Strategic and Operational Planning

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Rwanda MCC Threshold Program

CIVIL SOCIETY STRENGTHENING PROJECT

Strategic and Operational

Planning

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Target group

• Executive secretaries of CSOs • Program officers

• Planning officers

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General introduction

• Introduction and participants’ motivations

and expectations;

• The training objectives;

• The training agenda and time line; • Golden rules;

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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;

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Agenda

1. Key concepts; characteristics; why?, when? who? in SP process;

2. Principal steps in strategic and operational planning;

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Daily time table

• 09h00 - 11h00:

• 11h00 – 11h30: Tea Break • 11h30 – 13h00

• 13h00 – 14h00: Lunch + Break • 14h00 – 16h00

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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;

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Key concepts

• It is important that participants understand key concepts and be able to differentiate one from the other: strategy; strategic planning,

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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

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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;

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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.

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Operational plan

• Framework for implementing a strategic

plan;

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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.”

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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

.

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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;

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When to do a strategic plan?

• New organization

• New initiative or large project • New phase of ongoing effort

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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;

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1. Who is involved in planning?

Between 10 and 15 people • Board members • Executive secretariat • Audit committee • Department chairs • Professional staff • Members

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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.”

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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;

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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;

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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

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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

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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.

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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

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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

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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.

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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.

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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, etc.

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Time table: Day 2

• SWOT • PIPO

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3. SWOT analysis

Strengths vs weaknesses

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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.

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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

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Opportunities and threats (outside

the organization)

• Actors (individuals, institutions);

• Factors (political, economic, social,

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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 and avoid threats

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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

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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.

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Logical framework components

• Goal • Objectives • Outputs • Activities • Inputs

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Goal:

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Objectives:

Are measurable program outcomes that contribute toward the goal and include: • Behavioral objectives (change)

• Performance objectives (improvement) • Process objectives (activities)

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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

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Activities and Methods

• Shows the scope of work being done

• Clarifies the order (sequence) and timing of what will happen

• Includes rationale for activities

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• OVI; • SV;

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6. Annual/operational plan

Constituting parts:

• Logical framework • Budgeting

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7. Monitoring and Evaluation

• Who is responsible for monitoring

implementation of the strategic plan;

• Regular reporting on progress (monthly,

quarterly term);

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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;

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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

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Murakoze

Thank you

Merci

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Project no: Date:

STRATEGY (SWOT ANALYSIS)

Option 1

Strengths Weaknesses

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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 managers, staff.

External expectations community, stakeholders, customers, suppliers,

creditors, technology advances, legal developments etc.

Database 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

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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 pressure- groups

international pressure- groups

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.

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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.

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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

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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 Client‐ focused

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.

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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.

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

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

The work that is done by the project. Sample: Trainings for street children to

avoid trafficking situations.

Inputs

The project resources required to conduct activities.

Sample: Staff trainers, training space, training equipment, handouts. 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?

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

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.

Activities address the causes and reasons of the core problem, and if implemented correctly should lead directly to results achieved.

Inputs, or activity resources, can consist of:

 Technical expertise

 Equipment, training

 Premises

 Funds

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Hand-out 7: Logframe Intervention Logic Objectively verifiable indicators of achievement Sources and means of verification Assumptions

Overall objectives What is the overall broader objective to which the project will contribute?

What are the key indicators related to the overall objective?

What are the sources of information for these

indicators?

Project purpose What are the specific objectives which the project shall achieve?

What are the quantitative or qualitative

indicators showing whether and to what extent the project’s specific objectives are achieved?

What are the sources of information that exist or can be collected? What are the methods required to get this information?

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?

Expected results 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 indicators to measure whether and to what extent the project

achieves the envisaged results and effects?

What are the sources of information for these indicators? What external factors and conditions must be realized to obtain the expected outputs and results on schedule?

Activities What are the key

activities to be carried out and in what sequence in order to produce the expected results?

Means: What are the means required to implement these activities, eg personnel, equipment, training, studies, supplies, operational facilities, etc

What are the sources of information about project progress? 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?

(source: The European Commission’s Delegation to India, Bhutan, Nepal and the Maldives