1. Steps in strategic planning

2. 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.

3. 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

4. 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.

5. 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

6. 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

7. 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

8. 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.

9. 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...

10. 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

11. 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

12. 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

13. 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

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

15. 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

16. 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

17. 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

18. 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

19. 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

20. OTHER STRATEGIC PLANNING APPROACH

21. URBAN STRATEGIC PLANNING

22. 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

23. 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

24. 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

25. 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

26. 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

27. Strategic planning in Indonesia

30. 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

31. See you next occasion , wassalam,