success.
Explore this 3 pillar approach to strategy and decision making as a social entrepreneur. (These are slides from a live webinar presentation held October 21, 2015)
This document discusses strategic planning and outlines the key steps in developing an effective strategic plan. It defines strategy as how an organization meets its needs and objectives through establishing priorities, choosing actions, and allocating resources. A strategic plan is a document that states an organization's reason for existing, what it aims to achieve, and how it will do so in order to focus its vision and priorities. The steps outlined for developing a strategic plan include assessing the organization and external environment, agreeing on priorities, developing a vision and mission statement, writing the plan, implementing it, and ongoing monitoring and evaluation.
This document discusses strategic planning and strategy development. It defines strategic planning as identifying an organization's future goals and how to achieve them. Developing strategies is described as taking advantage of resources, opportunities, and emerging challenges while minimizing resistance. Key aspects of strategy development include understanding the current position, evaluating strengths and weaknesses, analyzing the external environment, identifying strategic options, setting objectives, communicating the strategy, implementing it, and reviewing progress. Overall strategies should provide direction, fit available capabilities, and advance the organization's mission.
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
Goal Setting and Strategic Planning allows you to prepare for the journey and critically assess the best path for your organization. It allows you to look at where you are, where you want to go, and the action items for getting there.
This document discusses the importance of quality assurance in organizational decision making. It defines quality as meeting or exceeding standards as measured against similar programs or services. The presenter argues that every department should have a process to ensure decisions align with the organization's mission and values, and that data should drive all decisions. Quality assurance teams in instruction, course design, and IT help guarantee decisions meet standards and collect needed data on student experiences. The key is using an organization's mission to define quality, gathering metrics to measure it in each area, and making evidence-based choices that prioritize students based on those metrics. Leaders are advised to pilot impactful decisions and collect resulting data rather than gambling without information.
The document discusses board governance at a student union (SU). It explains that a board is the governing body of a non-profit and outlines two types of board models - policy governance and administrative governance. The SU uses a policy governance model where the board sets policy, hires a general manager to implement it, and oversees operations, while staff carry out daily work. The board has three responsibilities - fiduciary duty to act in the organization's best interest, strategic role in setting goals and advocacy, and generative role envisioning future opportunities. Examples show how these roles apply to budgeting, events, and advocacy versus direct service provision.
The document discusses the importance of strategy for nonprofit organizations. It provides an overview of key elements of a good strategy, including having a clear mission, vision, and values; conducting an environmental analysis; considering different strategic options; and establishing plans, implementation, and evaluation measures. The document emphasizes defining impact and outcomes and using data to drive performance improvement. It also notes that funders look for strategies that demonstrate improved lives for beneficiaries and value for money. Finally, it discusses the role of trustees in setting vision, developing strategy, and ensuring accountability, and provides questions for organizations to reflect on how robust their strategic planning process is.
This document discusses smart goals and SWOT analysis. It defines smart goals as being specific, measurable, attainable, relevant, and time-bound. Each component of smart goals is explained in detail. The importance of setting smart goals is that they clarify vision, focus efforts, drive progress, prioritize tasks, and more. SWOT analysis is also introduced as a method to evaluate the strengths, weaknesses, opportunities, and threats of a project or business. Characteristics of an effective SWOT analysis include honesty, thoroughness, input from all stakeholders, and using the results to improve strengths/opportunities and address weaknesses/threats.
T. McIntyre MNA 2016 Presentation- Plan to LeadTracy McIntyre
This document summarizes a presentation on strategic planning for Montana nonprofits. The presentation covered:
- Why strategic planning is important for setting an organization's direction, priorities, mission, vision, and creating a process for decision making.
- The key steps in strategic planning, including gathering internal and external input, identifying objectives and strategies, creating a mission and vision, and building in evaluation and accountability measures.
- Potential pitfalls to avoid, such as not implementing the plan, not utilizing it for training and communication, and not revisiting it annually to allow for revisions.
