The document discusses the relationship between strategic planning and financial planning/budgeting. It states that strategic planning establishes the long-term goals and vision for an organization, which then informs the development of financial plans and budgets to implement the strategic objectives. The outputs from financial planning take the form of budgets. Strategic planning must start before and guide the budgeting process to ensure budgets support the achievement of strategic goals.
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Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
This is a presentation to co-operatives on strategic planning. The process of coming up with a strategic plan is as important as the final document. It is critical that co-operatives participate fully in drafting their own strategic plans and coming up with final document that they own and can implement.
Strategic plans are critical for co-operatives to prioritize what they want to achieve and within what time period.
With a solid strategic plan, companies can be proactive rather than merely reacting to situations as they arise. Being proactive enables organizations to keep up with the ever-changing trends in the business and always stay one step ahead of the competition.
The topic tackles the basic processes of strategic planning, environmental scanning, SWOT analysis as applicable to forming the VMGO of any organization specifically the students organizations. It also discusses some techniques in coming up with a working a vibrant vision and mission.
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
focuses energy and resources, strengthens operations, and ensures that employees and other stakeholders are work-
ing toward common goals. Strategic planning answers three key questions:
• Where are we?
• Where are we going?
• How will we get there?
Where are we?
Consider the foundational elements of your mission statement, values and/or guiding principles, and SWOT
(strengths, weaknesses, opportunities, threats) to assess where your business is — what is happening internally and
externally — and determine what changes you need to make.
Where are we going?
The future is impossible to predict, but contemplating scenarios will focus your attention and help you define the
future for your business. Specifically, compare your organization to your competitors. What do you do best? What
makes you unique? What can your organization potentially do better than any other organization? Answering these
questions will help you formulate a picture of what your future make up will be and where you are headed.
How will we get there?
This is the meat of your strategic plan. It’s also the most time consuming. There are a number of routes from your
current position to your vision, and picking the right one will determine how quickly or slowly you get to your final
destination. Determine your strategy, set short and long term goals, and develop action items to get you there. Iden-
tify issues that surround management and monitoring of the action items.
Remember, strategic planning is about growing and improving your company. When you don’t plan, the best you can
hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
Respond to each peer initial post with a response about 3-4 sentence.docxcarlstromcurtis
Respond to each peer initial post with a response about 3-4 sentences long.
Peer #1
Strategic planning guarantees that an organization stays important and receptive to the requirements of its locale and adds to organizational dependability and growth. It gives a premise to checking progress and for evaluating results and effect. It encourages new program improvement. Strategic planning empowers an organization to investigate the future in a methodical and precise way. From an administrative point of view, it’s planning empowers a Board to set arrangements and objectives to control the organization and gives a reasonable concentration to the Executive Director and staff for program usage and office administration. Most organizations comprehend the requirement for yearly program destinations and a program-centered work plan. Funders require them, and they give a premise to setting needs, arranging work, and evaluating progress. A developing number of Hispanic community-based organizations go past funder necessities to create yearly goals and working plans which additionally incorporate a deliberate plan for asset improvement, organizational advancement, and again Board advancement. Most gatherings think that it’s useful to characterize targets for a year span, and to outline techniques and projects to meet them (Bryson, 1995).
Non-profit Organization strategic planning is required by all substances towards making progress. Most organizations devise their own particular strategic plan, a report that expresses an organization’s objectives and targets, the fundamental advances and moves to achieve those objectives and other critical components that are produced in the midst of planning. The strategic plan basically centers around the future and recommends measures that an organization must take to accomplish its objectives. Strategic planning additionally helps in setting up simultaneousness around the coveted consequences of the predetermined targets. It coordinates an organization towards its objectives and surveys and modifies the general course of the organization in light of evolving conditions. It channels the issues that forestall organizational growth, and advance and recommends reasonable measures and ventures in amending these issues (Bryson, 1988).
A powerful strategic plan is a consequence of trained endeavors which at last characterize an organization, shapes and aides its exercises and capacities, orders its administrations and the purpose for its capacities and administration alongside a solid spotlight on what's to come. It imparts the general trip of an organization, the important activities that should have been taken for its growth and improvement and furthermore the routes by which it will survey its encouraging and assess its accomplishments. Through a system plan, NGOs can have smart thought and comprehension about its qualities and limits, shortcomings and issues and also assets. In this procedure, they can likewise ...
