Scribd Logo
Upload

Welcome to Scribd!

  • 53 views

    1.0 Strategic Planning PDF

    Uploaded by

    SamuelRichard
    This document provides an overview of the strategic planning process for an organization. It discusses developing a vision and mission statement through situational analysis and stakeholder input. Core values and strategies are developed to achieve objectives and targets. Key performance indicators are established to measure progress. The strategic plan should translate the organization's vision into actions to achieve broad goals and determine how success will be evaluated.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    1.0 Strategic Planning PDF

    Uploaded by

    SamuelRichard
    53 views29 pages
    This document provides an overview of the strategic planning process for an organization. It discusses developing a vision and mission statement through situational analysis and stakeholder input. Core values and strategies are developed to achieve objectives and targets. Key performance indicators are established to measure progress. The strategic plan should translate the organization's vision into actions to achieve broad goals and determine how success will be evaluated.

    Original Title

    1.0 Strategic Planning.pdf

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document provides an overview of the strategic planning process for an organization. It discusses developing a vision and mission statement through situational analysis and stakeholder input. Core values and strategies are developed to achieve objectives and targets. Key performance indicators are established to measure progress. The strategic plan should translate the organization's vision into actions to achieve broad goals and determine how success will be evaluated.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    53 views29 pages

    1.0 Strategic Planning PDF

    Uploaded by

    SamuelRichard
    This document provides an overview of the strategic planning process for an organization. It discusses developing a vision and mission statement through situational analysis and stakeholder input. Core values and strategies are developed to achieve objectives and targets. Key performance indicators are established to measure progress. The strategic plan should translate the organization's vision into actions to achieve broad goals and determine how success will be evaluated.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 29

    STRATEGIC PLAN OVERVIEW

    Prof. Baltazar Namwata


    OUTLINE
    • INTRODUCTION
    • RATIONALE
    • RELATIONSHIP OF SP WITH MTEF
    • PROCESSES IN PREPARING SP:
    Situational Analysis
    Developing VISION statement
    Developing MISSION statement
    Developing Core Values
    Developing Strategies
    Developing Key Performance Indicators
    INTRODUCTION

    Strategic Planning as a concept


    • Strategic Planning is a systematic process of
    translating an institution’s vision into broadly
    defined objectives and a sequence of actions to
    achieve them.
    • It 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.
    INTRODUCTION……..

    Strategic planning should answer the following


    questions:
    • Why does an institution exist?
    • What are its objectives?
    • What do its clients expect?
    • How will it measure its own performance?
    • How will it use this information to make
    improvements?
    RATIONALE

    • To improve performance;
    • To create more relevant institutional
    structures;
    • To increase levels of institutional,
    departmental, and individual accountability;
    • To improve transparency and communication
    between management, employees and
    stakeholders;
    • To establish priorities for efficient and
    effective resource allocation
    RELATIONSHIP OF SP WITH MTEF

    • SP provides logic for existence of an institution


    and develops objectives, targets, strategies
    and key performance indicators.
    • MTEF translates objectives and targets
    developed in the SP into activities, inputs and
    costing.
    PROCESSES IN PREPARING SP

    Situational Analysis
    • Assess the current situation of an institution
    by taking a hard look at itself on:
    Where it came from? Where is it now?
    Where is it going and what are its choices?
    • A Situation Analysis establishes critical issues,
    to be used later during the development of
    Mission, Vision, Objectives, and Targets.
    Situational Analysis ……….
    Approaches to a Situation Analysis
    • Brainstorming
    • Stakeholders analysis
    • Opportunities and Obstacles to Development (O & OD)
    • SWOC- Analysis
    • Political, Economical, Sociological and Technological Analysis (PEST)
    • Literature Review
    • Performance Review
    • Service Delivery Survey
    • Self Assessments
    • Problem Tree or Logic Model
    N.B: The most common approaches are:
    Stakeholders analysis ,SWOC analysis and
    Performance Review.
    Conducting Stakeholder Analysis

    No Stakeholder Service/Produc Expectations Potential Ranking


    t offered impact if
    expectation
    not met
    1

    5
    Conduct SWOC analysis for Your Institution
    SWOC Analysis Matrix :
    Criteria Strengths Weaknesses Opportunities Challenges
    Performance Review
    Objective Achievement Constraints Way forward
    Analysis of critical issues
    During the process of scanning of institution’s
    environment;
    • Critical issues should be identified to guide the
    planning process and resource allocation.
    • These are areas that require institution close
    attention during medium term operations
    Developing VISION statement

    Definition
    • A Vision Statement describes where the
    institution intends to be in the future. It
    represents a shared sense of direction and
    incorporates the core business of the
    institution.
    • It describes what the institution believes in
    Developing VISION statement.........

