STRATEGIC PLAN FORMAT &

TEMPLATE


STRATEGIC PLAN FORMAT and TEMPLATE
Strategy Development Process
Environmental Scan
Assessment
Background
Information
Situational Analysis
SWOT Strengths,
Weaknesses,
Oortunities,
Threats
Situation !ast,
!resent and "uture
Significant Issues
Align # "it $ith
%aa&ilities
'ission ( )ision
)alues # *uiding
!rinciles
+ey O&,ectives
!erformance
'easurement
Targets # Standards of
!erformance
Initiatives and !ro,ects
Baseline Components
!erformance
'anagement
-evie$ !rogress
Balanced Scorecard
Take %orrective
Actions
Down to Specifics Evaluate
Where we are
*as
Action !lans
"eed&ack ustream
revise lans
Where we want to be How we will do it How are we doing
Note: All Strategic plan proposals should be accompanied with a Table of Contents and should be in the order depicted below.
Executive Summary
Give brief outline of the !rg"#ept$.
Environmental Analysis
%nternal &nvironment
'%nternal Assessment: !rgani(ational assets) resources) people) culture) s*stems) partnerships) suppliers) etc+
&,ternal &nvironment
'&,ternal Assessment: -ar.etplace) competitors) social trends) technolog*) regulator* environment) economic
c*cles) etc+
Tools for comparison anal*sis
'%t involves specif*ing the ob/ective of the institution or pro/ect and identif*ing the internal and e,ternal factors
that are favorable and unfavorable to achieving that ob/ective.+
&,amples:
S0!T Anal*sis1 Si, 2orces -odel1 34%!1 5&ST anal*sis1 5orter6s 2our Corners -odel
Benchmarking
'7enchmar.ing is the process of comparing one6s business processes and performance metrics to industr* bests
and"or from other industries. #imensions t*picall* measured are 8ualit*) time) and cost. %mprovements from
learning mean doing things better) faster) and cheaper.
7enchmar.ing involves management identif*ing the best institutions in their industr*) or an* other industr*
where similar processes e,ist) and comparing the results and processes of those studied the 9targets9$ to one6s
own results and processes to learn how well the targets perform and) more importantl*) how the* do it.+
Best practices
'A best practice is a techni8ue) method) process) activit*) incentive) or reward that is believed to be more effective
at delivering a particular outcome than an* other techni8ue) method) process) etc. when applied to a particular
condition or circumstance. The idea is that with proper processes) chec.s) and testing) a desired outcome can be
delivered with fewer problems and unforeseen complications. 7est practices can also be defined as the most
efficient least amount of effort$ and effective best results$ wa* of accomplishing a tas.) based on repeatable
procedures that have proven themselves over time for large numbers of people.+
Gap Analysis
'%dentif* the gap between the optimi(ed allocation and integration of the inputs) and the current level of
allocation. This helps provide the institution with insight into areas which could be improved. The gap anal*sis
process involves determining) where *ou are now and where *ou want to be.+
Strategic Plan
The strategic plan should be communicated to all relevant individuals) including sta.eholders and sponsors. %t should include the following:
Vision
'0hat the org"dept wants to be1 it should be compelling) vivid and concise)) challenges ever*one to reach for
something significant : inspires a compelling future1 it is time bound. An organisation6s Vision sets out its
aspirations for the future. The 3ision is the 6dream6 of the future) a picture painted in words) which is intended to
inspire people b* appealing to the heart as well as the head.+
Mission
'!ur purpose of e,istence1 should be brief and to the point1 it provides conte,t for ma/or decisions and capable of
infinite fulfilment1 it is not time bound+.
-%SS%!N 2ormulation
Answer each of these 8uestions.
0hat services and" or products will the organi(ation"department offer;
0ho are the people who ma* use or benefit from this services or products;
0hat are the reasons for the organi(ation" department;
0h* will the organi(ation" department e,ist;
Now combine all the answers into one statement of purpose.
Values
'3alues will guide ever* ma/or decision ma.ing1 it embodies the spirit of the org" dept1 revisit 3ision and
-ission statement.+
Strategic Objectives
<ist specific actionable results needed to support the vision and the mission. =se the mnemonic S-A4T"&4
S Specific
- -easurable
A Attainable
4 4elevant
T Time bound
And
& &valuate
4 4eevaluate
nitiatives
'These are actions that will lead to achievement of *our ob/ectives) often ta.ing the form of projects or
programs+
Measures >5%s$) Timeline and #eliverables
'These are ob/ective) 8uantifiable methods for measuring success. %ndicators and monitors of success. %t includes1
performance measurement) initiatives and pro/ects and action plans.+
'&ach %nitiative has a supporting Action 5lans$ attached to it. Action 5lans are geared toward operations)
procedures) and processes The* describe who does what) when it will be completed) and how the organi(ation
.nows when steps are completed <i.e %nitiatives1 Action 5lans re8uire the monitoring of progress on !b/ectives)
for which measures are needed+

!uick "ins
'These are improvement which is e,pected to provide a 4eturn on %nvestment in a short period of time with
relativel* small cost and effort.+
Organi#ation Structure
$!rgani(ational structure allows the e,pressed allocation of responsibilities for different functions and processes
to different entities such as the department) wor.group and individual. 5lease provide a diagram+
%esource
5ersonnel
2acilities" e8uipment
2inance" 7udget
Summary include a ? b* ? *ear timeline towards @ABA