...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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...HEALTH CARE ORGANIZATIONS Today’s world has taken a more serious focus or public health. This has necessitated the emergence of many healthcare organizations aimed at satisfying the health needs of the majority of the population by bringing closer to them the health care services that they need the most. Some of these public needs include emergency medical care, clean treated water, provision of long term family planning facilities, HIV/AIDS patient’s healthy living education and care facilities and many more. The emergence of health care organizations has brought with it challenges of management of this organizations to ensure that they achieve their intended objectives. To ensure that these organizations are successful it is necessary that they stick to their main objectives and use strategic planning and engagement tools to ensure that they come up with the best policies and guidelines that respond accurately and in a timely manner to the needs of the people that they serve. As a health care organization leader you will be tasked with forming these strategic plans in order to effectively lead the organization. To achieve this you will need to be able to, manage changes that arise and change the main goals and objectives of the organizations and solve problems and organization politics that arise an a daily basis within the organization. You will also need to be a risk taker and have the ability to innovate for change. You will need to understand the environment that the...
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...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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...STRATEGIC PLANNING: A TEN-STEP GUIDE* I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way. From a governance perspective, it enables the Board to set policies and goals to guide the organization, and provides a clear focus to the Executive Director and staff for program implementation and agency management. Most organizations understand the need for annual program objectives and a program-focused work plan. Funders require them, and they provide a basis for setting priorities, organizing work, and assessing progress. A growing number of Hispanic communitybased organizations go beyond funder requirements to develop annual objectives and operating plans which also include a systematic plan for resource development, organizational development, and in some cases Board development. Most groups find it practical to define objectives for a 12-month period, and to design strategies and programs to meet them. Longer-range planning – planning beyond the next year or two – often seems more difficult and less rewarding...
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...SHORT TERM STRATEGIC PLAN I. Introduction by the Founder/Chairman and CEO of GTQF Trust II. Executive summary 1.0. Situation analysis 2.0. Strategic plan with –Vision, Mission statement and Statement of Core Values 3.0. GTQF Internal (SWOT) and External (PESTELD) Environment analysis. 4.0. Organization Back Ground 5.0. Strategic Goals and Objectives 6.0. Task and Budget 7.0. Implementation and Control Appendices A. Current member list B. Operational Activities C. List of Accomplishments D. Planning Principals E. GTQF contact details I. INTRODUCTION BY THE GTQF Founder/Chairman and CEO The GTQF strategic plan, 2015-2016 which follows is the result of hard work and many meetings, drafts by the Strategic planning committee, the input and guidance of myself. The process began in 2015 when the Strategic planning Committee formed (Lorato Chalimba, Ndifanji Namacha , MaryAnn Talemba, Reuben Ndovie, Kingsley Mtila, and myself) began to assess our Foundation environment. This committee then issued a report to the Board of Trustees soon after meeting updating the Board on goals and objectives to be accomplished and recommendations for action items needing to be completed. Three Board of Trustees representatives; thus, myself, Blessings Nkhata and Zondwayo Mafuleka were invited to participate, the Executive Committee was proposed by the Chairman to the Board of Trustees and it was introduced by the CEO to the Strategic planning Committee....
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...Integrated Case 1 Strategy Webster University September 7, 2014 Papa Joe and the board of directors should proceed, as far as strategic planning for their organization, by attaining visibility on the best strategic five to ten year long term courses of action for the Great Italian Food Company. Maria’s course of action in expanding the business to other major cities in the Midwestern United States should be thought about by the board of directors as a highly desirable course of action that aligns with the company’s expansion strategy while staying concentrated with the Italian restaurant food industry business model. Additionally, Maria’s experience in strategic management will enhance the company’s ability to involve “managers from all parts of the organization in the formulation and implementation of strategic goals and strategies” (Brasfield, 2014, p. 138). Maria’s emphasis on the strategic planning process to systematically determine their future will make her suggestions well based while maintaining a concentrated strategy. Furthermore, solidifying gains and successes of the company in St. Louis could be incorporated into Papa Joe’s vision of having a celebrity endorse the business in the St. Louis area which will strengthen the Midwest expansion lines of effort. Offering the company’s signature frozen foods at their area restaurants would function to expand awareness and enhance the marketability...