- Areas the presentation focused on, such as engagement of staff/volunteers/board, understanding why planning is needed
Goal-Setting Presentation for Personal and Farm Business GoalsBarbara O'Neill
The document discusses goals and strategies for small scale animal production. It provides information on goal setting, including defining goals, making goals SMART (specific, measurable, attainable, realistic and time-bound), examples of personal and farm business goals, resources for goal setting, and tips for effective goal setting. The document is presented by Barbara O'Neill, a Rutgers Cooperative Extension specialist in financial resource management.
The document discusses the benefits of using a facilitator for strategic planning, including allowing everyone to participate, having a neutral party to ask tough questions, and controlling the time and tempo of meetings. It then provides an overview of the strategic planning process, which involves determining an organization's current situation, creating a vision and priorities for the future, and identifying goals and initiatives to work towards the vision. The document concludes by outlining best practices for strategic planning and costs for working with the facilitator presenting on developing an aligned strategic plan.
The document provides guidance on best practices for identifying strategic priorities. It recommends focusing resources on initiatives that will have the biggest impact, aligning priorities with the organization's mission and vision, and making priorities simple to understand, explain and measure. Priorities should be determined through stakeholder input, a SWOT analysis, and trend analysis. Only a few key priorities should be selected initially and resources allocated to ensure their achievement. Regular communication is important to engage all staff in working towards the priorities.
This document provides information about strategic planning, including definitions of key terms, the strategic planning process, and tools used in strategic planning. It begins with defining strategic planning as the process of developing a plan to achieve organizational goals and objectives. It then discusses various strategic planning concepts like vision, mission, assessing the environment through SWOT analysis, setting priorities, and developing goals and objectives. The document also explains different strategic planning tools like the TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis that can be used to analyze the organization and its environment. It emphasizes that strategic planning helps organizations focus on key issues and priorities to guide decision-making and resource allocation.
Sara Brueck Nichols presented on SMART goals and measurement. She discussed introducing goals by being specific, measurable, actionable, realistic and time-based. Examples were provided of turning general goals into SMART goals. Measurement was discussed as driving strategy, with the importance of having a single, well-defined objective and benchmark. Key aspects of survey design like keeping it short, asking the right question, avoiding bias and answer types were covered. The presentation concluded with discussing evaluating measurement and taking action based on results.
Strategic planning for startups: How to do more with less.Anthony C Taylor
Most organizations, whether small businesses, start ups, or government have challenges aligning their vision with the work that they do day to day. If these organizations focused their energy on a few specific areas they would move forward faster and with more impact. The benefit of having a clear strategy communicated throughout the organization will pay dividends in increased productivity and decreased waste. For help with identifying your organization's strategic priorities visit www.smestrategy.net
Lizzie Kenyon, director – centre for social innovation, Keep Britain Tidy
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
This document discusses the importance of goal setting for student chapters. It recommends that chapters conduct assessments, either a SWOT analysis or SOAR analysis, to evaluate their strengths, weaknesses, opportunities and threats or strengths, opportunities, aspirations and results. This assessment will allow chapters to craft meaningful goals in key areas. The document advocates for goals to follow the SMART structure - being specific, measurable, attainable, relevant and time-based. By regularly assessing performance and setting goals, chapters can facilitate significant positive cultural changes over time.
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
Explore this 3 pillar approach to strategy and decision making as a social entrepreneur. (These are slides from a live webinar presentation held October 21, 2015)
This document discusses strategic planning and outlines the key steps in developing an effective strategic plan. It defines strategy as how an organization meets its needs and objectives through establishing priorities, choosing actions, and allocating resources. A strategic plan is a document that states an organization's reason for existing, what it aims to achieve, and how it will do so in order to focus its vision and priorities. The steps outlined for developing a strategic plan include assessing the organization and external environment, agreeing on priorities, developing a vision and mission statement, writing the plan, implementing it, and ongoing monitoring and evaluation.
This document discusses strategic planning and strategy development. It defines strategic planning as identifying an organization's future goals and how to achieve them. Developing strategies is described as taking advantage of resources, opportunities, and emerging challenges while minimizing resistance. Key aspects of strategy development include understanding the current position, evaluating strengths and weaknesses, analyzing the external environment, identifying strategic options, setting objectives, communicating the strategy, implementing it, and reviewing progress. Overall strategies should provide direction, fit available capabilities, and advance the organization's mission.
