Strategic Planning

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Strategic Planning And Workshop August 19 – 20, 2009 Venue:__________________________ Time: 8:00 am – 5:00 pm Prepared by: Office of Person with Disability Affairs- OPDA And Person with Disability Association - PWDA

Outline of the Presentation What is Strategic Planning? Benefits of Strategic Planning When Should Strategic Planning Be Done? Guidelines to Keep Perspective during Planning How Do We Ensure Implementation of Our Strategic Plan? Contents of a Strategic PlanWORKSHOP : 

Outline of the Presentation What is Strategic Planning? Benefits of Strategic Planning When Should Strategic Planning Be Done? Guidelines to Keep Perspective during Planning How Do We Ensure Implementation of Our Strategic Plan? Contents of a Strategic PlanWORKSHOP

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WHAT IS STRATEGIC PLANNING? Strategic planning determines where an organization is going over the next year or more, how it’s going to get there and how it will know if it got there or not. The focus of strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program - Carter

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McNamara, Adapted from Field Guide to Nonprofit Strategic Planning and Facilitation Strategic planning is more than ensuring your association will remain financially sound and be able to maintain its reserves – it’s projecting where association expects to be in five, ten, or fifteen years – and how your association will get there. It is a systematic planning process involving a number of steps that identify the current status of the association, including its mission, vision for the future, operating values, needs (strengths, weakness, opportunities, and threats), goals, prioritized actions and strategies, action plans, and monitoring plan. – From the American Foundation for Community Association Research.

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Benefits of Strategic Planning Other Reasons include that strategic planning: Provides clearer focus of organization, producing more efficiency and effectiveness Bridges staff and officials (Board of directors, in the case of corporations or cooperatives) Builds strong teams in the board and the staff

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Provides the glue that keeps the board/officials together Produces great satisfaction among planners around a common vision Increase productivity from increased efficiency and effectiveness Solves major problems

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Benefits of Strategic Planning Strategic planning serves a variety of purpose in an organization, including to: Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with its mission in a defined time frame within the organization’s capacity for implementation. Communicate those goals and objectives to the organization’s constituents.

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Develop a sense of ownership of the plan. Ensure the most effective use is made of the organization’s resources by focusing the resources on the key priorities. Provide a base from which progress can be measured and establish a mechanism for informed change when needed. Bring together everyone’s best and most reasoned efforts that have important value in building a consensus about where an organization is going.

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When Should Strategic Planning Be Done? The scheduling for the strategic planning process depends on the nature and needs of organization and its immediate external environment. Consider the following guidelines: Strategic planning should be done when an organization is just getting started. Strategic planning should be done in preparation for a new major venture, e.g., developing a new department, division, major new product, etc.

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Strategic planning should be conducted at least once a year in order to be ready for the coming fiscal year. In this case, strategic planning should be conducted in time to identify the organizational goals to be achieved at least over the coming fiscal year, resources needed to achieve those goals, and funds needed to obtain the resources. These funds are included in budgeting for the coming fiscal year.

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However, not all phases of strategic planning need to be fully completed each year. The full strategic planning process should be conducted at least once every three years. It should be conducted every year if the organization is experiencing tremendous change. Each year, action plans should be updated.

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During implementation of the plan, the progress should be reviewed at least on a quarterly basis by the board/officials. Again, the frequency of review depends on the extent of the rate of change in and around the organization.

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Guidelines to Keep Perspective During Planning Many managers spend most of their time “fighting fires” in the workplace.—their time is spent realizing and reacting to problems. For those managers – and also for many of us – it can be very difficult to stand back and take a hard look at what we want o accomplish and how we want to accomplish 9kit. We’re too busy doing what we think is making progress. An important skill for managers is to see the broad perspective, to take the long view on what we want to do and how we’re going to do it. One of the best ways to develop this skill is through an experience in strategic planning. The following guidelines may help you to get the most out of your strategic planning experiences: The real benefit of the strategic planning is the process, not the plan document.

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The real benefit of the strategic planning is the process, not the plan document. There is no “perfect” plan. There’s doing your best at strategic thinking and implementation, and learning from what you’re doing to enhance what you will be doing the next time around. The strategic planning process is usually not an “aha!” experience. It’s like the management process itself – it is a series of small moves that together keep the organization doing things right as it heads in the right direction. In planning, things are usually not as bad as you fear, nor as good as you’d like them to be.

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Start simple, but start! How Do We Ensure Implementation of Our Strategic Plan? A frequent complaint about the strategic planning process is that it produces a document that ends up collecting dust on a shelf – the organization ignores the precious information depicted in the document. The following guidelines will help ensure the plan is implemented. When conducting the planning process, involve the people who will be responsible for implementing the plan. Use a cross-functional team (representative from each of the major organization’s products/service/unit) to ensure the plan is collaborative. Ensure the plan is realistic. Continue asking planning participants “Is this realistic? Can you really do this?”

