strategic plan report of ffaf

8/14/2019 Strategic Plan Report of FFAF

1/52

REPORT ON THE STRATEGIC PLANNING WORKSHOP

HELD BETWEEN 16TH JULY 2ND AUGUST, 2008

FOR FUTURE FOR ALL FOUNDATION (FFAF)ACCRA, GHANA

AUBERON JELEEL ODOOM

OCTOBER 2008

PRESENTATION BY

Tel: +233 (0) 20 815 1523 /

+233 (0) 24 238 1376

E-mail: [email protected]


2/52

INTRODUCTION


3/52

Many organizations spend most of their time

reacting to unexpected changes instead ofanticipating and preparing for them. This is called

crisis management

Organizations caught off guard may spend a

great deal of time and energy "playing catch up".

They use up their energy coping with immediateproblems with little energy left to anticipate and

prepare for the next challenges. This vicious cycle

locks many organizations into a reactive posture

An alternative is a well tested process called

strategic planning (SP) which provides a viable

alternative to crisis management


4/52

SP is a step by step process with definite

objectives and end products that can be

implemented and evaluated. It charts a definitecourse based on strong indicators of what the

business environment will be like in those years.

Without SP, an organisation will never know

where it is goingmuch less know if it ever gotthere. SP has taken on new importance in todays

world of globalization, deregulation, advancing

technology, and changing demographics, and

lifestyles.

This report presentation will give you an insight

into how a strategic planning process was

undertaken for Future for All Foundation (FFAF) to

develop a three year workable strategic plan.


5/52

BACKGROUND OF FFAF


6/52


7/52

Has an office located in Odorkorwith staff strength of 6 persons

It is governed by a 5 member boardwith the assistance of 18 dedicated

volunteers of diverse professional

backgrounds


8/52

ORGANOGRAM

Management

Board

ExecutiveDirector

Finance Manager Program OfficersBusiness

Manager

FinanceAssistant

Fundraiser

Support Staff

Volunteers


9/52

PROBLEM STATEMENT


10/52

Success in todays business environment

requires that an organisation's leaders have theability to create a vision of the organization'sfuture direction as well as the course it needs to

get there.

While various Capacity Building Programs suchas NGO management, Proposal Writing, Project

monitoring and evaluation etc are often extremely

beneficial to the ongoing progress of an NGO,correct Strategic focus seems to remain the single

most important element in an NGO's success.


11/52

When FFAF was first established, Vision,Mission, Long-Term goals, Strategic objectives,

and scope by way of a strategic intent andthe various activities, outputs, inputs by wayof action planning and execution werenever explicitly agreed, adopted anddocumented by its Directors. Strategic

planning is one of the integral steps in fulfillingthis.

It is in this vein that we conducted theworkshop to help them develop a Strategic

Plan.

Worth noting is the fact that this workshop hasnot been undertaken at FFAF in the past.


12/52

OBJECTIVE

The workshop was aimed atfacilitating the directors, volunteers

and staff of Future for All Foundation

to develop a workable Strategic Plan


13/52

LITERATURE REVIEW


14/52

What is a Strategy?

The word strategy has been in use since Sun

Tzu wrote the Art of Warin the fourth century

(Sun Tzu 1971) and stated that:

Know the enemy and know yourself, in a

hundred battles you will never be defeated.

When you are ignorant of the enemy, but know

yourself, your chances of winning or losing are

equal. If ignorant both of your enemy and

yourself, you are sure to be defeated in every

battle.


15/52

The many definitions of strategy found in themanagement literature fall into one of fourcategories:

The Concept of Strategy in Business

A plan, a "how," a means of getting from here to

there.

A pattern in actions over time; for example, a

company that regularly markets very expensive

products is using a "high end" strategy.

A position, thus, it reflects decisions to offer

particular products or services in particular

markets

A perspective, thus, a vision and direction, a

view of what the company or organization is to

become


16/52


17/52

A design of desired future and effective ways of bringing it about.

(Ackoff)

Planning is defined differently as:

A systematic attempt to increase the rate of profitable growth of an

entity in the long run. (Perrin)

The formal process of developing objectives for an organization and

its component parts, evolving alternative strategies to achieve these

objectives and in doing this against a background of a systematic

appraisal of internal strengths and weaknesses and external

environmental changes. (Irving)

A process that:-

involves defining goals

establishing a strategy to achieving the goals

establishing a set of activities to achieve the strategies

What is Planning?


