This document provides information on strategic planning and SWOT analysis. It discusses the reasons for strategic planning, including changing needs, situations, and funding sources. It outlines the steps to develop a strategic plan, including getting organized, taking stock through an internal and external analysis, setting direction, refining the plan, and implementing it. It then explains how to conduct an internal and external analysis for a SWOT analysis, looking at strengths, weaknesses, opportunities, and threats. Specific examples are provided of internal strengths and weaknesses and external opportunities and threats. Finally, it provides tips on how to use strengths to counter threats and seize opportunities to minimize weaknesses.

2. SWOT Analysis
Veronica Ester Mendoza
September 11-13, 2012
Quezon City

3. What are the reasons to do
strategic planning?
• Needs of people are changing
• Situation in the communities are
changing
• Sources or amount of funding
are changing
• Focus and activities are not
relevant and need to be changed

4. How to develop a strategic plan?
• Step 1: Get Organized
• Step 2: Take Stock/Inventory
• Step 3: Set direction
• Step 4: Refine and Adopt
the Plan
• Step 5: Implement the
Plan

5. How to develop a strategic plan?
Step 2: Take Stock
▫ Doing an inventory
▫ Situation analysis
Internal environment or what you
have within the organization
External environment or what you
have outside of the organization

7. • THINGS WE DO WELL
• OUR CAPABILITIES &
CAPACITIES

8. • THINGS WE NEED TO
BECOME GOOD AT
• THINGS WE NEED TO
IMPROVE IN

9. OPENINGS,
POSSIBILITIES,
OPTIONS TO GRAB OR
USE

10. CONSTRAINTS, BLOCKS,
PROBLEMS THAT
PREVENT SUCCESS

11. INTERNAL
ENVIRONMENT
EXTERNAL
ENVIRONMENT

12. • What do we do • What do we need to
best? improve on?
• What are we • What do we need to
capable of? be doing more of?
• What possibilities do • What challenges or
we need to explore? problems may slow
• What options do we us down?
have before us? • What difficulties are
we seeing?

13. How will an organization
determine the best
course for the future? • Capabilities
• Resources
Strengths & Weaknesses
Mission FIT
Opportunities & Threats
• Needs of stakeholders
• Competitors & allies
Finding the Fit • Social, economic, political, &
technological forces

14. INTERNAL ENVIRONMENT
STRENGTHS WEAKNESSES
HIGHLY COMMITTED STAFF INADEQUATE STAFF
WELL-DESIGNED SKILLS
PROGRAMS & GOOD TRACK NOT ENOUGH STAFF TO
RECORD DO THE WORK
OPPORTUNITIES THREATS
NUMEROUS TRAINING DWINDLING
PROGRAMS AVAILABLE INTERNATIONAL FUNDING
BUSINESS WILLING TO HIGH DEMAND FOR
SUPPORT NGO WORK OVERSEAS WORKERS
EXTERNAL ENVIRONMENT

15. Workshop 2: SWOT Analysis
INTERNAL ENVIRONMENT
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
EXTERNAL ENVIRONMENT

16. Aids to Analysis
• Seize/grab opportunities to minimize
your weakness & threats
▫ Avail of training and scholarships to improve
skills of staff
▫ Submit project proposals to
corporations/business for fund support

17. • Use your strength to counter or cushion
the threats
▫ Use good track record in applying for other
funding sources
▫ Motivate staff through challenging programs,
good work environment, and career
development
▫ Attract volunteers & supporters to help the
staff