CBO Toolkit Module 3 - Planning and Developing Strategy

CBO
Training Toolkit
Developing and Directing
Strategy
FACILITATORS GUIDE
Toolkit Module 3.indd 1 4/23/2022 11:34:16 PM

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CBO
Training Toolkit
Developing and Directing
Strategy

CONTENTS
Background..................................................................................................................3
Introduction to the module.................................................................................... ....4
Session 1:0: Getting started........................................................................................ 6
Handout 1: Group introductions........................................................................................................................7
Session 2.0: Introduction to strategic planning....................................................... 8

Handout 2: Definition of key concepts........................................................................................................ 10
Handout 3: Strategic planning, When and Why.................................................................................. 12
Session 3.0: Situation Analysis – Using SWOT and PEST Tools............................... 13

Handout 4: Defining SWOT and PEST........................................................................................................... 15
Handout 5: The Director Hat.............................................................................................................................. 16
Session 4: Creative visioning.....................................................................................17

Session 5: Developing a mission statement............................................................ 21
Handout 6: Examples of mission statements.......................................................................................24
Session 6: Defining organisational values...............................................................25

Hand out 7: What are organisational values........................................................................................26
Session 7: Strategic goals and objectives................................................................28

Session 8: Drafting and developing strategic plans.............................................. 35
Handout 8: Strategic plan template...........................................................................................................36
Session 9: Operational planning ............................................................................. 38

Handout 9: Operation plan template........................................................................................................42
Handout 10: Action plan template................................................................................................................42
Handout 11: Strategy Planning Process......................................................................................................43

Background:
What is this toolkit?
This toolkit is developed by the Civil Strengthening Network (CSSN) in partnership
with Dreamtown to be used in the civil society strengthening Academy. The
Academy has been designed by the Civil Society Strengthening Network to
strengthen the internal capacities of youth-led community based organisations
to enable them to better plan, manage organisations and to advocate for a
conducive operating environment for civil society organisations. This toolkit
accompanies the online platform hosted on the CSSN website. Community Based
Organisations can use these materials to generate ideas for their teams and in
mentoring other organisations. While there are many organisational planning
and development resources available, this toolkit is most useful for new/starting
organisations or those who want to strengthen their capacity in planning and
directing strategy. The toolkit is not a comprehensive or definitive work on all the
processes and procedures available to organisations on planning and directing
strategy, but a simple guide to building foundations/essentials for starting
Community Based Organisations. The toolkit contains the following sessions:
Introduction to strategic planning, Using SWOT and PEST, Creative visioning,
developing a mission statement, defining organisational values, Strategy goals and
objectives, Drafting strategic plans and operational planning.
For whom is the toolkit?

This toolkit is for people and organisations that support organisational
strengthening for CBOs. These include CBO support programmes, training
institutions and individual trainers. The toolkit can also be used by CBOs themselves
to build skills within their own organisations. It is important that people using this
toolkit already have some basic facilitation skills, for example in guiding large
group discussions and small group activities.
This toolkit is designed to be flexible so that trainers can tailor the training sessions
to meet the needs of different CBOs. For example, some CBO’s may want to do
most of the training during the physical training workshop, while others may
want to use a selection of activities over a period of time, or to focus on one or
two activities to meet a specific, urgent need. Because every training situation
is different and each training Programme must address the unique needs of its
participants, trainers using this tool kit are encouraged to keep referring to specific
learner needs from the Institutional Capacity Assessment and adapt information
provided in this kit as required.

