1. A PROCESS FOR STRATEGIC PLANNING © By Larry Milner   Global Strategy Consultants

2.  Changes in Organizations 20th Century Stable, large, rigid, process driven, vertical hierarchy 21st Century Continuous change, speed, responsive, flexible, and results-driven

3. Three Sources of Power StrengthWealthInformation

4. Culture of Excellence Citizen Centered Results Focused Transparent

5. Strategic Planning Process 1. Planning to Plan 2. Identifiable Strategy 3. Vision of Ideal Future 4. Mission 5. Strategic Objectives

6. Strategic Planning Process 6. Model Operations 7. Performance Review 8. Gap Analysis 9. Action Plans 10. Review and Update

7. Strategic Planning Framework Role in achieving Strategy Role in achieving Strategy A vision of the ideal future A vision of the ideal future A mission statement to achieve its vision A mission statement to achieve its vision Specific objectives to achieve its mission Specific objectives to achieve its mission Actions plans to produce desired results Actions plans to produce desired results End result: Annual operating plan End result: Annual operating plan

8. 1. Planning to Plan LogisticsTimetableLocationParticipants

9. 2. Strategy Where does the new association fit into the national strategy?

10. 3. Vision of Ideal Future What does the organization wants to become? What are the core values of the organization?

11. Example of Vision Statement In five years from today, the Australian Local Government Managers Association will become the peak professional body for aspiring managers.

12. MOICT Vision Statement An ICT sector in Jordan in which the market is given the widest possible scope to contribute to improved services and to the economic growth of the country. It is the Government ’ s policy to give the ICT market incentive to contribute significantly to economic and social development by creating the legal, institutional, and commercial environment in which the ICT market is nurtured, grown, and sustained.

13. Example of Vision Statement The vision for the North Tennessee Workforce Board is to deliver an employer-led workforce system providing employers with qualified and responsible employees.

14. 4. Mission Statement should tell why the organization exists How the organization intends to act to fulfill its role

15. Mission Statement Should identify: n primary service n regulatory and/or policy functions n target clients n techniques for providing service

16. Peter Drucker Managing the Non-Profit Organization With the limited resources we have, where can we really make a difference? What do we really believe in? Are we likely to do a decent job? Every mission statement has to reflect opportunities, competence, and commitment. If it doesn't have those three things, it will not mobilize the human resources of the organization for getting the right things done.

17. Who are we? Written and agreed-upon foundation for all organizational effort Statement of purpose and reasons for existing It answers the question "What kind of organization is this; why does it exist; and who does it serve?" Should inspire commitment and loyalty Should be widely communicated

18. Example of Mission Statement The Ministry of Communications and Information Technology was established to be a pragmatic expression of Egypt’s commitment to boosting the telecommunication services sector, and to develop Egypt’s information society and create a CIT industry capable of competing internationally.

19. Example of Mission Statement The mission of Int@j, a voluntary nonprofit, private organization in Jordan, is to effectively represent, promote, and advance the Jordanian software and information technology services industry in the global market.

20. Example of Mission Statement The fundamental purpose of the Jordanian Ministry of Information Technology is to provide services of such quality in the area of telecommunications that our constituents will receive superior value, our employees and partner ministries will share in our success, and our taxpayers will benefit from sustained economic growth.

21. 5. Strategic Objectives Establish specific targets Establish specific targets Accomplish targets by specific time Accomplish targets by specific time Achieve agreed-upon milestones Achieve agreed-upon milestones Implement specific, measurable results Implement specific, measurable results

22. Examples of Strategic Objectives Over the next five year: n GDP will grow by 5% n The unemployment rate will be reduced by 5% per year n The crime rate will be reduced by improving our law enforcement

23. Int@j’s Strategic Objectives Advocate industry issues Promote industry investment Prove industry research and marketing information Advance intellectual property rights

24. Int@j Strategic Objectives (Continued) Effect standardization & quality control Effect standardization & quality control Support human resources Support human resources Form international IT alliances Form international IT alliances Manage industry stakeholder relations Manage industry stakeholder relations Resolve industry conflicts Resolve industry conflicts

25. 6. Model Organization Your idea of a model association Your idea of a model association By each program By each program By critical indicators of success By critical indicators of success By major steps necessary to achieve mission By major steps necessary to achieve mission

26. 7. Performance Review Identify: n Strengths and weaknesses n Opportunities and threats Measure: Measure: n Past performance to performance targets n Inputs and outputs

27. 8. Gap Analysis Identify gaps between current performance and desired performance

28. 9. Action Plans Produce SMART Results: S pecific S pecific M easurable M easurable A chievable A chievable R esources R esources T ime Lines T ime Lines

29. 9. Action Plans Determine appropriate organizational structure Determine appropriate organizational structure Identify other groups that must support efforts Identify other groups that must support efforts Assign tasks managers Assign tasks managers Create communication plan Create communication plan

30. 9. Action Plans (Continued) Identify needed management approaches, styles and modifications Identify needed management approaches, styles and modifications Identify needed modifications in motivation, rewards, training, knowledge systems, processes and tools Identify needed modifications in motivation, rewards, training, knowledge systems, processes and tools Develop budget for each action plan Develop budget for each action plan

31. 10. Reviews and Updates Set up monitoring and evaluation process for Strategic Plan Set up monitoring and evaluation process for Strategic Plan Keep monitoring and evaluation process as simple as possible Keep monitoring and evaluation process as simple as possible

32. What should be monitored and evaluated? Increased productivity Increased productivity Improved effectiveness Improved effectiveness Enhanced quality of service Enhanced quality of service Timeliness of your work Timeliness of your work

33. Why monitor and evaluate the strategic plan? To help make better decisions To help make better decisions To allow better performance appraisals To allow better performance appraisals To foster responsibility among managers To foster responsibility among managers To stimulate public interest To stimulate public interest To make public discussions more factual To make public discussions more factual

34. What Gets Measured Gets Done If you don't measure results, you cannot tell success from failure. If you can see success, you can reward and learn from it.

35. If you cannot see success... You are probably rewarding failure. If you can recognize failure, you can correct it. If you can demonstrate results, you can win public support.

36. Ten Steps for Monitoring and Evaluating 1. Determine decision makers and processes for M & E 2. Identify Action Plan to be monitored and evaluated 3. Identify indicators for inputs, outputs, efficiency, and productivity

37. Ten Steps for Monitoring and Evaluation 4. Determine appropriate time frame and amount of data to be collected for M & E (monthly, quarterly, and/or annually) 5. Collect data and report performance based on indicators

38. Ten Steps for Monitoring and Evaluating 6. Make recommendations for maintaining current Action Plans or for changing Plan 7. Determine who or what is causing changes to be made 8. Determine if changes should be made

39. Ten Steps for Monitoring and Evaluating 9. Analyze and update Plan 10. Inform all interested parties of changes

40. Ask Key Questions Are the Action Plans being achieved on time and on budget? Should the deadlines be changed and resources added? Are the Plans still realistic and still fit within the vision and mission?

41. Strategic Planning Process 1. Planning to Plan 2. Identifiable National Strategy 3. Vision of Ideal Future 4. Mission 5. Strategic Objectives

42. Strategic Planning Process 6. Model Operations 7. Performance Review 8. Gap Analysis 9. Action Plans 10. Review and Update

43. Process Results Annual Operating Plan Annual Operating Plan Day-to-day Activities Day-to-day Activities Specific Action Plans Specific Action Plans Measurable Results Measurable Results Accountability Accountability Needed Resources (Budget) Needed Resources (Budget) Deadlines Deadlines

44. THE BEGINNING The Turkish Cypriot Community 2007