Training Course on Practical Strategic Planning - … · 2012-09-26 · Training Course on...

Training Course on

Practical Strategic Planning

Course designed and facilitated by: Leng ChhayOrganizational Development ConsultantE-mail: [email protected]: www.camlefa.org

Cambodian AlumniProgramme

15th – 16th September 2011Sokha Club Hotel, Phnom Penh

mailto:[email protected]�

http://www.camlefa.org/�

Course ObjectivesBy the end of the training course, participants will have:

• Understanding of strategic planning and its importance• Clarified key steps in strategic plan development• Explored situation and niche analysis • Understanding of strategic issues• Clarified vision, mission, goal and values• Understanding of how to develop strategic objectives (strategies)• Clarified how to measure results of strategic plan • Clarified objectives of projects / support units • Clarified the outline of a strategic plan• Clarified how a strategic plan will be implemented

Throughout the training course, participants will have known and connected to each others, and appreciated alumni network and its importance.

2Practical Strategic PlanningLeng Chhay

Course Schedule

Practical Strategic Planning 3

Morning AfternoonDay 1 • Opening and Introduction

• Expectations, objectives and schedule• Introduction to strategic planning• Practical steps of strategic planning• Situation analysis

• Strategic issues• Niche analysis

Day 2 • Vision, mission, goal, values• Strategic objectives• Projects and support units

• Outline of strategic plan• Implementation issue• Alumni network• Review and wrap up • Evaluation and closing

Leng Chhay

Introduction to Strategic Planning


What is Strategic Planning? Strategic planning is the process by which the guiding members of an

organization envision its future and develop the necessary procedures and operations to achieve that future. (TQL Office)

Strategic planning is the process by which leaders of an organization determine what it intends to be in the future and how it will get there. They develop a vision for the organization's future and determine the necessary priorities, procedures, and operations (strategies) to achieve that vision. (Wilder Foundation)

Strategic planning is different from a long-range planning because:◦ Strategic planning takes the situation and environment changes into account, and

identify appropriate strategies to respond within the changing context;◦ Long-range planning assume that current knowledge about future conditions is

sufficiently reliable to ensure the plan's reliability over the duration of its implementation.


The Importance The purpose of strategic planning is to transform the organization.

Strategic planning helps leaders to:◦ Create their own organization’s future / direction◦ Provide a framework and a focus for improvement efforts◦ Optimize organizational systems◦ Provide guidance for day-to-day decisions◦ Provide a learning opportunity for leaders and staff◦ Provide a mean for assessing progress

It helps the organization to survive by analyzing and responding to the external changing environment.

It helps the organization to focus on its energy, in which staff work towards the same goal.

Its process helps to build team work as it is a participatory process, in which most of staff participate in the planning process;

It increases organizational ability in mobilizing resources


Implications on resources

Conducting strategic planning requires organization to invest a considerable amount of resources such as:◦ Staff times to involve in the process: coordination, arrangement, participation,

completing the assigned tasks etc.◦ Financial resources for external facilitator(s) as the process usually facilitated

by external consultant(s)◦ Financial resources for arrangement (espcially for those organizations who

conduct staregic planning residential) such as travel, venue, materials, accommodation, foods etc.)


A good Strategic Planning should ...

Be a full participatory process:◦ Most (or all) staff participated in the process (all steps)◦ Staff understood the meaning and steps of the planning process◦ Strategic plan developed is the result of co-creation ◦ Staff feel strong ownership of the plan developed◦ Staff are likely to actively participate implementing the plan

Be well prepared / planned ◦ Planned far in advance◦ Using proper process (through various steps)◦ Take a period of time (at least 2-3 months)

Provide opportunity for learning and team building◦ Staff have learned through their participation◦ Team work and cross-unit relationships built


Level of Participation in Strategic Planning


Someone writes the strategic plan and

inform staff to implement

Someone draft the strategic plan, ask staff for comments before finalizing it.

Strategic plan was developed together

with all staff participation.

