Strategic and Operational Planning

Transcription

1 Strategic and Operational Planning Kigali, November 2010

2 Target group Executive secretaries of CSOs Program officers Planning officers 2 people from same organization

3 General introduction Introduction and participants motivations and expectations; The training objectives; The training agenda and time line; Golden rules;

4 Training objectives Participants are capable of: Explaining different concepts of SP; Identifying participants in SP process; Identifying different steps of SP process; Facilitating SP process in their own CSO;

5 Agenda 1. Key concepts; characteristics; why?, when? who? in SP process; 2. Principal steps in strategic and operational planning; 3. Action plan for facilitating my CSOs SP;

6 Daily time table 09h00-11h00: 11h00 11h30: Tea Break 11h30 13h00 13h00 14h00: Lunch + Break 14h00 16h00

7 Time table: Day 1 09h00-10h00: Presentation; Training objectives 10h00-11h00: key concepts; characteristics of SP; operational plan; project; program 11h00-11h30: Tea break; 11h30-12h00: benefits if a SP; when to do a SP; Steps in SP 12h00-13h00: Who is involved in SP; vision statement; 13h00-14h00: Lunch + break 14h00-15h00: vision statement; 15h00-16h00: mission; organizational values;

8 Key concepts It is important that participants understand key concepts and be able to differentiate one from the other: strategy; strategic planning, operational plan, project, program.

9 What is a strategic plan? A strategy: A set of coherent and sequential actions for realizing one or several objectives; A strategy enables you to execute the mission of an organization; To have an good strategy, you must know an organization; A strategy must be based on rational planning of resources, actions and sequence of events

10 A strategic plan Plan to achieve a specific objective; Highlights important ideas and high level decisions; Highlights the organization s future; Covers a period of 3 to 5 years and is implemented through annual/operational plans;

11 Characteristics of a strategic plan A set of priorities; Achievable, measurable, and time sensitive; Flexible and responsive to changing conditions; Short and simple; A unit, not a menu; The means to an end, not an end in itself; Based on a three to five-year period.

12 Operational plan Framework for implementing a strategic plan; It is detailed and short-term (1 year);

13 Project A project is a unique process consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including the constraints of time, cost and resources.

14 Program A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs are a means of achieving organisational objectives and realising benefits, often in the context of a strategic plan.

15 Benefits of a strategic plan To give your organization structure, direction and focus; To enable harmonization about decisions within organization; To inform, motivate and reinforce commitment of organizational members and employees; To coordinate and unify organization efforts; To assign responsibility and schedule work; To facilitate control and evaluation of activities.

16 When to do a strategic plan? New organization New initiative or large project New phase of ongoing effort Breathe life into an older initiative

17 Steps in strategic planning 1. Recruiting stakeholders, leadership and key internal players; 2. (Re) defining the organization s vision, mission statement, and organizational values; 3. Strategic analyzes (SWOT); 4. Defining strategic orientations; 5. Develop a logical framework; 6. Develop an annual / operational plan 7. Establish M&E mechanisms;

18 1. Who is involved in planning? Between 10 and 15 people Board members Executive secretariat Audit committee Department chairs Professional staff Members Other stakeholders (e.g. district representatives)

19 2. VISION STATEMENT A vision without a plan is just a dream. A plan without a vision is just drudgery. But a vision with a plan can change the world. When you don t know where you are going, you end up some where you don t know. David CAMPBELL, 1974, p.10

20 What is a vision statement A vision statement showcases an organization s view of the future. It takes into account the current status of the organization, and serves to point the direction of where the organization wishes to go; Pictures the promised land to give the journey a destination;

21 Vision statement Lights a flame to inspire and excite them to action Stands as visible reminder to focus people s minds and efforts Declares the standard by which the organization would like to be judged Like a magnet that pulls people together in the same directions;

22 Purpose of a vision statement Shared vision is: Directs us towards the future, but it s experienced in the present; Becomes a framework for what we want to create; Guides us in making choices and commitments; Helps establish the unique contribution that the organization makes to society.