Introduction to the module:
Planning and
Directing Strategy.
Module Overview:
Strategic planning is the process of determining where
an organisation is going over the next year, or more
typically, the next 3 to 5 years. In order to determine
their strategy (or direction) an organisation needs
to consider its long-term goals, its current position
and capabilities to achieve these goals, in addition
to factors outside of the organisation that may affect
it and its direction. Through the strategic planning
process an organisation will consider the possible
paths they can take to pursue their long-term goals
and ambitions.
This module will introduce participants to the key
components of the strategic planning process
and provide them with the understanding and
tools they need to develop a strategic plan for
their organisations. This module will also touch on
operational planning to ensure participants are
able to develop operational plans to guide the
implementation of their activities in pursuit of their
strategic goals and objectives.
Overall Aim:
This module aims to guide participants through
a model of the strategic planning process, to
ensure they have both a conceptual and practical
understanding of the different components of the
process. The module will introduce concepts and tools
to help the participants identify the strengths and
weaknesses of their organizations, the challenges and
opportunities facing them, the vision of the future and
how they will seek to achieve their vision. It also aims
to provide participants with the opportunity to begin
the process of developing (or revising) a strategic plan
for their organisation.

Objectives:
• To provide participants with an overview of the
strategic planning process.
• To introduce a common model participant can
use to develop a strategic plan (to include vision,
mission, values, goals and objectives)
• To develop participants’ practical understanding of
situational analyses and how to conduct them to
inform the development of a strategic plan
• To give participants the opportunity to practice
drafting a strategic plan for their own organisation
• To develop participants’ practical understanding of
the importance of operational (structured, annual)
planning for the implementation of their longer-
term strategy.
Learning Outcomes:
At the end of this module, participants will be able to:
• Describe the strategic planning process, its
components and implementation.
• Conduct SWOT and PEST analyses to inform their
strategic planning process.
• Draft a basic strategic plan for their organisation.
• Draft an operational plan for their project activities.
• Develop an action plan for developing their
strategic and operational plans.
Module Duration:
3 days.

Session 1.0:
Getting Started.
Session duration:
One hour
Activity 1:1: Knowing each other.

• Facilitator divides up participants in to small groups, and asks them to do the
following;
– Introduce themselves in the team
– Summarize (by drawing) in to a team “Bubble” on a flipchart -Handout 1
– Include team and individual names
– Includes what motivates you to be a part of CSO hub?
– Include their expectations from this Training?
– Come up with a motto / quote for the team
– Identify a presenter to introduce the group to other members.
– Be creative as you can, make your presentation stand out and colorful

Handout 1: Group introductions
Team name
Team Motto/Quote
Individual names
What motivates you to be part of the
CSO hub
Your expectations from this Training?
Activity 1:2: Safari Game:

• Split the participants into small groups (4 x 3 or 4 participants). You can
maintain the same groups from activity 1.
• Ask them to imagine that they have found themselves stranded on a tropical
island.
• Present them with a selection of pictures of different objects on a PowerPoint
slide. E.g. map, shoes, money, hat, sunglasses, mobile phone, bicycle, Umbrella
etc.
• Explain that they cannot keep all of these items with them on the island – they
may only keep 5.
• Ask each group to choose 5 important items to keep.
• Now ask each group to identify the most important item (out of their selection of
5).
• Ask each group to feed back to the rest of the group, giving the rationale
behind selecting a) their selection of 5 items and b) their most important item –
facilitate a short discussion.
• Explain to participants that some of the objects are symbolic of key themes
within an organisation. e.g. money = funding, map = strategy, mobile phone =
communication etc.
• Explain to participants that their organisation is on a journey and that they
need to be prepared. One of the most important components that they will
need on their journey is a Strategic Plan – explain that the strategic plan can be
thought of as a map. It is a document which determines the direction of their
organisation and guides them on their way.
• The strategic plan helps an organisation answer a key question: “where do you
want to be in 3 to 5 years’ time?”