Inform

Consult

Co-create

No participation Full participation

A full process is needed

Co-creation is the best and effective way for strategic planning

Some participation

Strategic Planning and Project Design

10

Situation Analysis (SWOT)

VisionMissionGoal (organization)Values

Strategic objectives• Programs• Org. development

Projects/support units• Goal• Objectives• Activities

Strategic Planning

Project Design/Planning

Identifying strategicissues

Practical Strategic PlanningLeng Chhay

Practical Steps in Strategic Planning


Preparation (plan to

plan)

Writing the plan

Strategic planning workshop

Leng Chhay

A full participatory Process of Strategic Planning involves three main steps:

Step One: Preparation (plan to plan)

Conduct organizational/project evaluation (by external evaluator)◦ Follow up on lessons learned and recommendations from evaluation

Build staff understanding of strategic planning concept and its steps◦ Presentation or training

Plan to plan ◦ Facilitators, place, schedule/timeframe, budget etc.

Prepare and conduct stakeholders’ consultations◦ Board of directors, donors ◦ Target beneficiaries, relevant authorities, organizations, institutions


Step Two: Strategic Planning Workshop Build understanding bigger picture related to issues,

opportunities, challenges and trends in the sector that organization is working in (listen to field expert)

Discuss (guided by facilitator): ◦ Situation analysis , Niche analysis◦ Identify strategic issues◦ Reaffirm / update vision, mission, goal, values◦ Develop strategic objectives (responses)◦ Discussion on how to measure results◦ Develop goals and objectives of projects / support units◦ Identify major activities and indicators

Note: During the strategic planning process, major changes should be initiated and made as necessary based on the changing external environment.


Step Three: Writing the Plan

Write the draft version of strategic plan

Submit to leaders for feedback and comments

Finalize the plan (approved by Board)

Printing and distribution

Next step:◦ Develop annual operation plan

◦ Implement the annual plan


Situation Analysis (using SWOT)

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Opportunities

Threats

Strengths

Internal factors

Weaknesses

External factors


Internal Factors: Strengths and Weaknesses

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There are some models of looking into internal factors, for examples

Hard components

Soft components


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Leadership

External environment

Relationships

Helpful Mechanism

Rewards

2. Six Box model (Marvin Weisbord)

Structure

Goal/Purpose


Strategy Plans (long-term; short-term) Program/project development Structures (Board, Management

team, committee etc.) Management/work systems Policies and procedures Monitoring and evaluation Reporting Resources (materials, financial)

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Vision, mission Leadership (and styles) Internal relationships Values Organizational culture Communication Staff

PEOPLESYSTEMS

3. Systems and People


Worksheet: Analyzing Internal Factors

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Aspect to be analyzed Strengths Weaknesses• Organizational direction

• Staff (capacity, commitment, #)

• Internal leadership

• Internal relationships

• Values

• Strategy

• Structures

•Systems, policies etc.


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Organization

External Factors: Opportunities and Threats

Political situation

Economic situation

Society/patterns

Technology etc.

Target groups

Donors

Partners/stakeholders

Laws and regulations

Note: analyze those factors that affect the organization onlyPractical Strategic Planning

Worksheet: Analyzing External Factors

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Aspects to be analyzed Opportunities Threats

Target groups

Donors

Partners/rel. Institutions

Political factors

Economic situation

Patterns, society

Natural factors


Linking between Internal and External Factors

Strength Weakness

Opportunity

Threat

?

? x


Strategic issues Main issues that relate to your organization that have not yet

been solved, but need to be solved. If they will be not solved, organization will receive big negative consequences.

Longer time is needed to get them solved. Identifying strategic issues need to consider two strands:

◦ Program: issues related to target groups or society that your organization wants to contribute to address;

◦ Internal: issues related to internal capacity(systems, leadership, resources) that need to be strengthened so that organization can be effective.