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Organize the overall strategic plan into a smaller action plans or work plans in the overall planning document; specify who is doing what and by when. Some organizations may opt to include the action plans in a separate document from the strategic plan, which would include only the mission, vision, values, key issues and goals, and strategies. This approach carries some risk of losing focus on the action plans.’ In an implementation section in the plan, specify and clarify the plan’s implementation roles and responsibilities. Be sure to detail particularly the first 90 days of the implementation of the plan. Include in the M&E section regular reviews of status of the implementation of the plan. Translate the strategic plan’s action into job descriptions and personnel performance reviews.

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How Do We Ensure Implementation of Our Strategic Plan? Communicate the role of follow-ups to the plan. If people know the action plans will be regularly reviewed, implementers tend to do their jobs before they’re checked on. Be sure to document and distribute the plan, including inviting review inputs from all. Be sure that one internal person has ultimate responsibility that the plan is enacted in a timely fashion. The chief executive’s support of the plan is a major driver to the plan’s implementation. Integrate the plan’s goals and objectives into the chief executive’s performance reviews.

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Place huge emphasis on feedback to the board’s executive committee from the planning participants/team. Consider all or some of the following to ensure that the plan is implemented. Have designated rotating “checkers” to verify, e.g., every quarter, if each implementer completed their assigned tasks. Have pairs of people be responsible for tasks. Have each partner commit to helping the other to finish the other’s tasks on time.

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How Do We Ensure Implementation of our Strategic Plan? Communicate the rule of following-ups to the plan. If people know the action plan will be regular reviewed, implementations tend to do their jobs before they’re checked on. Be sure to document and distribute the plan, including inviting review inputs from all. Be sure that one internal has ultimate responsibility that the plan is enacted in a timely fashion. The chief executive’s support of the plan is a major driver to the plan’s implementation. Integrate the plan’s goals and objectives into the chief executive’s performance reviews.

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Place huge emphasis on feedback to the board executive committee from the planning participants/team. Consider all or some of the following to ensure that the plan is implemented. Have designated rotating “checkers” to verify, e.g., every quarter, if each implementer completed their assigned tasks. Have pairs of people be responsible for tasks. Have each partner commit to helping the other to finish the other’s tasks on time.

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Contents of a Strategic Plan Do hindsight – review and assess the implementation of the previous Plan What objectives/targets have been achieved? What were not achieved? What problems were encountered for non – or under-achievement of objectives/targets? What factors led to full – or over – achievement of objectives/targets?

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Assess the organization’s existing strengths, weaknesses, threats, and opportunities: Strengths & Weaknesses are internal to the organization and Opportunities & Threats are external. All SWOT statements should be ‘one-handed’ – it is either a Strength or a Weakness but cannot be both. Enter up to five items under each heading and then rank them in order of importance. Use this matrix as guided: The SWOT Matrix Strength GOOD NOW Maintain, Build, Leverage Weakness BAD NOW Remedy, Stop Threat BAD FUTURE Counter Opportunity GOOD FUTURE Prioritize, Optimize

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Contents of a Strategic Plan THREAT Global economic affecting the USA, European Union, Japan & Other advanced Asian Economies would have a snowball effect on the Philippine economy starting in 2009. This could mean lesser funds from Official Development Assistance and other foreign funding institutions due to weakening economy.

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Contents of a Strategic Plan Consider the following current developments in your analysis of the External Environment: OPPORTUNITIES One of the components of the Economic Resiliency Plan of government involves spending 60 – 80 percent of the productive proportion of the 2009 budget of implementing agencies during the first semester, with particular focus on the infrastructure sector. The planned frontloading and spending the first half of 2009 is expected to boost private sector confidence in the economy. There will also be high spending in agricultural projects. Increasing demand for alternative energy sources – research for technology generation and application.

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Bio-engineering/technology is high priority in advanced countries toward increased agriculture and aquaculture productivity. Planting of Bio – Fuel crops to expand together with production of major export crops of Region 6 like sugar, copra, mango, and banana. MSME expansion in gifts, toys, house wares, textiles (piña, and abaca) and processed food industries. There is an increasing demand for out-sourcing and off-shoring services from rich countries. The Philippines, being an English speaking country, is an emerging major player. Knowledge management as a new source of wealth in modern society. Availability of information about researches and funding sources through the internet.

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Contents of a Strategic Plan Identify & define strategic action programs, set targets, and prioritize. Each program contributes to or fulfills the achievement of the objective/s per strategic or functional area. Set the year – 1 Action Plan – consider the following matrix:

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Outputs for Programs; Targets for Projects/Activities Strategic Plan Implementation – specify organizational structure and responsibilities in carrying out the plan. The Strategic Plan Monitoring and Evaluation – specify overall reporting requirements, timing of field monitoring and evaluation process to assess the individual and organizational performance in Plan implementation.

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Workshop Drafting a New Strategic Plan Output 2: Other Plan Components Vision & Mission Statements Guiding Principles/Values Goals Strategies & Objectives Priority Programs Year – 1 Action Plan Strategic Plan Implementation Strategic Plan Monitoring & Evaluation

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WORKSHOP Drafting the Strategic Plan Output 1: Assessment of the previous plan What objectives/targets have been achieved? What were not achieved? What problems were encountered for non – or under – achievement of Objectives/targets? What factors led to full – or over – achievement of objectives/targets? SWOT