Strategic Planning Presentation


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  • Goal: Goal is the end toward which the program is directed. It is the general statement of a long-range purpose. Goals should directly address needs. Goals are outcome and not process oriented. They clearly state, specific, measurable outcome(s) or change(s) that can be reasonably expected at the conclusion of a methodically selected intervention.1
    Objective: Objective is a statement of the results to be achieved, and includes a time frame, target of change, specific results to be achieved, method of measuring the results, and criteria for successful achievement. Objectives state results, not activities. Objectives, when accomplished, lead to the goal. Objectives should be stated in ways that describe what you will do and how you will do it. A performance indicator is an example of a program objective.
  • Strategic Planning Presentation

    1. 1. Keys to Successful Strategic Planning for Nonprofit and Non Government Organisations. Kevin Bonnett Katherine Marshall Kissoon
    2. 2. Who are these people?  Kevin Bonnett: involved in development for 13 years. Studied at UG, British School of Gov’t & UWI. Worked with OP and on UNDP, WB, EU, DFID and IDB projects. I am a proletariat.  Kathy Marshall-Kissoon: An economist by training. Worked with Min of Finance, OP, WB, USAID and Duke University.  We co-founded an NGO – AGAPE Network - 8 years ago.
    3. 3. Why are we here?       Kathy and I want to understand the process of strategic planning in the not for profit sector from you. Best practices from Habitat for Humanity on Strategic Planning (Partnerships) Existing and Upcoming Opportunities To help Juanita find a Partner Network. Share. Learn FUN FUN FUN!!! (
    4. 4. What is the Strategic Plan  Strategy: o A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem or agreement on priorities essential to your mission and responsive to the environment
    5. 5. What Strategic Planning is not A prediction for the future (speculation) A smooth, predictable, liner process A substitute for judgment of leadership  Just the production of a report!
    6. 6. Why Plan       Improved decision making and resource utilisation Pro-active decision-making, mission driven activities Increased sensitisation to strategic thinking throughout the organisation Improved results focused implementation Cohesion among staff around organisation mission and goals More successful organisational change management
    7. 7. Steps in the Strategic Planning Process  Mission Statement    Environmental Scan    What do we hope to achieve Strategies    What are our strength, weaknesses, opportunities, and threats? What do we have to work with? Goals and Objectives definition   Where are we? Where are we going? How will we get there? How will we prioritise the use of our resources? Performance Monitoring   How will we know when we get there? How will we measure success?
    8. 8. Components of the Strategic Plan  Mission: Why do we exist  Vision: What would we like the world to be.  Values: Our beliefs about the world and how we should operate in it  Results (Goals and Objectives)  Strategies: projects, programmes, actions that organise and mobilise resources to achieve the defined results
    9. 9. The Situation Assessment  External Environment:      Opportunities and Threats Policies Macro-economic, social and environmental factors Global policy trends Key Question  What has happened in the past (three) years in the external environment that could affect our work as an organisation/project?
    10. 10. The Situation Analysis  Internal    Analysis Human resources Organisational capacity Financial  What are our challenges?  What are our advantages, strengths – What are we good at?
    11. 11. Elements of Strategies  External Relations/ Partnerships  Internal Operations – management structures, financial and HR policies  Revenues  Governance: Board relations, accountability mechanisms  Human Resources – Roles and responsibilities  Facilities
    12. 12. Key Issues  Near term    Long term    Identify key decisions and issues that need immediate or near-term resolution. State consequences of decision postponement. Identify issues needing long-term resolution. State consequences of decision postponement. If you are seeking funding, be specific about any issues that require financial resources for resolution.
    13. 13. NGOs Capacity for Planning  Poor understanding of the value of planning  Leadership deficit  Limited technical resources  Time constraints – dependence on volunteers and compelled by projectbased timeline  Project/Activity driven rather than mission driven
    14. 14. Building Capacity for Planning  Focus on the most important issues  We are generalist as opposed to sectoral in our operations  Critical areas like environment are under represented  We must begin to plan ahead – understand the development trajectory of Guyana
    15. 15. Where do we go from here?  Develop  Get   a bylaw or constitution registered now!!!!!!! Companies act Friendly Societies Act  Access your situation & agree on priorities – in essence, take a step back
    16. 16. Current & Upcoming IDB Opportunities  Call   o for Cultural Proposals Value US$3000. – US$7000 over 6 months Deadline for proposals is February 28 Call for Civil Society Proposals in March 2014    Value US$250,000 – US$1Million Improvements in information, preparation, and formulation of proposals Simple tools and methods to receive proposals
    17. 17. On-going Opportunities  Multilateral Investment Fund (MIF)  MIF supports economic growth by encouraging increased private investment and advancing private sector development. It finances and execute innovative business models that benefit entrepreneurs and poor and low-income households. Grants between US$250,000 to US$750,000.  Areas of Financing: early stage entrepreneurs, small producers and high value agriculture markets, value chains, youth, access to basic services, women’s empowerment, SME finance, microfinance in underserved and frontier markets.  Social Entrepreneurship Program rural business production, processing, marketing and value chains (rural micro and small producers from marginalized communities). Loan of up to US$1 Million repayable over 10 years. US$250,000 grant for training and strengthening operational capacity.  for call for proposals information