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...Strategic Management Process November 22, 2010 Strategic Management Process Strategic planning is key to the success of any organization. According to Wheelen and Hunger, strategic management is a compilation of goals that will determine the future of an organization. Strategic planning includes internal and external environmental scanning, strategic or long-range planning, implementation, followed by evaluation, and control (2010). An organization will attempt to follow the four phases of strategic management to ensure success. The four phases are financial planning, forecast-based planning, external-oriented planning, and strategic management. Financial planning allows the managers to commence a serious planning process to create a budget for the next year. The ideas that the management proposes are usually based on information from the firm with little analysis done prior. Input comes from the sales forces but lacks environmental information. The basic financial planning usually halts normal work for a time to create a proposed budget and the time horizon in one year. The next phase is forecast-based planning so that a three to five-year plan will be created. The projects taken into consideration may be longer than a year in length. Managers gather both internal information and environmental data to create a possible trend for the next five years. Although this phase is time-consuming it is required to weed through the political aspects, evaluate proposals, and justify...
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...Strategic Plan 2010–2015 Strategic Plan 2010–2015 Foreword This Strategic Plan covers a period when Hong Kong is likely to experience major changes arising largely from the rapid development in the Mainland, both in its economy and international status. Our emphasis in the Strategic Plan on globalisation is a considered response to these changes. We seek to provide our graduates with the best career opportunities by anticipating and training for the rapid changes that lie ahead. The Plan emphasises our commitment to excellence in research and professional education. We have strong professional schools and we take the leading professional schools in North America as models for our future development to nurture a new breed of professionals to excel and lead in our fast changing global environment. City University of Hong Kong is a vibrant university located at the centre of Hong Kong, one of the most dynamic and cosmopolitan cities in the world. The University prides itself on its close relations with the City. It has a strong sense of social awareness and of its responsibilities to the young people of Hong Kong in providing them with a strong foundation for their future endeavours. Complementing this close relationship with the City is the University’s global perspective and global connectivity reflected in both its educational and research activities. It has established itself as a leading international university and is well placed in all the international ranking...
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...has. However businesses will be willing to pay huge sums in salaries to acquire the right staff. 4. Work with a dateline means that at the end of that period, the workers will no longer be needed; at the same time it may mean that a business has more for the duration in order to meet the dateline. 5. Bigger businesses can afford and may need more workers however this may not be the case for businesses such as those specializing in ICT as few workers complete huge loads of work. 6. The higher the level of technology within a business, the less the need for workers ,in the third world technological advancements are slow to come through and as such businesses may still need more workers. SUMMARY ON UNIT 1 BUSINESS ENVIRONMENT STRATEGIC...
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...9-306-002 REV: JUNE 19, 2006 DAVID A. GARVIN LYNNE C. LEVESQUE Strategic Planning at United Parcel Service We fully recognize that it is not possible to develop a true strategic plan more than a few years out and that business plans should have an even shorter horizon. But we are convinced that it is possible and wise, indeed necessary, to develop a set of very long-range scenarios that can form the foundation for our future strategic plans. — Michael (Mike) J. Eskew, Chairman and Chief Executive Officer, United Parcel Service (UPS) As Mike Eskew walked through the long, open atrium of UPS’s corporate headquarters late in March 2005, he thought about his upcoming lunch meeting with Vice President of Corporate Strategy Vern Higberg. Higberg was preparing a presentation for the senior management strategy committee, the Strategy Advisory Group, on improvements to the strategic-planning process. While the company had made major progress in planning for the future over the past 10 years, Eskew had charged Higberg and his colleagues with developing recommendations for moving forward, citing one of his predecessors, who had said, “The future of our company will be no better or worse than the quality of planning we do to prepare for it.” Company Background History In 1907, 19-year-old Jim Casey borrowed $100 from friends to start the small company that eventually became UPS. From its humble origins delivering messages for the city of Seattle, Washington, UPS...
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...meet organizational goals. Such strategic planning guides managers, employees and stakeholders to focus on their common aim. By using strategic management, an organization utilizes a methodical way so that all their resources combine with their mission to underwrite their future success. Changes incorporated into a common goal demand strategic management especially in health care organizations. “A well-crafted, duly executed strategic plan can provide numerous intangible, internal benefits for a health care organization’s culture, working environment and employees"(Reed, 2013). Today’s health care environment, with expectations of health care organizations constantly changing creates a compelling reason to employ strategic planning. To ensure success, the whole organization must be involved in strategic planning. There are five essential components of strategic planning, and they are “engaging commitment, setting long term strategic objectives for improved performance of the organization, generating policy options. Evaluating and deciding on strategies and monitoring implementation of the policies against the long-term goals" ("Components of Strategic Planning", 2005). Practical implementation of each of these components requires organizational extensive corroboration and accountability. The strategic management process enhances all of the essential elements of strategic planning. An organization’s strategy and goals embedded in the strategic management process enables management...
