This document outlines an agenda and learning objectives for a strategic planning workshop. It introduces strategic planning and discusses the key steps in the strategic planning process. These include planning to plan, developing the mission, vision, values and a SWOT analysis. It also covers developing goals, strategies, objectives and an implementation plan, as well as tools and techniques for strategic planning like Appreciative Inquiry, surveys, and focus groups. The workshop aims to help participants initiate and manage their own strategic planning process.
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
HOW TO USE THIS DOCUMENT
• Intentions: Organizational intentions will determine the processes, goals, and objectives to be developed, and the actions (behaviors) associated with those goals.
• Goals: While there are various modes of planning, a goals-based model is best for organizations who have completed little to no strategic planning to date.
• Alignment: Framed by organizational intentions, planning teams are guided in the conceptualization and development of organizational structures, situational analyses, identification of objectives, and evaluation of action plans designed in alignment.
PARTICIPATION, SELF-DIRECTION, AND COLLABORATION
Participants are encouraged to work with a planning team. The planning team will have access to all documents related to the organization’s strategic plan. As these documents are internal, they are only accessible to those who have a ‘link.’
The governing board, executive leadership and support staff will work in collaboration and self-direction to complete phases 1-5 as outlined in this Strategic Planning Process Framework. As the planning team progresses through each phase of the Strategic Planning Process Framework, there will be opportunities to create content for each phase-specific section. Documentation of the entire process - from the consultant’s strategic plan of developing the framework to the activities resulting from the planning retreat, and the action plans themselves - will be completed in each phases’ corresponding process planning document.
• Strategic Planning Process Framework – Guide to planning, assessing, analyzing, evaluating and implementing the Strategic Plan
• Process Planning Documents – Documents linked in the Strategic Planning Process Framework, where content is developed to create assessments, analyses and evaluations of data supporting action plans implemented as part of the organization’s strategy
• Strategic Plan – The final document representing the action plans, time-frames, and goals which will comprise the organization’s operational plan for the next 3 to 5 years
The methodology for this comprehensive strategic plan, and process prioritization is developed to foster a culture of alignment for start-up phase organizations
• Goals-based: Planning processes are framed by long-term goals & work backwards
• Alignment-centric: Organizational intentions are aligned with goals and processes
• Integration-contingent Organizational behaviors (activities) reflect an integration of symbolic values, mission aligned goals, negotiated objectives and action plans, structured monitoring and controlling of processes, and annualized evaluations.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
Are you thinking about starting a new community project? We'll guide you through the steps of conducting a community assessment, and teach you how to use the results to design a project aligned with the goals of our areas of focus so it is eligible for global grant funding.
Are you thinking about starting a new community project? We'll guide you through the steps of conducting a community assessment, and teach you how to use the results to design a project aligned with the goals of our areas of focus so it is eligible for global grant funding.
The market is tough, but if you know your bits and pieces then you can easily win from your competition. This presentation shows you how to write a good proposal. Thank you!
Strategic Management: The Ultimate Goal of Strategic Planning Kathy Brandt
Developing a strategic plan is the first step in leading a strategic organization. The efficacy of the plan is judged not by how many goals you achieve, but in how well you utilize the plan to strategically lead your organization. According to the Balanced Scorecard Institute, strategic organizations implement processes to “systematically coordinate and align resources and actions with mission, vision and strategy.”
HOW TO USE THIS DOCUMENT
• Intentions: Organizational intentions will determine the processes, goals, and objectives to be developed, and the actions (behaviors) associated with those goals.
• Goals: While there are various modes of planning, a goals-based model is best for organizations who have completed little to no strategic planning to date.
• Alignment: Framed by organizational intentions, planning teams are guided in the conceptualization and development of organizational structures, situational analyses, identification of objectives, and evaluation of action plans designed in alignment.
PARTICIPATION, SELF-DIRECTION, AND COLLABORATION
Participants are encouraged to work with a planning team. The planning team will have access to all documents related to the organization’s strategic plan. As these documents are internal, they are only accessible to those who have a ‘link.’
The governing board, executive leadership and support staff will work in collaboration and self-direction to complete phases 1-5 as outlined in this Strategic Planning Process Framework. As the planning team progresses through each phase of the Strategic Planning Process Framework, there will be opportunities to create content for each phase-specific section. Documentation of the entire process - from the consultant’s strategic plan of developing the framework to the activities resulting from the planning retreat, and the action plans themselves - will be completed in each phases’ corresponding process planning document.