23 Vision statement development

24 Mission statement A mission statement is a brief description of an organization s fundamental purpose. It answers the question, "Why do we exist? The mission is the reason an organization was created The mission reflects the values and beliefs of the organizations founders, leaders, and employees

25 A mission statement looks like: A system that acts (X): Through (Y): For the long-term benefit of (Z): A mission statement should cover a period of 3 to 5 years and can be revised during this time. It must written in a simple and concise style, in no more than 3 sentences.

26 Importance of mission statements Inspires and guides employees as they make decisions Determines priorities for the future Guides donors and partners when making partnering decisions about your organization

27 Characteristics of a good mission statement Clear, simple. Leaders must be able to easily convey the mission to employees, potential funders, and partners, and all employees must be able to remember the mission statement Taps into embedded concerns and needs Asserts what you need and your colleagues want to create Is something worth going for

28 Characteristics of a good mission statement Should focus on high level goals. They should address the greater good rather than project activities Bad example: Our organization trains youth on leadership skills. Good example: Our organization empowers youth to act as leaders in their community, to improve their lives and increase peace and security in communities.

29 How does a Mission Statement Guide Programming? Project Cycle When developing new projects/programs, reviewing programs, or conducting outreach and advocacy activities, it is important to ensure that these new programs fit within your mission.

30 Organizational values Values: beliefs, guidelines or rules, and may be set out in a code of conduct. Shared values influence everything an organization does, as well as its relationships with stakeholders and its reputation; Every organization has a code of values that are reflected and in its work, and its model those values to the community; Examples: integrity, accountability, compassion, client-focused responsiveness,

31 Time table: Day 2 SWOT PIPO CADRE LOGIQUE

32 3. SWOT analysis Strengths vs weaknesses Opportunities vs Threats/Challenges

33 Some definitions Strengths: characteristics or qualities that enable us to accomplish the organization s mission; Weaknesses: qualities that prevent us from accomplishing our mission and achieving our full potential; Opportunities: external factors that influence positively our capacity to achieve our organization s mission; Threats: external elements in the environment that could cause trouble to our capacity to achieve the organization s mission.

34 Strengths and Weaknesses 1) Vision, mission 2) Strategic planning 3) Management 4) Communication 5) Fundraising / Resources mobilization 6) Financial management 7) Human resources 8) Computer and internet 9) Program implementation 10) Program design 11) Impact assessment 12) Outreach 13) Advocacy

35 Opportunities and threats (outside the organization) Actors (individuals, institutions); Factors (political, economic, social, cultural, environmental, legal, etc.);

36 4. Deriving strategies from items within SWOT grid Strengths Weaknesses Opportutnies Use strengths to take advantage of opportunities Overcome weaknesses by taking advantage of opportunities Threats Use strengths to avoid threats Minimize weaknesses avoid threats and

37 5. Logical Framework What is it? Analytical tool which helps to: Clarify objectives of any project/program/policy; Think of how results are linked to activities; Ensure that activities directly feed into intended results; Improve quality of project/program designs by requiring the specification of clear objectives, the use of performance indicators, and assessment of risks.

38 Advantages of logframe: Ensures that decision-makers ask fundamental questions and analyze assumptions & risks. Engages stakeholders in the planning and monitoring process. When used dynamically, it is an effective management tool to guide implementation, M&E Summarizing design of complex activities. Assisting the preparation of detailed operational plans.

39 Logical framework components Goal Objectives Outputs Activities Inputs

40 Logical framework components Goal: Broad, overarching reason for the program

41 Logical framework components Objectives: Are measurable program outcomes that contribute toward the goal and include: Behavioral objectives (change) Performance objectives (improvement) Process objectives (activities) Product objectives (tangible)

42 Logical framework components Anticipated Results (Benefits/Outputs) Predicts change from a baseline starting place Must be sound and based on realistic assumptions Quantitative vs. qualitative data Distinguishes between primary and secondary beneficiaries

43 Logical framework components Activities and Methods Shows the scope of work being done Clarifies the order (sequence) and timing of what will happen Includes rationale for activities Contributes to achieving objectives

44 Logical framework components OVI; SV; Assumptions

45 6. Annual/operational plan Constituting parts: Logical framework Budgeting Timing

46 7. Monitoring and Evaluation Who is responsible for monitoring implementation of the strategic plan; Regular reporting on progress (monthly, quarterly term); Annual reviews;

47 Duration of planning process May take one or more months; Three to five working sessions, of 2 3 days each; Time for writing up and feedback; Approval by the general assembly;

48 Plan of action for your organization s strategic planning process Independently, develop a plan of action for facilitating the strategic planning for your organization. This will be specific to your organization. Consider what is realistic and within the scope of your mission and budget.

