strategic planning التخطيط الاستراتيجي

Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012

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Strategic Planning Basic Concepts

Dr. Ahmed-Refat AG Refat

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Strategic Planning

“If you fail to plan, you plan to fail.”


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Strategic planning

A process where an organization envisions its future and

develops strategies to achieve that vision.

Strategies

Broad, directional statements describing how an

organization will respond to its challenges and

opportunities in order to achieve its vision of the future.


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Levels of Planning

Top-level managers: Strategic planning

Middle-level managers: Tactical planning

Lower-level managers: Operational planning


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ž

Hierarchy of Goals and Plans


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ž Strategic Planning:

ž A set of procedures for making decisions about the

organization’s long-term goals and strategies.

ž Strategic goal:

ž major targets or end results relating to the organization’s

long-term survival, value and growth.

ž Strategy:

ž A pattern of actions and resource allocations designed to

achieve the organization’s goals.


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ž The benefits of strategic planning.

ž

❑ Motivating staff and volunteers.

❑ Building a planning team with a common vision.

❑ Confronting key issues and solving problems.

❑ Defining roles and responsibilities.

❑ Challenging the status quo.

ž


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ž ž limitations of strategic planning

❑ Strategic planning can be costly

❑ Not every organization is ready for strategic

planning.

❑ The language, terminology, and conceptual

requirements associated with strategic planning

are sometimes made too complex or difficult to be

useful to staff or the organization as a whole.


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ž Steps in the strategic planning process.


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STEP A: Analyze the shared values and experiences of staff

and board. Plan a meeting or workshop to facilitate strategic

planning.

STEP B: Review and update or prepare a Mission Statement for

the organization.

STEP C: Analyze the organization’s external environment

(“PEST” – political, economic, social, and technological factors)

and internal environment (resources or inputs, processes, and

performance or outputs).


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STEP D: Conduct a SWOT analysis (assessing the

organization’s internal strengths and weaknesses, and its external

opportunities and threats).

STEP E: Create smaller groups for more in-depth planning activities in key areas. STEP F: Review the organization’s existing strategic plan (if there is one) to identify aspects of the plan that are still strategic, those that are no

longer strategic due to changing environments, and gaps or new

issues that should be addressed in a revised plan.

STEP G: Outline a vision of where the organization should be three to five years from today (the “vision of success”). STEP H: Identify the strategic issues facing the organization.


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STEP I: Formulate goals and strategic objectives to address

major issues facing the organization and ensure its longer term

growth and sustainability.

STEP J: Develop work plans showing specific activities, persons

responsible, resources needed, and indicators by which

performance will be measured.

STEP K: Identify next steps for resource mobilization and create a sustainability and financial plan that costs activities and outlines approaches for generating sufficient revenue or funding.


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ž Steps in the strategic planning process. STEP L: Prepare the written detailed five-year strategic plan (mission

statement, environmental or situational analyses, strategic issues, goals and strategic objectives, activities plans, sustainability and financial plans, monitoring and evaluation procedures or cycles) STEP M: Seek ratification and disseminate the plan to staff, stakeholders, and potential donors, using this as an opportunity to market the organization or to build useful working relationships and coalitions.

STEP N: Implement and institutionalize the plan as a basis for

setting performance standards, decision making, planning,

monitoring, and resource mobilization and allocation. Use and

review the plan systematically, updating or revising it after two or

three years, if needed.


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Establish

a mission, vision,

and goals


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1- Mission Clear and concise expression of the

organization’s basic purpose

Mission Statement

A written declaration of an organization's core purpose and

focus that normally remains unchanged over time. A mission

statement defines what an organization is - its reason for

being. It answers the question, "Why do we exist?"


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Microsoft’s Mission Statement

“We work to help people and businesses

throughout the world to realize their full

potential.”

Values

Values define the organization’s character.


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2- VISION

If you can’t see it,

you won’t reach it.


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Vision

Vision Statement

An aspirational description of what an organization would

like to achieve or accomplish in the mid-term or long-term

future; intended to serve as a clear guide for choosing

current and future courses of action.

A vision statement answers the question, “Where do we

want to go?”


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Vision means future – think in terms of 3 to 5 years.

What does the organization look like –

5 years from now?

Write it down using the present tense

Our Vision

What are we working towards?


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� 3- Strategic goals �

� Evolve from the organization’s

mission and vision.


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�

� Situational Analysis

� &

� S.W.O.T Analysis


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�

� Situational Analysis �

� : a process planners use, within time Situational analysis

and resources constraints, to gather, interpret, and

summarize all information relevant to the planning issue

under consideration.


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ž S.W.O.T Analysis � ths, weaknesses, opportunities, SWOT stands for streng

and threats.

� are (W)and Weaknesses (S)By definition, Strengths

considered to be internal factors over which the

organization has some measure of control, while

are considered to be (T)and Threats (O)Opportunities

external factors over which it essentially has no control.

�


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� Analyze Eternal opportunities and threats

ž Conduct environmental “scans”...