• Strategic Planning Process Framework – Guide to planning, assessing, analyzing, evaluating and implementing the Strategic Plan
• Process Planning Documents – Documents linked in the Strategic Planning Process Framework, where content is developed to create assessments, analyses and evaluations of data supporting action plans implemented as part of the organization’s strategy
• Strategic Plan – The final document representing the action plans, time-frames, and goals which will comprise the organization’s operational plan for the next 3 to 5 years
The methodology for this comprehensive strategic plan, and process prioritization is developed to foster a culture of alignment for start-up phase organizations
• Goals-based: Planning processes are framed by long-term goals & work backwards
• Alignment-centric: Organizational intentions are aligned with goals and processes
• Integration-contingent Organizational behaviors (activities) reflect an integration of symbolic values, mission aligned goals, negotiated objectives and action plans, structured monitoring and controlling of processes, and annualized evaluations.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
Are you thinking about starting a new community project? We'll guide you through the steps of conducting a community assessment, and teach you how to use the results to design a project aligned with the goals of our areas of focus so it is eligible for global grant funding.
Are you thinking about starting a new community project? We'll guide you through the steps of conducting a community assessment, and teach you how to use the results to design a project aligned with the goals of our areas of focus so it is eligible for global grant funding.
The market is tough, but if you know your bits and pieces then you can easily win from your competition. This presentation shows you how to write a good proposal. Thank you!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
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The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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2. Agenda
• Icebreaker
• Welcome and Introductions
• Agenda Review
• What is Strategic Planning
• Types of Strategic Planning
• Planning to Plan
• Strategic Planning Process
• Strategic PlanningTools and
Techniques
• Parking Lot
• Discussion/Evaluation
3. Learning Objectives
• Identify the various steps in the
strategic planning process
• Initiate and manage a strategic
planning process
• Determine appropriate tools for
strategic planning
• Understand strategies for evaluation
4. Learning Objectives
• Initiate community support and
involvement in the process
• Develop communication strategies to
promote the strategic planning process
• Identify partners to be involved in
strategic planning process
• Participate in the strategic planning
process (if applicable)
5. What is Strategic Planning
• Used by community groups,
government departments,
organizations, and businesses to
develop blueprint for action and
change
• The process should be community
based, inclusive and participatory to
allow for maximum stakeholder
involvement and input
6. Benefits of Strategic Planning
• Defines mission,
vision & values
• Establishes
realistic goals,
objectives &
strategies
• Ensures effective
use of resources
• Provides base to
measure progress
• Develops
consensus on
future direction
• Builds strong
teams
• Solves major
problems
7. Strategic Planning Exercise 1
• Introduce participants to strategic
planning
• Relate some experiences with
strategic planning and any best
practices
9. Types of Planning
• Types of planning
• Strategic planning
• Business planning
• Project planning
• Program planning
• Municipal planning
• Planning as a profession
• Professional “planners”
• Planning functions in other professions
10. Strategic Planning Exercise 3
To discuss how personality affects
how groups work together to
develop a strategic plan or any type
of plan
11. Strategic Planning Models
• Type of organization usually dictates
type of strategic planning
• Non-profit
• Likely focus on board development,
management, fundraising, policies
• For-profit
• Likely focus on profit and strategic
directions
12. Types of Strategic Planning
• Basic Strategic Planning
• Issue-Based or Goals-Based
Strategic Planning
• Alignment Model
• Scenario Planning
• Organic (or Self-Organizing)
Planning
13. Planning to Plan Exercise 4
Discuss the planning phase of strategic
planning by brainstorming some pre-
requisites needed to undertake the strategic
planning process
14. Planning to Plan
Planning to plan requires:
• Organizational readiness
• Recognition of need to plan
• Commitment to plan
• Organizational commitment
• Board and volunteer commitment
• Staff commitment
15. Planning to Plan
Organizational Capacity
• Human resources
• Staff
• Volunteers
• Board committees
• Special/Standing committees
• Financial resources
• Identify budget
• Determine resources
• Time
• Allocate organizational time
• Determine realistic time lines
16. Reasons for Strategic Planning
• Change
• Renewal
• Funding requirement
• Financial forecasting
• Mandate
• Build consensus
• Improve staff and board relations
• Develop ownership
• Build community support
• Other (discussion)
17. Planning to Plan Exercise 5
Why do you want to engage in
strategic planning?
18. Strategic Planning Process
Planning to Plan
• Strategic Planning Team
• Board, staff, community volunteers
• Strategic Planning Budget
• Establish budget, identify funding sources
• Strategic Planning Facilitator(s)
• Identify a facilitator to lead the process
• Strategic Planning Partners
• Internal board and staff
• External community groups/government
departments/others
19. Developing the Plan
Mission
• Core purpose of your organization
• Presented in a clear, short statement that
focuses on attention in one clear direction
by stating purpose of the group’s
uniqueness.
