1. How to write a Strategic Plan

2. 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)

3. Strategic plan as a roadmap

4. Strategic Planning cycle

5. 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

6. 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

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

8. 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

9. 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?

10. 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?

11. 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)

12. 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

13. 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

14. 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

15. Thank you.