Strategic Planning formulation guide.docx

Strategic Planning formulation guide.docx

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StrategicPlanningformulationguide

STRATEGICPLANFORMAT&TEMPLATE

STRATEGICPLANFORMATandTEMPLATE

StrategyDevelopmentProcess

Note:

AllStrategicplanproposalsshouldbeaccompaniedwitha‘TableofContents’andshouldbeintheorderdepictedbelow.

ExecutiveSummary

Givebriefoutlineofthe（Org/Dept）.

EnvironmentalAnalysis

InternalEnvironment

[InternalAssessment:

Organizationalassets,resources,people,culture,systems,partnerships,suppliers,etc]

ExternalEnvironment

[ExternalAssessment:

Marketplace,competitor’s,socialtrends,technology,regulatoryenvironment,economiccycles,etc]

Toolsforcomparisonanalysis

[Itinvolvesspecifyingtheobjectiveoftheinstitutionorprojectandidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievingthatobjective.]

Examples:

SWOTAnalysis;SixForcesModel;VRIO;PESTanalysis;Porter'sFourCornersModel

Benchmarking

[Benchmarkingistheprocessofcomparingone'sbusinessprocessesandperformancemetricstoindustrybestsand/orfromotherindustries.Dimensionstypicallymeasuredarequality,time,andcost.Improvementsfromlearningmeandoingthingsbetter,faster,andcheaper.

Benchmarkinginvolvesmanagementidentifyingthebestinstitutionsintheirindustry,oranyotherindustrywheresimilarprocessesexist,andcomparingtheresultsandprocessesofthosestudied（the"targets"）toone'sownresultsandprocessestolearnhowwellthetargetsperformand,moreimportantly,howtheydoit.]

Bestpractices

[Abestpracticeisatechnique,method,process,activity,incentive,orrewardthatisbelievedtobemoreeffectiveatdeliveringaparticularoutcomethananyothertechnique,method,process,etc.whenappliedtoaparticularconditionorcircumstance.Theideaisthatwithproperprocesses,checks,andtesting,adesiredoutcomecanbedeliveredwithfewerproblemsandunforeseencomplications.Bestpracticescanalsobedefinedasthemostefficient（leastamountofeffort）andeffective（bestresults）wayofaccomplishingatask,basedonrepeatableproceduresthathaveproventhemselvesovertimeforlargenumbersofpeople.]

GapAnalysis

[Identifythegapbetweentheoptimizedallocationandintegrationoftheinputs,andthecurrentlevelofallocation.Thishelpsprovidetheinstitutionwithinsightintoareaswhichcouldbeimproved.Thegapanalysisprocessinvolvesdetermining,‘whereyouarenow’and‘whereyouwanttobe’.]

StrategicPlan

Thestrategicplanshouldbecommunicatedtoallrelevantindividuals,includingstakeholdersandsponsors.Itshouldincludethefollowing:

Vision

[Whattheorg/deptwantstobe;itshouldbecompelling,vividandconcise,,challengeseveryonetoreachforsomethingsignificant–inspiresacompellingfuture;itistimebound.Anorganisation'sVisionsetsoutitsaspirationsforthefuture.TheVisionisthe'dream'ofthefuture,apicturepaintedinwords,whichisintendedtoinspirepeoplebyappealingtotheheartaswellasthehead.]

Mission

[Ourpurposeofexistence;shouldbebriefandtothepoint;itprovidescontextformajordecisionsandcapableofinfinitefulfilment;itisnottimebound].

MISSIONFormulation

Answereachofthesequestions.

Whatservicesand/orproductswilltheorganization/departmentoffer?

Whoarethepeoplewhomayuseorbenefitfromthisservicesorproducts?

Whatarethereasonsfortheorganization/department?

Whywilltheorganization/departmentexist?

Nowcombinealltheanswersintoonestatementofpurpose.

Values

[Valueswillguideeverymajordecisionmaking;itembodiesthespiritoftheorg/dept;revisitVisionandMissionstatement.]

StrategicObjectives

Listspecificactionableresultsneededtosupportthevisionandthemission.UsethemnemonicSMART/ER

SSpecific

MMeasurable

AAttainable

RRelevant

TTimebound

And

EEvaluate

RReevaluate

Initiatives

[Theseareactionsthatwillleadtoachievementofyourobjectives,oftentakingtheformofprojectsorprograms]

Measures（KPI（s）,TimelineandDeliverables

[Theseareobjective,quantifiablemethodsformeasuringsuccess.Indicatorsandmonitorsofsuccess.Itincludes;performancemeasurement,initiativesandprojectsandactionplans.]

[EachInitiativehasasupportingActionPlan（s）attachedtoit.ActionPlansaregearedtowardoperations,procedures,andprocessesTheydescribewhodoeswhat,whenitwillbecompleted,andhowtheorganizationknowswhenstepsarecompletedLikeInitiatives;ActionPlansrequirethemonitoringofprogressonObjectives,forwhichmeasuresareneeded]

Quickwins

[TheseareimprovementwhichisexpectedtoprovideaReturnonInvestmentinashortperiodoftimewithrelativelysmallcostandeffort.]

OrganizationStructure

[Organizationalstructureallowstheexpressedallocationofresponsibilitiesfordifferentfunctionsandprocessestodifferententitiessuchasthedepartment,workgroupandindividual.Pleaseprovideadiagram]

Resource

Personnel

Finance/Budget

Facilities/equipment

Summary（includea5by5yeartimelinetowards2030