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...are found within business strategic planning rather than health care strategic planning. On the other hand, more health care organizations are adopting boundaryless strategic planning due to the open communication processes needed for internal and external networking. Open communication is one of the most critical systems in a health care organization. Everyone should be able to interact together in open communication ranging from departmental meetings to one on one interaction. Formal communication systems are staff meetings and roundtable discussions. “These formal communication systems should be completed biweekly or monthly and should discuss department objectives, recent events, and organizational information (Lombardi, Schermerhorn, & Kramer, 2007, p. 97).” Non formal communication systems are one on one communication or simply walking around the department and speaking directly with employees. Agendas should be used when completing a staff meeting so topics are discussed thoroughly and participants are able to prepare appropriately. “In addition, agendas should be sent out timely for less regular meetings at least a several days in advance, and for more regular meetings a day in advance is best (Staren & Eckes, 2009).” Management should engage in small talk with employees to see how he or she is feeling about the position. Open communication is best when dealing with employees so management is able to view job responsibilities. Staff meetings allow employees to engage...
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...NAME: SHEILA PETIT-PHAR SUBJECT: BUS 288 FUNDAMENTALS OF BUSINESS PLANNING. DATE: NOVEMBER 14TH 2013 TOPIC: STRATEGIC PLANNING TEACHER: MRS. SAMANTHA V. EVANS Overview History This statement provides a common understanding of history of “La France Boutique” where its governing board rotates trustees on and off board every France Osias started “La France Boutique” in 1980 as a clothing retailer in Sand Bank, Treasure Cay, Abaco, Bahamas. “La France Boutique” has since grown and has started retailing clothing, cosmetics, cooking items, shoes and perfumes. La France Boutique was the final destination for purchasing any item. In the year 2011 during the down falls of the recession “La France boutique” a decrease in client. Introduction In the year 2011 during the down falls of the recession “La France boutique” a decrease in client. And survey said that customer service and technology Is the problem. What curses this problem I believe it is the lack of training of employee and also not updating our technology and keeping up with the latest trends in the industry. Planning to plan Members of Strategic Plan Sheila Petit-Phar Claudette Kelly France Osias Mark James Joe Peterson Jessica Davis Katie Nolan Why they are choose those persons France Osias………….Owner/CEO Joe Peterson …………...
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...company got off to such a good start and, hopefully with the observations and recommendations in this report will assist you in your quest to take Can-Go to the next level. Again, it has been an absolute pleasure teaming with you over the past eight weeks and we look forward to serving your needs in the future, if you should have any questions regarding the contents of this report I would be happy to discuss it with you in person or, if you prefer, by phone at (555)-343-5555. Sincerely, Charles Davenport IDC Solutions Contents Abstract 4 Introduction 5 Mission and Vision 5 The Strengths Weakness Opportunity and Threat Analysis 6 The Strategic Planning Process 7 Phase 1: Getting Started: 8 Phase 2: Preliminary Planning. 8 Phase 3: Strategizing. 9 Phase 4: Implementation. 9 Phase 5: Control 9 Strategic Management Tools 9 Evaluation of Performance 11 Summary of Recommendations 12 Conclusion 13 References 15 Table of Figures Figure 1: SWOT...
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...Further, the company would need to determine what would be the various levels of support it would provide to its customers. For example, would the company take its equipment directly to the consumers for demonstrations and lessons on how to gain the optimal results with the equipment? All of these types of decisions would be the result of the organization developing a strategy for how it will conduct its business. All of this translates into Strategic Management with the intended result of gaining a competitive advantage in a business niche. Very simply, developing a Strategic Management Plan means having defined what is the best set of results the organization can attain or what the organization wishes to accomplish (from the Vision and Mission Statements), developing the ways to accomplish these results (Strategies), and measurable factors (Goals and Objectives). All of this is in context of good business practices (ethics) and making good business decisions. A vibrant organization knows that Strategic Management requires: * Planning by completing the...
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