Slides cover basic know-how about 'Organizational Goals'. This was curated by Chad Yar Group for submission to don at Bahauddin Zakariya Unversity, Multan
Leadership seminar presentation - Daniel IlungaDaniel Ilunga
This presentation is about what strategic planning is and what its value is to the organisation based on the model suggested by Goodstein et al. (1993 & 2008)
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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2. Financial planning is a continuous process of
directing and allocating financial resources
to meet strategic goals and objectives. The
output from financial planning takes the
form of budgets.
Financial Planning starts at the top of the
organization with strategic planning. Since
strategic decisions have financial
implications, you must start your budgeting
process within the strategic planning
process. Failure to link and connect
budgeting with strategic planning can result
in budgets that are "dead on arrival."
3. Strategic planning is a formal process for
establishing goals and objectives over the long run.
Strategic planning involves developing a mission
statement that captures why the organization
exists and plans for how the organization will
thrive in the future. Strategic objectives and
corresponding goals are developed based on a very
thorough assessment of the organization and the
external environment. Finally, strategic plans are
implemented by developing an operational
/operating or action plan.
Financial Plans (Budgets) Operational Plan Strategic Plan
4. Section 1: The “What” of Strategic Planning
What is strategic planning? A generally acceptable
definition of strategic planning is as follows:
“Strategic planning is the process by which
members of an organization envision its future and
develop the necessary procedures and operations to
achieve that future.” [Pfeiffer, Goodstein, Nolan,
1986] and [Rothwell, 1989]
5. Strategic planning is also “a process of defining the
values, purpose, vision, mission, goals and objectives of
an organization. Through the planning process, a
jurisdiction or agency identifies the outcomes it wants
to achieve through its programs and the specific means
by which it intends to achieve these outcomes.”
Strategic Planning can be:
A process for setting future directions
A means to reduce risk
A vehicle for training managers and direct supports
A process for making strategic decisions
A way to develop consensus among managers and direct
supports
A means to develop a written long-range plan.
A sound strategic plan will:
Serve as a framework for decisions or for securing
support/approval.
Provide a basis for more detailed planning.
6. Explain the business to others in order to inform, motivate &
involve.
Assist benchmarking & performance monitoring.
Stimulate change and become a building block for the next
plan.
Most of us know that planning is a way of looking toward the
future and deciding what the organization will do in the
future. Strategic planning is a disciplined effort to produce
decisions and actions that guide and shape what the
organization is, what it does, and why it does it (Bryson,
1995). Both strategic planning and long range planning cover
several years. However, strategic planning requires the
organization to examine what it is and the environment in
which it is working. Strategic planning also helps the
organization to focus its attention on the crucial issues and
challenges. It, therefore, helps the organization's leaders
decide what to do about those issues and challenges.
In short, as a result of a strategic planning process, an
organization will have a clearer idea of what it is, what it
does, and what challenges it faces. If it follows the plan, it
will also enjoy enhanced performance and responsiveness to
its environment. (source: Western Michigan University)
7. OOP’s!
Why Should Departments and Agencies Plan Strategically?
So your organization doesn’t end up like this!
Also, planning strategically can help your department or
agency:
•Improve the confidence of our citizens or customers in the
capability of government
•Improve Program/Service effectiveness and management
accountability by focusing on RESULTS
•Enable managers to improve service by developing a plan
to meet objectives and providing information on program
results & service quality
•Improve effectiveness and efficiency of government
agency operations
8. Strategic planning enables you to answer the
following questions:
Who are we?
What capacity do we have/what can we do?
What problems are we addressing?
What difference do we want to make?
Which critical issues must we respond to?
Where should we allocate our resources? /what
should our priorities be?
Only once these questions are answered, is it
possible to answer the following:
What should our immediate objective be?
How should we organize ourselves to achieve this
objective?
Who will do what when?
9.
A strategic plan is not rigid. It does, however, give you
parameters within which to work.
You will need to plan strategically when:
You begin the planning for a new project, program,
department or organization.
You need some ideas to help you prepare a budget for a
new project, program, department or organization
When you need some ideas to help you plan a planning
process.
You need to plan strategically as well as operationally
and to make a distinction between the two.
You need some ideas to help you plan a strategic
planning process.
You feel you need to review your strategic framework
.
10. The management team of the organization or project should work through
the following questionnaire.
Where a statement has two parts and you would answer “definitely” to
one part but not another, then go with the weaker response. So, for
example, in the first statement, you may be able to answer “definitely”
your organization has a clear vision, but not be sure whether there is
consensus about the vision. Your response then is “not sure”.