49 Murakoze Thank you Merci

50 Project no: Date: STRATEGY (SWOT ANALYSIS) Option 1 Strengths Weaknesses Opportunities Threats

51 Where necessary make the document available electronically to all stakeholders centrally. Template comment Project no Add code number. Date Add date of recording the problem statement. SWOT analysis SWOT analysis examines the Strengths, Weaknesses, Opportunities and Threats of different strategies. It is usually carried out using a brainstorm technique and can be applied to any problems where a decision is required between two or more options. Alternative strategies lead to different solutions of the problem. When considering the strategic options to solve the problem as outlined in the Problem Statement the brainstorm should be used to consider: Internal expectations External expectations Database managers, staff. community, stakeholders, customers, suppliers, creditors, technology advances, legal developments etc. old data, current data, future forecasts. The first two items should have been considered already as part of the Mission Statement preparation. Having considered the above the project team will be in a better position to put forward one or more project strategies. These can then be assessed via the SWOT technique to identify where the team can consolidate strengths, improve weaknesses, take advantage of opportunities and minimise threats. Having considered all of these the team should now be in a position to identify appropriate strategies, eliminate those that are unsuitable and agree the strategy. When drawing up a strategy and finalizing a schedule remember that what may work in one environment may fail in another. The overall plan should not reflect a glory or bust approach. If the project is long break it down into parts that will show steady gains. This will improve morale. Option 1 Have a separate sheet for each strategic option. Write down the option for all to see.

52 PEST Analysis Template Situation being analysed: PEST analysis (political, economic, social, and technological) assesses a market, including competitors, from the standpoint of a particular proposition or a business. Criteria examples ecological/environmental current legislation future legislation international legislation regulatory bodies and processes government policies government term and change trading policies funding, grants and initiatives home market pressuregroups international pressuregroups wars and conflicts political economical Criteria examples home economy economy trends overseas economies general taxation taxation specific to product/services seasonality issues market/trade cycles specific industry factors market routes trends distribution trends customer/end-user drivers interest/ exchange rates international trade and monetary issues Criteria examples lifestyle trends demographics consumer attitudes and opinions media views law changes affecting social factors brand, company, technology image consumer buying patterns fashion and role models major events and influences buying access and trends ethnic/religious factors advertising and publicity ethical issues social technological Criteria examples competing technology development research funding associated/dependent technologies replacement technology/solutions maturity of technology manufacturing maturity and capacity information and communications consumer buying mechanisms/technology technology legislation innovation potential technology access, licencing, patents intellectual property issues global communications Note: PEST analysis can be useful before SWOT analysis because PEST helps to identify SWOT factors. PEST and SWOT are two different perspectives but can contain common factors. SWOT stands for strengths, weaknesses, opportunities, threats.

53 Rwanda CSSP Strategic Planning Module Hand-out 3: Vision Statement Development There are two prevailing schools of thought as to what this should look like. The Ideal Organization This type of vision statement describes what success would look like; it is that highest bar your organization will always strive for. This vision statement should be both realistic and ambitious in other words, it should challenge your staff without overwhelming them. Some examples of vision statements from non-profits: NSW Rape Crisis Centre will be a Centre of Excellence in the provision of services to anyone who has experienced sexual violence. The Oshkosh Public Library will be the community's premier knowledge resource; and a recognized leader in promoting reading as a lifelong activity. A vision statement like this can be very useful for creating performance benchmarks and objectives where are we now and what do we have to do to fulfill our vision. The Ideal World This type of vision statement answers the question What would a perfect world look like? Another way to think of it is What would a world that no longer needed our organization look like? Below are actual examples from non-profits: The vision of the ASPCA is that the United States is a humane community in which all animals are treated with respect and kindness. SHELTER, Inc. is working to realize a vision: A Home for Everyone. We will work until we achieve a society free of violence.