Session 2.0:
Introduction
to strategic
planning.
Introduction:
The strategic planning process aims to answer a
fundamental question for an organisation: “Where do
we want to be in 3 to 5 years’ time (and beyond)?”. To
answer this question, an organisation must consider:
• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we measure our progress?
The Strategic Plan focuses on the “big picture”, and
adopts a long-term view. In contrast, the Operational
Plan identifies the specific activities and actions that
are necessary for implementing the Strategic Plan
year to year.
Session Aim:
To develop a shared understanding of strategic
planning and the key components of a strategic plan.
Session Objectives:
• To provide an overview of the strategic planning
process
• To increase participants’ understanding of the
importance of the strategic planning process
• To introduce the key components of a strategic
plan
• To share a common model of strategic planning
that will be used throughout the course of the
Training Workshop

Learning Outcomes:
By the end of the session participants will:
• have a basic understanding of the concept of
a strategic plan, its key components and its
importance
Session duration:
One hour
Activity 2.1: What is Strategic Planning, why do we do

it and what makes a good Strategic Plan?
• Ask participants to listen to an introductory 4-minutes video on ‘what is the
strategic planning process? Steps, Model and Examples by Erica Olsen. Link to
the video: https://www.youtube.com/watch?v=s_OvXeUQV3o
• Participants discuss what Erica Olsen talks about regarding;
– The strategic planning processes
– Models
– Duration of the Plan
– Analysis of the current state
– Defining the future state
– Determining the objectives and strategies
– Implementation and evaluation
• In Reference to the video, why should your organization engage in a strategic
planning process? (Brainstorm individually on provided cards).
• Request a few participants to share their points.
• Conclude the activity by making a presentation on; (Handout 2)
– “What is Strategic Planning?”
– “Why do we do Strategic Planning?”
– “What makes a good Strategic Plan?

Handout 2: Definition of key concepts.
What is Strategic Planning?
Strategic planning is an organizational management activity that is used to
set priorities, focus energy and resources, strengthen operations, ensure that
employees and other stakeholders are working toward common goals, establish
agreement around intended outcomes/results, and assess and adjust the
organization’s direction in response to a changing environment.
What is a Strategic Plan?

A strategic plan is a document used to communicate the organizations goals,
the actions needed to achieve those goals and all of the other critical elements
developed during the planning exercise.
Why do we do strategic planning?

• The strategic plan guides the organization to move towards the same mission
and objectives for which it was developed. Establishing an organization with a
mission and objectives is just one part of the work; running it in the right direction
is equally important. A strategic plan really does that.
• A clear strategic plan strengthens the idea behind the organization and how it
can move forward. In proposal formats, you may have noticed how each donor
agency wants to make sure that the project being implemented is in line with
the organization’s strategy. This is where the strategy plan can be very useful.
• A strategic plan helps organisations understand their capacities, problems and
resources. An understanding of these areas help organisations analyse their
strengths and build upon opportunities.
What makes a good strategic plan?

• Senior management collectively owns the strategic plan: In most
organizations each senior manager has a silo or line responsibility under his or
her purview. In strategic planning, however, the entire senior management team
must come together to recognize their collective ownership of the overall vision
and strategic direction of the entire organization.
• Inclusivity: We often see strategic plans developed by CEOs or senior
management teams and then cascaded down their respective organizations.
This approach rarely works because the people on the ground—those ultimately
responsible for executing the nuts and bolts of the plan—haven’t had input
along the way. The best plans make space for employees to be heard and
to contribute to the plan as management begins to design tactics that will
deliver on the vision. People respond better and feel ownership when they feel
respected and included.
• Incorporates operation realities: Many organizations struggle to acknowledge
their challenges and weaknesses. Without a candid assessment of the
organization’s landscape, a strategic plan will not be effective. With strategic
planning, there’s an entire marathon between the starting blocks and the finish
line. An organization’s operational realities will dictate the best way to run that
marathon. If you don’t know your weaknesses, you will hit the wall before you
even get to the five-mile marker
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• Detailed: The best strategic plans are extremely detailed. They drill down to the
specificity of who will do what by when—and then not only hold those individuals
accountable for delivery, but also provide them with the resources to do so.
• Incorporates specific measures to evaluate progress: The best strategic plans
build in regular quantitative and qualitative measurements and milestones. In
addition, those milestones must take into account not just whether an action
was completed, but that it was done well.
Activity 2.2: Components of a strategic plan:

• Give out sets of A4 cards of strategic plan components to each of the groups
(Situational Analysis; Vision; Mission & Values; Goals; Objectives; Operational
Plan; Monitoring & Tracking; Activities).
• Explain to participants that these are the steps we take to develop a strategic
plan.
• Ask each group to order the cards in the order of steps needed to be taken to
develop a strategic plan.
• Invite each group to present back to the group, explaining the rationale behind
the order of their A4 cards (their strategic planning process).
• Allow space for groups to compare their proposed structures and debate any
differences.
• Explain that Strategic Plans are presented in different ways by different
organisations. Share the following model that will be used in this training:
Situational Analysis; Vision; Mission;
Values; Goals; Objectives;
Operational Plan; Activities; Monitoring
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• Using the Strategic Planning Process cards on the walls, walk participants
through the process we will go through over the course of the module.
• Hang the cards under each other on a piece of flipchart to be referred to
throughout the days of this module.
Activity 2.3: Strategic planning, when and why?

• Ask the participants the following questions:
– “When should you do Strategic Planning”
– “How should you go about the Strategic Planning process?
– Summarise key points (with a PowerPoint) – Handout 3
Handout 3: Strategic planning, when and why?

• When?
– Take time to do your research.
– Think of the life-cycle of your organisation
– New strategic plan once every 3 to 5 years
– Strategic review more often (e.g. once a year)
• How?
– Strategic planning process – planning, research, workshops, write-up etc.
– Involve all the necessary stakeholders – staff, service users/beneficiaries,
members of the board, government officials, etc.
– May need an external person with relevant skills and expertise to facilitate the
process and develop the strategic plan:
◊ Brings a new (external) perspective which can be beneficial
◊ But remember, the process and outcome are equally important – there’s
no point in hiring an expensive consultant who will develop a strategic plan
of their own without active involvement of key stakeholders.
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Session 3.0:
Situational
Analysis – Using
SWOT and PEST
Tools
Introduction:
It is important for an organisation to be able to identify
and assess changes and trends in the world around
them which are likely to have a significant impact on
them over the next 3-5 years. This session encourages
participants to look at the political, economic, social
and technological situation in their community and
country (a PEST analysis). By identifying and assessing
these factors, organisations can determine which
changes present opportunities (e.g. for growth and
expansion) and which could be threats (e.g. to future
funding). Participants are then encouraged to think
about their organisation’s strengths and weaknesses,
in relation to the opportunities and threats identified
in the external environment (a SWOT analysis).
Participants will be encouraged to think about the
implications of such opportunities and threats and
how their organisation may respond to them.
Session Aims:
• To identify and assess changes and trends in the
District/country/world around the organisation likely
to have a significant impact on it over the next 3-5
years (through a PEST analysis).
• To identify critical internal strengths and
weaknesses (through a SWOT analysis).
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Session Objectives
• To explain the concept of situational analysis and
why we do it as part of the strategic planning
process.
• To consider how both internal and external factors
can influence an organisation’s strategic planning
• To develop participants’ skills to enable them to
conduct a situational analysis for their respective
organisations through both PEST and SWOT
analyses
Learning outcomes: By the end of the session

participants will:
• be able to explain what is meant by situational
analysis
• be able to carry out a PEST and SWOT analysis for
their respective organisations
• understand how to use the information obtained
from a situational analysis in the strategic planning
process
Advance preparations:
Participants will have been sent PEST and SWOT
analysis templates to complete before the Training
Workshop. Handout 4
Time:
One hour
Activity 3.1: Introduction

• Explain to participants that the next session(s) will consider the first step in the
strategic planning process: Situational Analysis. Ask these questions;
– What is Situational Analysis?
– Why do we do Situational Analysis as part of the strategic planning process?
– How often should you conduct a Situational Analysis? Who should be
involved?
– What is your experience of doing Situational Analysis?
– Ask participants to define SWOT & PEST (explain if needed) Handout 4
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Handout 4: Define SWOT & PEST
PEST SWOT
Political Strengths
Economic Weaknesses
Social Opportunities
Technological Threats
Activity 3.2: Sharing our SWOT and PEST