Score your project or organization as follows on each statement:
1 = Definitely
2 = Maybe/Not sure
3 = Definitely not
If your total is 20 or more, then your organization or project is ready for a
strategic planning process. If it is 15, or between 15 and 20, then your
organization probably would benefit from a strategic planning process.
Under 15, then there is no urgency but you should at least do strategic
planning three years after your last strategic planning process
11. A clearly stated vision;
Clearly articulated values;
A mission, articulated in a mission statement;
The overall goal of the project or organization;
The immediate objective of the project or
organization;
The key result areas on which the project or
organization intends to focus;
An understanding of the gaps between where an
organization or project is and where it needs to be to
achieve its goals and objectives and of the forces that
are likely to help and hinder it.
The strategic framework should give coherence and
clarity to the work of the organization or project.
12. In a diagrammatic form, the process of defining the
strategic planning framework looks like this:
13. Strategic planning enables a development organization to:
analyze the situation or context in which it is operating (social,
political and economic) so that it understands the context and is
able to formulate a vision;
identify the problem or problems within the situation that the
organization believes it is well-placed to address;
reflect on its value system in order to create parameters (a frame)
for its activities;
set goals for itself;
formulate a vision and mission statement based on its problem
analysis and identification;
analyze its strengths and weaknesses in addressing the identified
problem;
identify opportunities and threats in the environment that may
affect its work;
prioritize what it needs to do;
review strategic options for achieving its goals and select the most
appropriate;
structure itself appropriately.
14. Without the strategic planning phase, it is very likely that you will
end up doing a range of activities that may not always add up to a
co-ordinated effort. The strategic plan keeps you on track. It
provides a touchstone against which to answer questions such as:
Is this the sort of work we ought to be doing?
Will this activity contribute to the achievement of our vision and
goals?
Given that we have scarce resources, is this the most strategic
action for us to take? Will it have the maximum impact for the
investment of resources made?
Is this the most appropriate way for us to go about achieving our
goals?
Any new organization, department, project or program needs to
do strategic planning in order to develop a strategic framework in
which to work. However, established or existing organizations,
departments, projects or programs also need to revisit the
strategic planning process from time-to-time. Situations change,
strategies don’t work, different opportunities become available. It
is not recommended that you do strategic planning every year.
This could well lead to you chopping and changing your strategic
choices without giving them a real chance to work. However, a
strategic review every two years, and a full-scale strategic
planning process every three to five years, can work well.
15. It is now that we get to the “doing”. Most
organizations find this much easier than “being
strategic”. A workshop to plan? A campaign to
launch? Let’s get on with it! But without the
preliminary strategic work, you have no way of
assessing whether the workshop or the campaign or
the approach is what you really should be doing!
Once strategic planning is done, the organization
is ready to move into the next phase of planning
which is doing the operational/ action planning.
This turns a strategy into implementation.
16. “Strategic” and “operational” planning - these are different words
for a very similar process. Each of them refers to a plan for
implementation in order to achieve your broader goals and your
objectives. For the sake of simplicity, we generally refer to the
process as operational planning and the plan as an
operational/action/operating plan.
The key result areas of your strategic plan become the goals of
your operational planning.
Once you have a strategic plan, the operational plan answers the
following questions:
What needs to be done?
How will it be done?
Who will do it?
By when must it be done?
What resources are needed to do it?
Answering these questions will give you the basis on which to
plan a budget and raise money or generate income.
The operational plan records what must be done, the date by
which it will be done, who will be responsible for getting it done,
and what resources will be needed to do it (money and people).
17. Provides a basis for budgeting.
Forces the organization or project to decide how it intends to reach an
objective.
Helps the organization or project move beyond crisis management to
sensible planning and use of resources.
Helps to resolve issues of sequence or the order in which things should be
done.
Provides a basis for holding people accountable for what they do.
Provides a basis for measuring progress and doing a work progress review.
Provides a basis for job descriptions.
Without an operational plan, implementation is very difficult. Work
tends to be confused and uncoordinated. It is difficult to know who
should have done what by when. Sometimes things don’t get done and
no-one notices until it is too late.
- A strategic framework is the skeleton of planning that results in
impact. An operational plan is the hands that lead to efficient and
effective implementation.
18. Strategic Thinking Operational Thinking
For Long Term … 3 years For Short Term … 6 Months
Based on a specific vision for the
future
Analytical and not necessarily based on
the vision
Focus on Theoretical side and
apply by strategy.
Focus on Tactical and executive sides
and apply by actions.
Designed for effectiveness Designed for accuracy