20. Developing the Plan
Vision
• What is your organization’s vision of
excellence
• Has to be realistic and not something
impractical
21. Developing the Plan
Values
• What are the principles, standards,
and actions considered worthwhile in
the organization
• Includes how people treat each other,
how groups conduct business and
what is most important to the
organization
22. Developing the Plan
Strategic Analysis
• Environmental Scan
• Gathering of information that concerns
the organization’s environments
• Analysis and interpretation of this
information
• Application of this analyzed information
in decision making
23. Developing the Plan
Strategic Analysis
• SWOT Analysis
• Strengths
• What are some internal positive things
about your organization?
• What does the community see as your
strengths?
• Weaknesses
• What are some weaknesses in
organization?
• What does the community see as your
weaknesses?
24. Developing the Plan
Strategic Analysis
• SWOT Analysis
• Opportunities
• What are some opportunities in your
community or region?
• What are some emerging trends?
• Threats
• What are some provincial or national
issues facing the organization?
• What are some technology issues that
face the organization?
25. Strategic Planning Process
Developing the Plan
• Goals
• Identify long-term outcomes to provide
focus for the planning process
• Strategies
• Outline how you will achieve your goals
• Objectives
• Identify specific, measurable results
produced while implementing strategies.
26. Strategic Planning Process
Goals and Objectives Should Be
SMARTER
• Specific
• Measurable
• Acceptable
• Realistic
• Timeframe
• Extending
• Rewarding
27. Strategic Planning Process
Developing the Plan
• Implementation
• Tasks – assigned to various board and
staff responsible for specific items
• Timelines - established for
implementation of the plan for
implementation
• Funding the plan
• What is required to fund the goals in the
plan
28. Strategic Planning Process
Developing the Plan
• Communicating the plan
• How will you communicate the plan to stakeholders?
• Monitoring and evaluation
• Critical to plan’s success and credibility
• Must be built into the plan
• Critical for continuous improvement
• Continuous improvement
• Focuses on improving customer satisfaction through
continuous and incremental improvements
to processes
30. Strategic Planning Process Exercise 7
Discuss some tools and techniques to
be used for strategic planning
31. Strategic Planning Tools & Techniques
• Appreciative Inquiry
• Effective for changing organizational
culture
• Based on 4-D model
• Discover, Dream, Design and Destiny
• Open Space Technology
• New method for working effectively
with large groups (10 - 1000
participants)
32. Strategic Planning Tools & Techniques
• Public Consultation
• Involve public and stakeholders in your
planning process
• Achieve public consultation through
• Interviews
• Facilitated meetings
• Open houses
• Website discussion papers/surveys
33. Strategic Planning Tools & Techniques
• Public Meeting
• Provides opportunity for input for all
stakeholders through
• Open house to review plans, maps, charts
• Facilitated meeting with presentation on
what you plan to do
• Facilitated meeting on interim and final
report
34. Strategic Planning Tools & Techniques
• Focus Groups
• Provides opportunity to address specific
issues
• Provides opportunity for maximum
participation
• Provides maximum information in short
period of time
35. Strategic Planning Tools & Techniques
• Website feedback
• Online survey
• Online discussion paper to generate
comments
• Surveys
• Online survey
• Community survey
• Can be developed and administered locally
• Can be conducted by firm specializing in surveys
• Research
• Focus groups, surveys (primary)
• Literature review (secondary)
36. STRATEGY &
PLANNING
RELATIONSHIP
BUILDING
ORGANIZATIONAL SKILLS &
MANAGEMENT
CO-OPERATIVE
DEVELOPMENT
Strategic Planning Community
Development
Organizational Governance Basics of a
Co-operative
Proposal Writing Public Participation Board Orientation Co-operatives and
the Community
Development
Process I
Project Management Alternative Dispute
Resolution
Meeting Management Co-operative and
the Community
Development
Process II
Opportunity
Identification
Group Dynamics Leadership and Motivation
Opportunity
Management
Interpersonal
Communications
Communications
Planning
Legal Issues
37. • Review objectives
• Review any additional expectations
• Review Parking Lot
• Point out Certificates of Participation
• Complete evaluation
• Thank you!
Conclusion and Evaluation
Community Capacity Building Program
http://www.ibrd.gov.nl.ca/regionaldev/capacitybuilding.html