54 Hand-out 4: Mission Statement Development The mission typically describes what the organization does to achieve its vision. Because the vision is often expressed as a dream or ideal, the mission helps clarify the practical aspects of what the organization will actually do. Most missions emphasize action, using such words as: support, involve, assist, contribute, provide, promote, etc. Eg. United Way of Toronto mission: To meet urgent human needs and improve social conditions by mobilizing the community s volunteer and financial resources in a common cause of caring The organization s mission must be compatible with its legal purposes. A good mission statement is concise and precise. It identifies the organization s key stakeholders and set out how the organization will serve them. It describes an organization's purpose, customers, products or services and philosophy. e.g. CNIB (Canadian National Institute for the Blind) mission: To enhance independence for people with vision loss and to be the leader in promoting vision health

55 Hand-out 5: Values Shared values influence everything an organization does, as well as its relationships with stakeholders and its reputation. Values may be expressed as beliefs, guidelines or rules, and may be set out in a code of conduct. e.g. Canadian Red Cross Values: Integrity and accountability Ethical practices Quality Caring and compassion Clientfocused Responsiveness A statement of values can provide guidance when tough decisions must be made, for example in allocating scarce resources, or when presented with a donation from a group which may be incompatible with the organization s mission. The values, mission and vision are key elements of a not for profit organization s strategic planning process, and will guide the development and delivery of program services and activities.

56 What will this project contribute to achieving in the long run? Why is the project important? What are the long-term policy objectives to which the project will contribute? Goal The high-level, long-term ambitious result that you are hoping your project will contribute to. Sample: To prevent instances of trafficking of Egyptian children. It is expected that these objectives will be achieved as a direct effect of the project s results. What is the focus of this project? Objectives should be SMART: Specific Measureable Achievable Realistic Time-Bound Objectives The expected outcomes of the project: direct effects of the project on beneficiaries. Sample: Street children in Cairo increasingly understand the risks of trafficking. Outputs are actual, tangible results that are a direct consequence of the project s activities. Outputs are measured in numbers how many people are helped, how many events are conducted, etc. Outputs The service the beneficiaries will receive from the project: the result of the activities. Sample: 100 street children are trained on how to avoid trafficking situations. Activities address the causes and reasons of the core problem, and if implemented correctly should lead directly to results achieved. Activities The work that is done by the project. Sample: Trainings for street children to avoid trafficking situations. Inputs, or activity resources, can consist of: Technical expertise Equipment, training Premises Funds Time Inputs The project resources required to conduct activities. Sample: Staff trainers, training space, training equipment, handouts.

57 Hand-out 7: Logframe Overall objectives Project purpose Expected results Activities Intervention Logic What is the overall broader objective to which the project will contribute? What are the specific objectives which the project shall achieve? What are the concrete outputs envisaged to achieve the specific objectives? What are the envisaged effects and benefits of the project? What improvements and changes will be produced by the project? What are the key activities to be carried out and in what sequence in order to produce the expected results? Objectively verifiable indicators of achievement What are the key indicators related to the overall objective? What are the quantitative or qualitative indicators showing whether and to what extent the project s specific objectives are achieved? What are the indicators to measure whether and to what extent the project achieves the envisaged results and effects? Means: What are the means required to implement these activities, eg personnel, equipment, training, studies, supplies, operational facilities, etc Sources and means of verification What are the sources of information for these indicators? What are the sources of information that exist or can be collected? What are the methods required to get this information? What are the sources of information for these indicators? What are the sources of information about project progress? (source: The European Commission s Delegation to India, Bhutan, Nepal and the Maldives Assumptions What are the factors and conditions not under the direct control of the project which are necessary to achieve these objectives? What risks have to be considered? What external factors and conditions must be realized to obtain the expected outputs and results on schedule? What preconditions are required before the project starts? What conditions outside of the project s direct control have to be present for the implementation of the planned activities?