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
Goal Setting and Strategic Planning allows you to prepare for the journey and critically assess the best path for your organization. It allows you to look at where you are, where you want to go, and the action items for getting there.
This document discusses the importance of quality assurance in organizational decision making. It defines quality as meeting or exceeding standards as measured against similar programs or services. The presenter argues that every department should have a process to ensure decisions align with the organization's mission and values, and that data should drive all decisions. Quality assurance teams in instruction, course design, and IT help guarantee decisions meet standards and collect needed data on student experiences. The key is using an organization's mission to define quality, gathering metrics to measure it in each area, and making evidence-based choices that prioritize students based on those metrics. Leaders are advised to pilot impactful decisions and collect resulting data rather than gambling without information.
The document discusses board governance at a student union (SU). It explains that a board is the governing body of a non-profit and outlines two types of board models - policy governance and administrative governance. The SU uses a policy governance model where the board sets policy, hires a general manager to implement it, and oversees operations, while staff carry out daily work. The board has three responsibilities - fiduciary duty to act in the organization's best interest, strategic role in setting goals and advocacy, and generative role envisioning future opportunities. Examples show how these roles apply to budgeting, events, and advocacy versus direct service provision.
The document discusses the importance of strategy for nonprofit organizations. It provides an overview of key elements of a good strategy, including having a clear mission, vision, and values; conducting an environmental analysis; considering different strategic options; and establishing plans, implementation, and evaluation measures. The document emphasizes defining impact and outcomes and using data to drive performance improvement. It also notes that funders look for strategies that demonstrate improved lives for beneficiaries and value for money. Finally, it discusses the role of trustees in setting vision, developing strategy, and ensuring accountability, and provides questions for organizations to reflect on how robust their strategic planning process is.
This document discusses smart goals and SWOT analysis. It defines smart goals as being specific, measurable, attainable, relevant, and time-bound. Each component of smart goals is explained in detail. The importance of setting smart goals is that they clarify vision, focus efforts, drive progress, prioritize tasks, and more. SWOT analysis is also introduced as a method to evaluate the strengths, weaknesses, opportunities, and threats of a project or business. Characteristics of an effective SWOT analysis include honesty, thoroughness, input from all stakeholders, and using the results to improve strengths/opportunities and address weaknesses/threats.
T. McIntyre MNA 2016 Presentation- Plan to LeadTracy McIntyre
This document summarizes a presentation on strategic planning for Montana nonprofits. The presentation covered:
- Why strategic planning is important for setting an organization's direction, priorities, mission, vision, and creating a process for decision making.
- The key steps in strategic planning, including gathering internal and external input, identifying objectives and strategies, creating a mission and vision, and building in evaluation and accountability measures.
- Potential pitfalls to avoid, such as not implementing the plan, not utilizing it for training and communication, and not revisiting it annually to allow for revisions.
- Areas the presentation focused on, such as engagement of staff/volunteers/board, understanding why planning is needed
Goal-Setting Presentation for Personal and Farm Business GoalsBarbara O'Neill
The document discusses goals and strategies for small scale animal production. It provides information on goal setting, including defining goals, making goals SMART (specific, measurable, attainable, realistic and time-bound), examples of personal and farm business goals, resources for goal setting, and tips for effective goal setting. The document is presented by Barbara O'Neill, a Rutgers Cooperative Extension specialist in financial resource management.
The document discusses the benefits of using a facilitator for strategic planning, including allowing everyone to participate, having a neutral party to ask tough questions, and controlling the time and tempo of meetings. It then provides an overview of the strategic planning process, which involves determining an organization's current situation, creating a vision and priorities for the future, and identifying goals and initiatives to work towards the vision. The document concludes by outlining best practices for strategic planning and costs for working with the facilitator presenting on developing an aligned strategic plan.
