How to write a Strategic Plan

What is a strategic plan and why it is needed? A roadmap to launch or grow your organization To map out the process and timelines to develop and launch the product Align stakeholders and strategic priorities Communicates your goals, strategies and programs Engages, motivates, and retains external and internal stakeholders, (Staff, Customers, Investors, and Management)

Strategic plan as a roadmap

Strategic Planning cycle

Analysis and Assessment Scanning the field for ideas Build knowledge on trends, best practices, existing initiatives, gaps, etc. Build buy-in through stakeholders engagement Enables the organization to position itself in a larger landscape Clarifies the unique value of the organization or initiative (product/process) within a complex marketplace

Strategy development A process, not simply a product Helps organization align mission, program, capacity Engages stakeholders Allocates and optimize use of resources Dynamic, not static

Key Component Corporate Profile Mission and Vision Environmental Analysis/ SWOT Goals, Priorities and Strategies Additional Components: Financial Plan, Evaluation, Staffing, and Operational Plan.

Corporate Profile and Executive Summary Can be the most important part of the document It may be the only portion read by external stakeholders Should succinctly convey future direction, priorities and impact Brief and concise

Mission statement Mission Statement is a one-sentence statement describing the reason an organization or program exists. This should be a practical, tangible tool you can use to make decisions about priorities, actions, and responsibilities and it answers the following questions: What type of entity/program? Is this important? Why do you exist? (problem/needs) What’s the broadest way to describe the work? For whom do you do this work? Where do you work? (geographic boundaries) Is this important?

Vision statement Vision Statement is a one-sentence statement describing the clear and inspirational long term change, resulting from your work. These should be a practical, tangible tools you can use to lead your group or organization in achieving quality results and answers the following questions: What needs to be change? Why should issues be addressed? What are the strengths and assets? What is your dream end-state? What would success look like?

Environmental analysis Reviewing literature Identifying and analyzing similar organization Working on the issue or in the same geographic region Interviewing experts in your filed and related fields Identifying political, economic, social and technological factors (PEST) that affect your organization Identifying your organizational strength, weakness, as well as opportunities and threats (SWOT)

Goals, priorities, and strategies Outlines the goals, priorities and strategies to meet the mission 3-4 overarching goals aligned with mission Priorities, activities, objectives, strategies have more depth, have more specifics. Each goal could have a few different objectives/ strategies associated with it Need to find balance between aspirations and forward looking goals versus specific and tangible objectives

Other components Financials (How do your financials align with your aspirations?) Staffing Evaluation (What will success look like?) One Page Summary/ Key Highlights/ Dashboard to track progress

Challenge and pitfalls Consensus over clarity Who provide inputs and who decides Finding a balance between process and a final product Communicating and executing the plan Lack of alignment between mission, action and finances

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