Examples of strategic issues Program◦ Many children in community do not have opportunities for access to

education.◦ Poor people in community have bad health conditions, and they have very

limited access to public health services.◦ Community people have poor livelihood (they depend on rice field activity

as the only income source for living)

Internal/organizational development ◦ Board not yet function well◦ Internal policies of the organization are insufficient and out of date◦ Staff capacity and leadership do not respond to the current situation and

needs

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Note: Each strategic issue need to be described and scope of the issue need to be explained


Problem Analysis (for program)Review the identified strategic issues related to program, you can make further analysis using one of the following tools: Problem tree approach

◦ Identify the focal problem◦ Identify roots (causes) - direct and indirect causes◦ Identify effects (direct and indirect)◦ Link the relationships and check for completeness

Fish bone diagram Identify focal problem (main bone) Identify areas that the problem is associated Identify specific causes in each area

Why-why approach ◦ Identify focal problem and asking why-why continuously

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Refer to examples below


Drivers not carefulUnsafe vehicles

Vehicles too old

Frequent traffic accidents

InjuryDeath

Disability

Bad road system

Not respect laws Drunk

Example: Problem Tree Approach


OccupationsEducationLocal jobs

Natural factors Lack of land Too many children

PoorLivelihoodConditions

Dependent on rice field

No other businesses

No skills

No schoolNo money to pay school

No local investment

No local resources

No will for birth spacing

No services for birth spacing

Many family members

Land mines

Insects

Drought

Flood

Example: Fish Bone Diagram


Incompetent staff

No skills to perform

Not trained/ coached

Lack of a budget

No request / proposal

Why

Why

Why

Why

Root cause

Example: Why-why Approach


Niche Analysis Target groups / beneficiaries: are people that you want to help addressing

their problems or needs. They could be:◦ Direct target groups◦ Indirect target groups

Stakeholders: people (individual or officials from institutions) who contribute some ways to address the problem of your target groups to achieve your program goal.

Questions for reflection:◦ Who are your target groups?◦ What problems those target groups are facing?◦ What organizations are currently working to address these problems?◦ What problems are happening, but no other organizations are working to address

them yet?◦ What problems your organization decides to address or work on?

Practical Strategic Planning 29Leng Chhay

Uniqueness Analysis Uniqueness = Something special that exists in your

organization, but not in others.

Organization, which is unique or significant in something is likely to be well-known (famous) and successful.

Questions for reflection: ◦ What is special about your organization?

Please consider: Target groups? Products / services? Approach / strategy? Target areas?


Review of


• Vision• Mission• Goal• Values

What is a Vision? An image of success that you want to see in the far future. It is a guiding

image of success in terms of contribution to the society. A good vision statement should inspire and motivate staff to work towards

the same direction. Vision statement should be short, easy to remember, a bit ambitious, but

realistic.

Examples: Cambodian people have improved living standard. A Cambodian society where men and women have equal rights and

opportunities. A society where people have equal rights according to the laws.

32

Note : A vision is out of the control of one organization.


What is a Mission?• A mission is the business of the organization. While the

vision indicates the direction, the mission clarifies how to get there.

• A mission clarifies why the organization exists (purpose), what it does, and who it serves.

• A mission statement should have two elements:1. Purpose statement: e.g. to reduce joblessness, to reduce

violence, to increase incomes etc.2. Business statement: e.g. to provide training, to provide

legal support; to provide financial services etc.


Examples: Mission Statements• To provide vocational training to poor women in rural

Cambodia in order to enable them to create occupations and generate incomes to support their living.

• To provide basic health services to poor community people in order to improve their health status and therefore their daily living.

• To increase incomes of rural people through the provision of credit with low interest rate.


What is an Organizational Goal? It is the combined impact from all programs and projects of

an organization. Often, it requires contributions from programs of other organizations.

Organizational goal should be realistic and measurable.

Example:◦ Living conditions of poor people in Prey Kabas district, Takeo

province, improved.◦ Health status of community people in the target areas of ABC

organization improved.◦ Opportunities for access to education of children in target areas of

xyz organization increased.


What are Values?• Values are beliefs rooted in people’s heart that guide or

motivate their behaviors or actions.• Organizational values are beliefs that all staff hold in common,

and make efforts to put them into real practice.• The importance of values:

• Guide staff behaviors and actions while performing their work• Mobilize energy as most of staff demonstrate “consistent” practices • Increase organizational effectiveness (achieving goal) and ensure

organizational resilience

• Two types of values:• Espoused values – the intended/desired values• Actual values – practiced values


Examples of Values:Value words• Honesty, transparency, accountability, network partnership,

respect diversity, learning, Professional development, professionalism, gender, non-violence, role model, love, team work etc.