The document provides guidance on best practices for identifying strategic priorities. It recommends focusing resources on initiatives that will have the biggest impact, aligning priorities with the organization's mission and vision, and making priorities simple to understand, explain and measure. Priorities should be determined through stakeholder input, a SWOT analysis, and trend analysis. Only a few key priorities should be selected initially and resources allocated to ensure their achievement. Regular communication is important to engage all staff in working towards the priorities.
This document provides information about strategic planning, including definitions of key terms, the strategic planning process, and tools used in strategic planning. It begins with defining strategic planning as the process of developing a plan to achieve organizational goals and objectives. It then discusses various strategic planning concepts like vision, mission, assessing the environment through SWOT analysis, setting priorities, and developing goals and objectives. The document also explains different strategic planning tools like the TOWS matrix, BCG matrix, Porter's analysis, and SERVO analysis that can be used to analyze the organization and its environment. It emphasizes that strategic planning helps organizations focus on key issues and priorities to guide decision-making and resource allocation.
Sara Brueck Nichols presented on SMART goals and measurement. She discussed introducing goals by being specific, measurable, actionable, realistic and time-based. Examples were provided of turning general goals into SMART goals. Measurement was discussed as driving strategy, with the importance of having a single, well-defined objective and benchmark. Key aspects of survey design like keeping it short, asking the right question, avoiding bias and answer types were covered. The presentation concluded with discussing evaluating measurement and taking action based on results.
Strategic planning for startups: How to do more with less.Anthony C Taylor
Most organizations, whether small businesses, start ups, or government have challenges aligning their vision with the work that they do day to day. If these organizations focused their energy on a few specific areas they would move forward faster and with more impact. The benefit of having a clear strategy communicated throughout the organization will pay dividends in increased productivity and decreased waste. For help with identifying your organization's strategic priorities visit www.smestrategy.net
Lizzie Kenyon, director – centre for social innovation, Keep Britain Tidy
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
This document discusses the importance of goal setting for student chapters. It recommends that chapters conduct assessments, either a SWOT analysis or SOAR analysis, to evaluate their strengths, weaknesses, opportunities and threats or strengths, opportunities, aspirations and results. This assessment will allow chapters to craft meaningful goals in key areas. The document advocates for goals to follow the SMART structure - being specific, measurable, attainable, relevant and time-based. By regularly assessing performance and setting goals, chapters can facilitate significant positive cultural changes over time.
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
5. What is strategy?
• How an organization
meets its needs and
objectives
• Strategy helps to:
– Establish priorities
– Choose actions
– Create a plan
– Allocate resources
– Be proactive
6. What is a strategic plan?
• A document that says
why an organization
exists, what it aims to
do, and how it will do it
• It helps to focus the
organization’s vision
and priorities
7. Strategic planning does not…
• Predict the future
• Replace good leadership and judgment
• Follow a smooth, straightforward process
A strategic plan is a living document — you can
adapt it as needed!
16. SWOT
Internal
Strengths
• What do we do well?
• What internal resources do we
have (knowledge, reputation,
skills, things)?
Weaknesses
• What could we do better?
• What do we lack?
• Do we have limited resources?
External
Opportunities
• What opportunities can we take
advantage of?
• Is there a great need for
services we can provide?
Threats
• Do we have any competitors?
• Do we face any challenges that
make it hard for us to do our
work?
17. Questions
SWOT
How do we use
our strengths to
take advantage
of
opportunities?
How do we
overcome our
weaknesses to
take advantage
of
opportunities?
How do we
overcome the
weaknesses
that make us
vulnerable to
threats?
How do we use
our strengths
to make us
less vulnerable
to threats?
21. Goals vs. Objectives
Goal
• A greater purpose
• A long-term outcome
• May not be easy to measure
[Example: Support NWT
residents to make healthy
lifestyle choices that reduce their
risk of cancer.]
Objective
• A specific, short-term action
that will contribute to
achieving a goal
• Must be measurable
[Example: Create a website
with accurate and current
information about cancer risk
factors.]
22. SMART objectives
Specific – Who? What? Where? How?
Measurable – How many? How can this be measured?
Achievable – Is it possible?