18/52

Strategic planning (SP) is long-range planning of an

organisations strategic intent and its execution.John Bryson (1995) defines Strategic Planning as an

orderly process for envisioning an organizations

desired future, and determining the required actionsto attain that future.

It can therefore be said to be a systematic planning

process involving a number of steps that identify the

vision, mission, values, broad objectives,competitive environment, key issues, strategy

scenarios, strategic objectives, activities, outputs,

inputs, implementation, monitoring and evaluation.

What is a Strategic Planning?


19/52

The central idea of SP is to provide a wayto reach a goal through adequate

preparation and a strong vision of how the

future will appear. SP takes into account

the factors which will have significantimpact on the organisations success and

failures.


20/52

Strategic Planning Models

There are a variety of perspectives, models and

approaches used in SP, however there is no one

perfect model or approach for each organisation.

The way that a strategic plan is developed dependson the nature of the organization's leadership,

culture of the organization, complexity of the

organization's environment, size of the organization,

expertise of planners, etc.

The following models provide a range of alternatives

from which organizations might select an approach

and begin to develop their own SP process:


21/52


22/52

A strategic plan is the blueprint used to operate a

business that is envisioned in the mission statement and

broadly defined by the objectives developed as a result

of the environmental scan. A road map of making sure

that an organisation is able to have not only a

strategic fit within the environment in which they

operate but obtain a strategic stretch by gaining a

competitive edge over the competition

The focus of a strategic plan is usually on the entireorganization and some plans are scoped to one year,

many to three years, and some to five to ten years into

the future.

What is a Strategic Plan?


23/52

Components of a Strategic Plan?

Vision Statement

Mission Statement

Key Issues

Environmental Scanning

Values

Long -Term Goals

Strategy Formulation

Strategic Obj., Output and Activities

Resource Inventory

Implementation Plan

Monitoring & Evaluation


24/52

WORKSHOP METHODOLOGY,DISCUSSIONS & RESULTS


25/52

Population Size

Future for All Foundation is made up of 5 directors,

6 Staff members and about 18 volunteers.

Date & Venue

The workshop was held over a 6-day period, 19th,24th, 25th, 26th July, and 1st - 2nd August, 2008

(9.00am to 4:00pm each day) at a beach house

resort of one of the board members.

Sample Size

A total of 5 volunteers, 3 directors and 4 Staff

members were used for the planning workshop.


26/52

SP Model Used

The OCIC Strategic Planning Model was used for the

Workshop. Since Organisational Assessment and

Dynamics Team Building interventions have not

been undertaken for FFAF before, we found it

prudent to undertake some team building activitiesto open up lines of communication before

embarking on the main strategic planning process.

The purpose of the Team Building Activities was to

get participants to feel relaxed, communicate and

interact and to be able to contribute effectively.


27/52


28/52

Welcome Address

The ED gave a welcome and introductory

address, stating the broad objectives ofthe workshop and that it was to let FFAF

develop its own strategic plan that was

workable with inputs from everybody


29/52

SELF INTRODUCTION / ADJECTIVAL NAMES

Objective: To know each other beyond names and getting

adjectives that will describe them and rhyme

with their names.

The following team building activities was undertaken

the First day:

ANIMAL LIKENESS (CHARACTER SYMBOLISM)Objective: To get members know more about themselves

CASH REGISTER EXERCISE

Objective:

To get community to appreciate diversity of views.

To let team know that we have been working with assumptions

ROMANCE IN THE VILLAGE (DAVID AND MARIA STORY)

Objective: Introduce community to values system and its

influence on decision making


30/52

GROUND RULES

Objective: To establish a set of ground rules for

Planning team

TEAM COHESIVENESS EXERCISES-Contd

CAVE RESCUE EXERCISE

Objective: To test the situational decision making styles andhow FFAF function as a unit.


31/52

The exercises opened up lines of communication with the

awareness of the need to understand and appreciate that

members are different but such diversity can work in favour of

the organisation once people open up to each other and work as

a team

OUTCOMES / OBSERVATIONS OF

TEAM BUILDING ACTIVITIES

Generally good to know and understand that assumptions may be

wrong; need to pay attention to details; need to seek

clarification if necessary.

These exercises seem to have put together a cohesive group

ready to share and open up to work together in the strategic

planning process.