Values statements: Transparency and accountability promote trust from all stakeholders Women can make significant contributions to social change On-going learning and adaptation will enhance our organizational

effectiveness


Strategic Objectives (or strategies) They are what your organization wants to achieve in the next 3-5 years

(the period of your strategic plan). It provides framework for establishing projects and support units.

When developing strategic objectives, you need to consider your new updated vision and mission, the needs (as identified by strategic issues and problem analysis), and your strengths (capacity) and resources,

Program strategic Objectives

Enabling Strategies

Strategic Objectives

Capacity (resources)

Mission Needs


Examples of Strategic Objectives Program◦ By the end of 2015, children of the poor families in the target areas of

ABC organization will have increased opportunities for access to general education.◦ By the end of 2015, domestic violence in XYZ target communities will be

reduced.◦ By the end of 2015, health status of people living with HIV/AID in the

target areas of ABC organization will be improved and they can perform some basic work to generate incomes to support their living.

Enabling / organizational development◦ By the end of 2015, Board of ABC organization will function actively and

effectively.◦ By the end of 2015, all necessary systems, policies will be developed or

updated, and implemented consistently across the organization.


Measuring Results: Indicators

40

Impact Indicators

Outcomes Indicators

Outputs Indicators

Immediate results from project activities or process. They are goods, services or knowledge produced by project.

Changes in behaviors, mindset, patterns, perceptions, relationships, activities and performance of target groups and stakeholders, resulting from the use of outputs.

Changes of conditions or situationof target groups, community or society.

5 courses provided; 300 villagers trained, 80% of whom have well understanding of the subjects taught.

Target groujps have more occupations; Able to grow vegetables for regular sell (10 Kg per day); Received 15,000 Riel of incomes per day in average.

90% of villagers in the target areas have secured food for the whole year; more approporiate housing; Be able to afford children to go to school at least up to 9th class.


Examples: Results measurement of a Health Organization

• # health courses provided• # consultations on health• # people trained on

health • Knowledge on health

(disease, protection measures etc.); level of participants’ understanding

• # health materials received by villagers

• % people who use health materials appropriately (mosquito net, clean water filter, latrine etc.)

• Changes of habits/behavior regarding health practices, e.g. using health services rather than praying ghost spirit; body/house cleaning; practicing health measures (basic health, birth spacing, vaccinations, etc.)

•Redued disease (typesof diseases; % of reduction)

•Reduced mortality rates caused by diseases

•Reduced mother and children’s mortality

•Reduced health costs•Debts caused by

health expenses reduced/avioded

Impact Indicators

Outcomes Indicators

Outputs Indicators

Will be verified by data from activity implementation, monitoring, evaluation and other assessment activities


Projects and Support Units


Project Project ProjectProject Admin Finance

Top Leaders(Director, Deputy)

Staff Team

Staff Team

Staff Team

Staff Team

Staff Team

Staff Team

PROGRAM SUPPORT UNIT

Board of Directors

Management Team

Leng Chhay

Where does a project come from?

43

Program/Project =

Problem Solution+

Focal problem

Direct cause of problem

Indirect causes

Root causes Activities

Objectives

Goal

Overall goal

Project

Program

Problem analysis Objective analysis


Basic elements of a project

44

Goal

Objective 1 Objective 2

A number of related activities contribute to achieve an objective

A number of objectives contribute to achieve project goal

Many project goals contribute to achieve program overall goal

Activity 1.1

Activity 1.2

Activity 1.3

Activity 2.1

Activity 2.2

Note: A project has only one goal. A program also has one signal overall goal. A support unit also has goal, objectives and activities.


Set up Projects and Support Units All projects and support units must contribute to achieve

strategic objectives. You can now consider:◦ How many projects and support units your organization should have?◦ What new projects should be added? What existing projects could be removed? ◦ To which strategic objective is a new project or support unit is contributing to?