Realistic – Is it possible given our time and resources available?
Timebound – When?
Each objective should be written in precise terms that leave no room for
misinterpretation.
[Example: Within 12 months, we will team with the local health centre to
recruit at least 20 men and women for colorectal cancer screening.]
24. • Produce a document
• Develop an action plan and implement
• Monitor and evaluate
• Share progress
• Review and revise
• Share
Your new strategic plan will help to guide you in the difficult
decisions you have to make as a committee—it will help you
to identify the activities that best fit with your vision, mission,
goals, and objectives.
Moving forward
Editor's Notes
As the facilitator, feel free to use this section of the for your own notes.
This work can be done over a long period. At minimum, 2 days should be allowed for groups to work through these slides/tasks.
What is strategy?
Strategy is the path that takes us from where we are now to where we want to be.
Q: What is a strategic plan?
A strategic plan makes sure that all members of the organization are on the same page.
It answers:
Where are we now?
Where do we need to be?
How will we get there?
It is a written, decision-making tool.
Over time, an organization must monitor changes in the environment and assess whether its assumptions remain essentially valid.
Not a substitute for judgment or leadership: strategic planning can only support the intuition, reasoning, and judgment of the people involved.
Rarely a smooth, predictable, linear process: It is a creative process that requires flexibility as you work through its various phases – do not go in a straight line.
Iterative process—you can go back and forth.
There are different ways to develop and structure a plan—you have to do what is right for you. Typically, these are the components.
Be willing to question: Just because something has always been done that way, doesn’t mean it’s the best.
Produce a document: It is a symbol of accomplishment as well as a guide for your activities
Sometimes it helps to understand what a vision is by thinking about a newspaper headline. If you pick up the newspaper in three years, what do you want it to say?
You ask yourself: What does your committee want to achieve? What is your vision?
For example: Canadian Cancer Society Vision
Creating a world where no Canadian fears cancer.
Begin with the end in mind. The vision presents an image in words of what success will look like if the organization achieves its purpose.
Discuss the organization’s vision. These questions are key to developing your vision.
Define the vision.
The mission describes the overarching purpose of the organization—the reason it exists. Your mission statement answers the questions: Who are you, as an organization? Why do you exist? What do you do? Who do you serve?
Example: CCS Mission
The Canadian Cancer Society is a national, community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.
Do work in groups and all together to develop the organization’s mission.
Take an objective and critical look at the situation your organization currently finds itself in
The SWOT is a useful brainstorming tool for planning.
The SWOT helps you develop strategy by making sure you’ve considered all organizational strengths and weaknesses, as well as external opportunities and threats.
Strengths and weaknesses are internal (membership, leadership, reputation, structures) – you can change them over time with work
Opportunities and threats are external (other services in the community, territorial policies) – you can’t change them
Group work: Brainstorm and fill in the SWOT quadrants.
General idea behind every plan is:
How can we strengthen our strengths?
How can we overcome our weaknesses?
How can we use our opportunities?
How can we evade the threats?
Discuss and document. These answers become our strategies to achieve our objectives.
Before discussing priority setting, be sure that the group agrees on the right timeframe.
What would be manageable? Set priorities for one year from now? Two years? Five?
Look at external factors – do they affect the timeframe? Internal – do you have capacity to have a shorter or longer focus for now?
Agree on timeframe.
What do we want to achieve in our timeframe?
Exercise:
Individuals could write their priorities on sticky notes (one priority per sticky note).
They are then asked to choose their top three priorities.
Introduce the Impact-Effort Grid, which can be a useful tool when setting priorities. If something is difficult has will have little impact, why bother? If something is easy and will have a high impact, we should do it now!
If the Impact-Effort Grid is up on the wall, individuals can take their three top priorities and place them on the grid where they feel is appropriate.
The group can review and see how it looks.
Do we like what we see? Anything missing?
What does this tell us about our priorities?
**Objectives are usually achieved within the timeframe of the strategic plan – not necessarily the goals.
Based on the work we have done so far, what is our primary goal?
What are our objectives?
Work in groups and all together to develop goal and objectives.