Steps in strategic planning

Steps in strategic planning process Agree on strategic planning process Carry out an environmental scan Identify key issues, questions, and choices to be addressed as part of the strategic planning effort Define or review the organization's values, community vision, and mission Develop a shared vision for the organization Develop a series of goals or organizational status statements which describe the organization in a specified number of years – assuming it is successful in addressing its mission Agree upon key strategies to reach the goals and address key issues identified through the environmental scan Strategic planning is about looking to create the future rather than reacting to change. It is about being clear about what we want our future to look like and being strategic on how we get there (HLURB, 2001.

Steps in strategic planning process cont. Develop an action plan that addresses goals and specifies objectives and work plans on an annual basis Finalize a written strategic plan that summarizes the results and decisions of the strategic planning process. Build in procedures for monitoring, and for modifying strategies based on changes in the external environment or the organization Essential components of Strategic planning: vision Existing condition Strategy Monitoring

Strategic Planning is distinguished from other forms of planning through its: Emphasis on action and implementation; Participation by key decision-makers; Concentration on the really important issues or needs, as perceived by the community or organization; and The allocation of limited resources (usually money in the case of LGUs) to critical areas or functions.

SAMPLE FORMAT FOR A STRATEGIC PLAN INTRODUCTION Need for a Strategic Plan How the Plan was Developed THE ENVIRONMENTAL SCAN Organizational History and Structure The External Environment The Organization ORGANIZATIONAL VALUES, VISION, AND MISSION Values or Operating Principles Community Vision Organizational Mission GOALS, PLANNED ACCOMPLISHMENTS, AND STRATEGIES Organizational Vision and Planned Accomplishments Goals and Priorities Strategies MONITORING AND REVIEW Monitoring Progress Plans for Reviewing and Refining the Plan ANNUAL PLAN (may be prepared separately) Program Management/Institutional Development Governance Monitoring and Evaluation

SAMPLE OF STRATEGIC PL PROCESS STEP 1. MOBILIZING THE PLANNING PROCESS STEP 2. DEFINING THE BASELINE STEP 3. ESTABLISHING THE STRATEGIC PLANNING FRAMEWORK STEP 4. STRENGTHENING THE INSTITUTIONAL FRAMEWORK STEP 5. DEVELOPING THE STRATEGY STEP 6. PREPARING THE ACTION PLAN STEP 7. IMPLEMENTING THE STRATEGIC PLAN

BENEFITS OF STRATEGIC PLANNING Defines mission, vision & values Establishes realistic goals, objectives & strategies Ensures effective use of resources Provides base to measure progress Develops consensus on future direction Builds strong teams Solves major problems Participant Manual Page 9

STRATEGIC PLANNING MODELS Type of organization usually dictates type of strategic planning Non-profit Likely focus on board development, management, fundraising, policies For- Profit Likely focus on profit and strategic directions Participant Manual Page 23 Briefly refer to this and then complete exercise #3 which gives participants an indication of how different perspectives are brought to the strategic planning process through different people. The exercise will give participants an opportunity to learn a little about themselves and their level of personal flexibility. You can discuss how different personalities bring different aspects to a board and a strategic planning process. The next section then deals with the various types of strategic plans that are carried out. Note that most groups you deal with will use the basic model but the others are presented for information.

TYPES OF STRATEGIC PLANNING Basic Strategic Planning Issue-Based or Goals-Based Strategic Planning Alignment Model Scenario Planning Organic (or Self-Organizing) Planning Participant Manual Page 24 to 29 Discuss these types. Most will undergo the basic strategic planning process. State that there is no perfect model...