32/52

DAY TWOSTRATEGIC PLANNING WORKSHOP START


33/52

Purpose: To help participants gain an understanding ofstrategic planning and why they need to do one for

their organisation.

INTRODUCTION

Methodology

CRAFTING THE VISION STATEMENT

Purpose: To develop a strategic vision for FFAF. This is to

attempt to describe the ideal state of FFAF in the

future and to provide a sense of direction and

inspiration for their goal setting. The vision

statement would be what they hope for and what

they want to be.

Methodology


34/52

Purpose: To develop a mission statement for FFAF byattempting to get FFAF to determine who they are,

what they do, what their target group is and how

they intend to meet their needs. The general

purpose of the organisation (Why they exist).

Methodology

DEVELOPING VALUE STATEMENTS

Purpose: To develop a set of core values for which FFAF will

uphold as the right way to conduct their business. Anattempt to carve a yardstick for measuring their

behaviour or actions both internally and externally.

Methodology

CRAFTING A MISSION STATEMENT


35/52

Purpose: To develop broad statements of intent as informedby the mission statement of FFAF. A set of long-

term objectives that should be able to achieve the

mission statement.

Methodology

DEVELOPING LONG TERM OBJECTIVES


36/52

DAY THREE


37/52

ENVIRONMENTAL SCANNING

Purpose: To establish the internal strengths and weaknesses of

the organisation as well as the external factors that

brings both opportunities and threats.

Methodology

DEVELOPING KEY ISSUES

Purpose: To identify 4 key issues that if not considered by

FFAF could either go against their very existence

as an organisation or if considered could give

them a competitive edge.

Methodology


38/52

Exploit environmental opportunities by using their

strength to take advantage of the opportunity out there.

Defend against environmental threats by capitalizing ontheir strength to reduce vulnerability of the threats

Correct organizational shortcomings by remedying existing

weakness in order to take advantage of the opportunity

Cut losses in the face of threat that can not be overcome

by retrenching inside the environment.

STRATEGY FORMULATION

Purpose: To develop various strategic scenarios from FFAFsSWOT analysis in an attempt to:

Methodology


39/52

DAY FOUR


40/52


41/52

CRAFTING OUTPUTS FROM STRATEGIC OBJECTIVES

Purpose: To formulate what needs to be delivered to get the

strategic objectives achieved by way of milestones.The deliverables by way of output which must be

stated in past tense as if they had already been

achieved will need to follow chronologically and be

SMART

Methodology

DEVELOPING ACTIVITIES FROM OUTPUTS

Purpose: To formulate detailed activities that need to be

undertaken for outputs to be achieved. The activities

which must be stated in present tense will need tofollow chronologically and be SMART

Methodology


42/52

DAY FIVE


43/52

CRAFTING SUMMARY OF INPUTS FROM ACTIVITIES

Purpose: To put together a complete list of the required

resources needed by way of a budget for theactivities to be undertaken.

Methodology

RESOURCE INVENTORY

Purpose: To show or identify where the resource as

indicated in the listed inputs will be funded from

thus either internal or external.

Methodology


44/52

DAY SIX


45/52


46/52

We gave explanation on three major keys to successful

implementation of the strategic plan as being:

Commitment

There must be a commitment to implementing the strategies

recommended by the strategic planning team

Credibility

There should be nothing exclusive or secret about the strategic

plan so it should be open to all for review

Communication

There is the need to assure each person that although he or she

may not be on the planning team, everyone can have input and

evaluate the recommendations. It is up to the staff and team to

determine how to fulfill each objective.

CLOSING


47/52

Evaluation of Workshop

Finally, an evaluation form was given for their feedback.

Overall, the workshop was successful in

achieving its objective of producing a

strategic plan.

Final evaluation of the workshop reflects

participants encouraging impressions.

Participants were enthusiastic throughout

the workshop and their keen interest helped

a great deal in making it fruitful though it

was tasking on both facilitators and

participants


48/52


49/52

CONCLUSIONS


50/52

The strategic planning workshop resulted in

the production of a formal workable strategicplan. The workshop helped participants in

identifying how their business can realistically

secure opportunities given the organisation's

environment and existing resources. Theyunderstood it was worth the time they spent

in identifying how to best position their

organisation to meet existing resource

demands to allow the organisation to succeedand grow


51/52

Thank You


52/52

Questions Feedback

Comments

strategic plan report of ffaf

Documents