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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: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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Strategic Planning
“If you fail to plan, you plan to fail.”
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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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Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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ž
Hierarchy of Goals and Plans
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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ž Steps in the strategic planning process.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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ž Steps in the strategic planning process.
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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ž Steps in the strategic planning process.
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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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ž Steps in the strategic planning process.
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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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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Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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?"
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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?”
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
�
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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)
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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.
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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
Strategic Planning: Basic Concepts & examples Dr. Ahmed-Refat AG Refat www.SlideShare.Net/AhmedRefat 18-12-2012
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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 .