Project 1

Project 2

Project3

Project4

Support Unit

Strategic objective 1





Leng Chhay

Now, you can develop your Project/Unit goal and Objectives

Admin and Finance Unit◦ Unit Goal Objective 1 Objective 2


Any objectives of Project / Unit must contribute to strategic objectives in some ways

Leng Chhay

Project 1◦ Project Goal Objective 1 Objective 2

Project 2◦ Project Goal Objective 1 Objective 2 Objective 3

Strategic Objective 1Strategic Objective 2Strategic Objective 3Strategic Objective 4Strategic Objective 5

Unit/Project Objective and Activities

47

Project/Unit

Objective 1

Change indicators

Major Activity Outputs indicators Means of Verifications

Assumptions


Outline of a Strategic Plan1. Introduction2. Strategic planning process3. Description of Strategic Issues

a. Program strategic issuesb. Organizational development issues

4. Vision, mission, goal, values5. Strategic Objectives / Strategies

a. Program strategic objectivesb. Enabling strategy

6. Results measurement 7. Project/Unit Objectives8. Implementation, monitoring, evaluation and reporting

Appendices- Project/unit major activities (Logframe)- Others appendices


Organization Strategic Plan (5 years)

Operational Year 1

Operational Year 2

Operational Year 3

Operational Year 4

Operational Year 5

Planning for Year 2

Planning for Year 1

Planning for Year 3

Planning for Year 4

Planning for Year 5

Semester Plan 1

Semester Plan 2

Quarterly Plan 2

Quarterly Plan 1

Quarterly Plan 2

Quarterly Plan 1

Organizational Planning processstarts here

Implementation Starts here

Same process as year one

Implementing Your Strategic Plan

49Practical Strategic Planning

Sample of Annual Plan Format and Schedule

50

Objective/Activities OutputsIndicators

Schedule 2012 ResponsibleJ F M A M J J A S O N D

1. Objective 11.1. Activity1.2. Activity1.3. Activity



Year :Project :Goal :Change Indicators:


References1. A Handbook for strategic planning, Total Quality Leadership (TQL), Linda M.

Doherty, Ph.D., USA2. Gary Stern, Amherst H. Wilder Foundation: Strategic planning workbook for

non-profit organization, 1990. 3. McKinney 7s framework, mindtool.com / toolkits (www.mindtool.com) 4. Minimum standard for NGOs, CCC-NGOGPP (www.ccc-cambodia.org)5. Strategic planning Handbook, The Special Libraries Association (SLA)

www.sla.org/pdfs/sphand.pdf6. Strategic planning – a ten steps guide:

http://siteresources.worldbank.org/INTAFRREGTOPTEIA/Resources/mosaica_10_steps.pdf

7. Strategic planning: Alliance for not profit Management, 2001 8. Tool box for Analyzing, Diagnosing Organizations & Designing Change

Processes: Ergon Team Kronberg, December 20059. Values in development practice, VBNK publication, 2007


http://www.mindtool.com/�

http://www.ccc-cambodia.org/�

http://www.sla.org/pdfs/sphand.pdf�

http://siteresources.worldbank.org/INTAFRREGTOPTEIA/Resources/mosaica_10_steps.pdf�

http://siteresources.worldbank.org/INTAFRREGTOPTEIA/Resources/mosaica_10_steps.pdf�

About the FacilitatorLeng Chhay is a Cambodian capacity development partitioner with expertise in organizational development and facilitation of learning processes. He is experienced in conducting needs assessment, evaluating; providing consultancy, training, facilitation, coaching, mentoring, organizing workshops and conferences in organizational management and leadership, and project management subjects.

Chhay has 15 years of professional experiences in capacity development in the Cambodian context. He worked with a range staff and leaders from many local and international organizations. Chhay is able to work in a multi-cultural setting. He used to work as senior leader with three organizations: 7 years with VBNK, a leading capacity development organization in Cambodia; over 3 years with Amret (formerly EMT), a leading micro-finance institution in Cambodia; and over a year with a private development company. Since November 2007, Chhay decided to work as an independent consultant.

Chhay was a Cambodian Nation-wide outstanding student, who won an award from the Ministry of Education and got a scholarship to study abroad. He spent six years living and studying in Germany and graduated an MBA. During the course of his professional life, he got a wide range of personal and professional development.

Contact: Mr. Leng ChhayOrganizational Development Consultant

Mobile: 012-850 560; 015-850 560E-mail: [email protected] Website: www.camlefa.org


http://www.vbnk.org/�

http://www.amret.com.kh/�

http://www.amret.com.kh/�

mailto:[email protected]�

http://www.camlefa.org/�

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