ž Analyze the organization’s external

environment (“PEST” – political,

ž economic, social, and technological factors)

and internal environment

� (resources or inputs, processes, and

performance or outputs)


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Conducting a SWOT analysis...

Assessing the organization’s internal strengths

� and weaknesses, and its external opportunities

and threats)..

Strengths and weaknesses refer to the internal

organizational environment.

Opportunities and threats are external to the organization.


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Strategic Objectives

Strategic Objectives describe the tactics you will use and the work

you will do to achieve the desired results.

This often involves selecting the alternatives that is the most cost

effective and feasible given the organization’s SWOT analysis, and

that is likely to advance the goals of the organization.


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Operational or strategic plan objectives should be

SMART :

Specific – to avoid differing interpretations

Measurable – to allow monitoring and evaluation

Appropriate – to the problems, goals, and strategic objectives

and intended results

Realistic – achievable, challenging, and meaningful

Time bound – with specific time frames for completion


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The Remaining Steps…

Implementing, Disseminating, Revising, and Evaluating the Plan


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"V-MOSA"


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"VMOSA" (Vision, Mission, Objectives, Strategies, and Action Plans)

By Community Tool Box

We encourage reproduction of this material, but ask that you credit the

Community Tool Box: http://ctb.ku.edu

http://ctb.ku.edu/


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1. Vision (the dream)

Your vision communicates what your organization

believes are the ideal conditions for your

community –

This dream is generally described by one or more

phrases or vision statements, which convey the

community's dreams for the future.


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By developing a vision statement, your organization

makes the beliefs and governing principles of your

organization clear to the greater community (as well

as to your own staff, participants, and volunteers).

There are certain characteristics that most vision

statements have in common.


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In general, vision statements should be:

Understood and shared by members of the

community

Broad enough to encompass a variety of local

perspectives

Inspiring and uplifting to everyone involved in

your effort

Easy to communicate - for example, they should

be short enough to fit on a T-shirt


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Here are a few vision statements which meet the above criteria:

Healthy children

Safe streets, safe neighborhoods

Every house a home

Education for all

Peace on earth


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2. Mission (the what and why)

Developing mission statements are the next step in

the action planning process. An organization's

mission statement describes what the group is

going to do, and why it's going to do that. Mission

statements are similar to vision statements, but

they're more concrete, and they are definitely more

"action-oriented" than vision statements.


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The mission might refer to a problem, such as an

inadequate housing, or a goal, such as providing

access to health care for everyone. And, while they

don't go into a lot of detail, they start to hint - very

broadly - at how your organization might go about

fixing the problems it has noted.


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Some general guiding principles about mission

statements are that they are:

Concise. Although not as short a phrase as a

vision statement, a mission statement should still

get its point across in one sentence.

Outcome-oriented. Mission statements explain

the overarching outcomes your organization is

working to achieve.

Inclusive. While mission statements do make

statements about your group's overarching


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The following mission statements are examples that meet the above criteria.

"To promote child health and development

through a comprehensive family and community

initiative."

"To develop a safe and healthy neighborhood

through collaborative planning, community

action, and policy advocacy."


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3. Objectives (how much of what will be accomplished by when)

Once an organization has developed its mission

statement, its next step is to develop the specific

objectives that are focused on achieving that

mission.

Objectives refer to specific measurable results for

the initiative's broad goals.


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An organization's objectives generally lay out how

much of what will be accomplished by when.

For example, one of several objectives for a

community initiative to promote care and caring for

older adults might be:

"By 2015 (by when), to increase by 20% (how much)

those elders reporting that they are in daily contact

with someone who cares about them (of what)."


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Examples of objectives include:

By December 2010, to increase by 30% parent engagement (i.e., talking, playing, reading) with children under 2 years of age. (Behavioral objective)

By 2012, to have made a 40% increase in youth graduating from high school. (Community -level

outcome objective)

By December of this year, implement the volunteer training program for all volunteers. (Process objective)


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4. Strategies (the how)

Strategies explain how the initiative will reach its

objectives. Generally, organizations will have a wide

variety of strategies that include people from all of

the different parts, or sectors, of the community.

These strategies range from the very broad, which

encompass people and resources from many


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different parts of the community, to the very

specific, which aim at carefully defined areas.

Five types of specific strategies can help guide

most interventions. They are:

Providing information and enhancing skills .

Enhancing services and support

Modify access, barriers, and opportunities

Change the consequences of efforts

Modify policies .


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5. Action plan (what change will happen; who will do what by when to make it

happen )

Finally, an organization's action plan describes in

great detail exactly how strategies will be

implemented to accomplish the objectives

developed earlier in this process.


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Action steps are developed for each component of the intervention or (community and systems) changes to be sought. These include:

Action step(s): What will happen Person(s) responsible: Who will do what Date to be completed: Timing of each action step Resources required: Resources and support

(both what is needed and what's available ) Barriers or resistance, and a plan to overcome

them! Collaborators: Who else should know about this

action .

strategic planning التخطيط الاستراتيجي

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