REASONS FOR STRATEGIC PLANNING Change Renewal Funding requirement Financial forecasting Mandate Build consensus Improve staff and board relations Develop ownership Build community support Other Participant Manual Page 37 Use this in conjunction with Exercise 5

DEVELOPING THE PLAN Mission Core purpose of your organization Presented in a clear, short statement that focuses on attention in one clear direction by stating purpose of the group’s uniqueness. Vision What is your organization’s vision of excellence Has to be realistic and not something impractical Participant Manual Page 43 Discuss each of these – additional material is provided in each

DEVELOPING THE PLAN cont. Values What are the principles, standards, and actions considered worthwhile in the organization Includes how people treat each other, how groups conduct business and what is most important to the organization Strategic Analysis (SWOT) Environmental Scan gathering of information that concerns the organization’s environments analysis and interpretation of this information application of this analyzed information in decision making Participant Manual Page 43

STRATEGIC PLANNING PROCESS Developing the Plan 1. Goals Identify long-term outcomes to provide focus for the planning process 2. Strategies Outline how you will achieve your goals 3. Objectives Identify specific, measurable results produced while implementing strategies. Participant Manual Page 50-51 Discuss each of these – additional material is provided on each one

STRATEGIC PLANNING PROCESS Developing the Plan (continued) Goals and Objectives Should Be SMARTER Specific Measurable Acceptable Realistic Timeframe Extending Rewarding Participant Manual Page 52

STRATEGIC PLANNING PROCESS Developing the Plan (continued) 4. Implementation Tasks – assigned to various board and staff responsible for specific items Timelines - established for implementation of the plan for implementation 5. Funding the plan What is required to fund the goals in the plan Participant Manual Page 53 Discuss each of these – additional material is provided on each one

STRATEGIC PLANNING PROCESS Developing the Plan (continued) 6. Communicating the plan How will you communicate the plan to stakeholders? 7. Monitoring and evaluation Critical to plan’s success and credibility Must be built into the plan Critical for continuous improvement 8. Continuous improvement focuses on improving customer satisfaction through continuous and incremental improvements to processes Participant Manual Page 55-57 Discuss each of these – additional material is provided on each one

OTHER STEPS IN STRATEGIC PLAN 6/30/2005 OTHER STEPS IN STRATEGIC PLAN 1. Create a Vision Define core beliefs and values of your agency Identify your agency’s mission “ If you don’t know where you’re going, any path will get you there.” Private funding is much different: The proposals are much shorter and provide considerably less detail. They can be as short as a 1 or 2 page letter or they can be seven or eight pages. Most foundations are small and have only 1 or 2 staff. They don’t have time to read long proposals. Depending on the funding source, unsolicited applications are accepted. Only the larger foundations like Robert Wood Johnson, Edna McConnell Clark, Annie E. Casey, and the Health Foundation of Greater Cincinnati do mass solicitations. These are related to a specific problem they want to see innovate responses. An example would be Robert Wood Johnson Foundation solicitation to reduce high risk drinking among college students. Universities across the country proposed project that would use an environmental model. These programs provided a model for federal Department of Education funding of college high risk drinking projects. Most are not reviewed completely. The reviewer may have another job and only reviewing part time. They only read first two paragraphs to decide if they are interested. Not as much information is provided to the applicant about what should be in the application. Instructions, if provided, are general with no explanations Credibility is a key – sine they don’t have staff who can investigate an organization to determine if they will do what they propose. The reviewer wants to fund someone they know can do the job. Cover letter is critical. If all they have time to read is the cover letter, that is what determines if they want to go farther and read the rest of the proposal. Successful Grant Writing

STEPS IN STRATEGIC PLAN cont. 6/30/2005 STEPS IN STRATEGIC PLAN cont. 2. Identify critical strategic issues Sometimes referred to as barriers 3. Develop goals and detailed action plans for each strategic issue How can you maximize the forces in favor and minimize forces against? There are basically two types of funding available for grants: governmental and private funding. Government Proposals are different from private: The regulations are usually very detailed and come put through a request for proposal. Governmental funding programs are set by law and must follow specific regulations. The RFP is a way for the government to let applicants know what the legal requirements are Government grants are almost always solicited rather than unsolicited – the guidelines are published on the internet either through Federal Register, federal agency websites, or State agency websites. We will talk more about how to find them later. The applications processes are usually competitive - Why?? Where does the money come from? The public through taxes - What does the public want assurances for? To make sure money is being spent wisely and we are getting the best project for the money Very specific instructions are given in RFP. FOLLOW INSTRUCTIONS – If you don’t they are likely to not even review the proposal. Examples – if they say 20 pages submit 20 not 22 or 25. In some instances they stop reading at page 20 and everything after that is not included in the scoring Government agencies include evaluation criteria and their value is usually included in the RFP. This is a way to be fair to the applicant Government does not read cover letters. Usually thrown out or just attached to the back. Successful Grant Writing