    What should a Good Vision Look like?


    A good vision statement should:
    • Provide a clear sense of direction
    • Be inspirational and capture the imagination
    of the staff
    • Be short and easily internalized and recalled
    by staff
    Developing VISION statement.......

    How to develop a vision


    Should be developed in a participatory way by:
    • Reviewing key mandates and statutory
    requirements;
    • Defining core business of an institution;
    • Identifying key stakeholders’ needs;
    Using the checklist above expand the core business and
    stakeholders needs into a draft Vision statement.
    Review the checklist to ensure the draft Vision statement
    is correct, make final adjustments, and get the agreement
    of participants.
    Example of Vision

    To be the centre of excellence in managing


    macro-economy and financial systems for
    enhancing economic growth
    Developing MISSION statement
    • Mission is a statement that specifies an
    organization’s purpose or “reason for being.” The
    mission should capture the essence of who the
    center is, what the center does, and for whom.
    • The Mission Statement brings the institution into
    focus.
    • It explains why the institution exists and tells
    what it does.
    • The Mission Statement articulates the direction
    and scope of work of the institution
    Developing MISSION statement ......

    Qualities of Good Mission Statement


    A good Mission Statement should:
    Describe what the institution does, who it serves
    and what makes the institution unique
    Be derived from and cover all Government
    mandates, instruments and establishing
    legislation.
    Developing MISSION statement.......

    Clearly differentiate the institution from other


    institutions;
    Avoids being too narrow so as to allow room for
    change
    Rely on action words.
    Be short and be easily internalized and recalled by
    staff
    Developing MISSION statement.......

    How to develop a mission statement


    Mission Statements should be developed in a
    participatory manner. When developing Mission
    Statements, the institution should follow all
    processes as indicated in the development of
    Vision Statement.
    Example of Mission Statement

    Promoting economic growth and macro-


    economic stability through prudent economic
    and financial policies.
    Developing Core Values

    • Core values are commitments of an institution


    that should not be violated. Expresses "who we
    are as an institution" and what principles or
    qualities should infuse all practices and activities
    within the institution.
    • Values are critically important to organizations
    because those who have the same value systems,
    or core values, tend to succeed within the
    organization, while those who do not share that
    set of values generally do not succeed.

    Prohibiting violation
    Developing Core Values…….
    Example of Core values
    • Innovation • Transparency
    • Professionalism • Accountability
    • Customer focused • Effective communication
    • Efficiency • Commitment
    • Integrity • Result focused
    • Teamwork
    • Timely service delivery
    • Service oriented

    NB: After developing core values the next step in SP is


    formation of Objectives and related Targets.
    Developing Strategies

    Strategies are broad statements about how


    something is to be done.
    • They describe how the institution will
    achieve its objectives; they link Objectives to
    Targets.
    • Each Target will have its own set of unique
    strategies which describe the broad approach
    to effect change.
    Developing Strategies …..

    • Strategies may be of two general categories:


    some are contained in the FYDP II while
    others are derived independently by the
    institution.
    • A single strategy may result in the derivation
    of several targets.
    Developing Key Performance Indicators

    Performance indicators help an institution to measure its


    achievements against set targets. Can be set at
    objective, target and activity level
    The following steps should be undertaken:-
     Where possible, develop a list of key indicators to track
    objectives. In many cases, objectives may not be easily
    monitored through routine data
     Establish Baseline values. Baseline values are the most
    recent historical value of the indicator.
     Set Indicator target values for each quarter.
     Establish mechanism for collecting data/information.
    NB: SMART targets can serve as indicators
    Developing Key Performance Indicators ……...

    Examples of Performance Indicators:


    • Number of customers satisfied with MoFP
    service.
    • Number of kilometres improved/ maintained.
    • Number of Stakeholders participating in policy
    making
    • Number of villages with cultural tourism
    • Number of clients (PLHIV, Widows and
    Widowers) served
    Formulate performance Indicators under each
    target
    Objective Target Strategies Performance
    Indicator
    Welcome to Dodoma

    You might also like

    pFad - Phonifier reborn

    Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

    Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


    Alternative Proxies:

    Alternative Proxy

    pFad Proxy

    pFad v3 Proxy

    pFad v4 Proxy