STEPS IN STRATEGIC PLAN cont. 6/30/2005 STEPS IN STRATEGIC PLAN cont. 4. Monitor Action Plans your agency has developed in response to the critical issues 5. Evaluate progress of achieving the outcomes 6. Revise the plan as necessary This is a summary of the types of information provided in both types of applications: The government proposal is much more detailed. Usually they end up being about 20 pages. They provide specific forms for some of the information. E.g. – SF 424 for basic identifying information and budget forms Private funding applications are much shorter and simpler. The information in both applications is the same, the difference is the level of detail. This is why you need to develop a master application that you can excerpt for either type. Successful Grant Writing

OTHER STRATEGIC PLANNING APPROACH

URBAN STRATEGIC PLANNING

URBAN STRATEGIC PLANNING PROCESS Phase 1: Urban Situation Analysis • Stakeholder Analysis • Urban Situation Profiling • Urban Situation Appraisal • Investment Capacity Assessment • Consolidated Urban Diagnosis Phase 2: Sustainable Urban Development Planning • Urban Consultations • Drafting the Strategic Urban Development Plan (SUDP) • Approval and adoption of SUDP

URBAN STRATEGIC PLANNING PROCESS cont. Phase 3: Sustainable Action Planning Drafting Action Plans Local Resource Mobilisation Public-Private Partnerships Phase 4: Implementation and Management of Projects Project Design Management and Coordination Monitoring and Accounting Reporting

Strategic planning models How are we going to get there? Goals, Objectives, Policies, Plans, programs, projects (PPPs) WHERE DO WE WANT TO BE? VISION strategy Long term (5-20 year plan) Medium term (3 year plan) Short term (annual plan) monitoring WHRE ARE WE NOW? FACTS, TRENDS, ATTRIBUTE, AND ISSUES What is likeliy to impede or assits? Trends – Constraints - Opportunities

STRATEGIC PLANNING PROCESS Where Do We Want To Go? Strategic Direction • Vision and Mission • Goals and objectives • Key capabilities and critical gaps • Strategic priorities/ directions to pursue Where Are We Now? Strategic Situation • Developing the planning framework • Urban situation profiling • Urban situation appraisal (using SWOT analysis) • Investment capacity assessment in the city • Consolidated urban diagnosis How Do We Get There? Strategic Action • Action required • Operational implications • Organisational and human resource systems required • Resource allocation • Timing • Monitoring and evaluating results URBAN STRATEGIC PLANNING PROCESS

CHARACTER OF STRATEGIC PLANNING Decentralised approach (bottom-up) Process-oriented and action-oriented Combination of responsive and proactive Flexible Starts with consensus on issues Planning, budgeting and implementation integrated Focused and selective – aims at identifying and resolving critical issues while targeting sustainable and balanced urban development in the long term Strong assessment of internal and external environment (situation) Expects new trends, discontinuities and surprises Interactive with a range of stakeholders Political/multi-stakeholder awareness and involvement Implementation by empowerment

Strategic planning in Indonesia

Summary: Strategic planning model Getting organized Revise of commence new strategy 1 2 3 4 5 6. 7 8 9 10 Monitoring /& review Setiing the vision survey/ define existing condition Implementing the strategy Define achievable objectives. Refine vision Consultation & refinement of preferred strategy Generate Policy & Action Options to Achieve Evaluate options. Select preferred strategy

See you next occasion , wassalam,