• Ask participants to take out their PEST and SWOT analyses
• Give each pair 8 small pieces of paper / card
• Ask them to select 1 x Strength, 1 x Weakness, 1 x Opportunity, 1 x Threat and 1 x
Political, 1 x Economic, 1 x Social and 1 x Technological
• Ask each pair to write out each item on a separate piece of paper and stick
them on the flipcharts on the wall. Ask participants to take 5 minutes to look at
the SWOT & PEST flipcharts
• Be strict on time! 10mins max
Activity 3.3: Director Thinking and Hat Making!

• On many occasions during the training workshop, participants will be asked
to work on behalf of their entire organisation. They may have to act like their
Accountants, design activities like their Programme Coordinators, seek funding
like their Fundraisers or market their organisation like the Marketing Director.
• In this activity the participants will practice being the Directors of their own
organisations. (Each organisation should have prepared their SWOT analysis
before the training.)
• Ask participants to get into their organisational pairs
• Ask each participant to make a Director hat! Encourage them to be as creative
as they can be! Wearing this hat will help us think like a Director! Handout 5
• Be strict on time! 10mins max.
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Handout 5: The Director Hat
Activity 3.4: Director Thinking!

• Ask participants to imagine that they are meeting with their Board who want
to hear what opportunities and threats the organisation is facing and what
strengths and weaknesses they possess.
• Ask each pair to take 10 minutes to prepare a 3minute presentation on their
organisational SWOT analysis – they should present:
– 1 strength, and how they could use this to achieve their organisation’s mission
– 1 weakness, and how they are or could work to address it
– 1 opportunity, and how they are or could capitalise on it
– 1 threat, and how they are or could work to mitigate it
• Ask organisations to pair up with 2 other organisations (e.g. 6 people per group).
• Ask organisations to take it in turn to present. 2 people presenting, 2 people
board members, 2 people observing.
• Be strict on time – this should take 15 mins! Use a timer if needed.
• Bring the two groups back together and take 5 minutes to wrap-up
Note:
• Participants will need to be critical and honest. We have to be open to share our
strengths and weaknesses, and to critically identify what those are so that we
can fully benefit from this session.
• They will also need to think about their organisations as a whole, not just their
particular units.
• When formulating strategy, the interaction of the 4 headed areas in the SWOT
profile becomes particularly important. For example, the strengths can be
leveraged to pursue opportunities and to avoid threats, and managers can be
alerted to weaknesses that might need to be overcome in order to successfully
pursue opportunities.
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Session 4.0:
Creative
Visioning
Introduction:
A vision (or vision statement) outlines what an
organisation wants to be or how it wants the world
in which it operates to be. It is a long-term view that
focuses on the future. Vision statements are typically
emotive and inspiring. The vision focuses on what an
organisation intends to BE or what we hope to SEE; it is
our ‘dream destination’.
Session Aim:
For each organisation to develop/review their strategic
vision statement.
Session objectives:
• For participants to understand the creative visioning
process
• To enable participants to practice creative visioning
• For participants to develop/review a concise and
creative vision for their organisation (3- 5 years)
Time:
One hour, 30 mins

participants will:
• be able to define what a vision statement is
• be able to explain the creative visioning process
• have practiced the creative visioning process
• have developed/reviewed a concise and creative
vision statement for their organisation (3 -5 years)
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Please note:
Some organisations will already have a Vision Statement in place for their
organisations; others will not. As a result, for those with a statement already
in place, encourage them to feel as though they are ‘starting afresh’ or are
reviewing their existing vision statement.
Activity 4.1: Warmer – Balloon game. 10mins

• Divide the group into 2 smaller groups and ask them to line up one behind the
other
• Give each group a balloon
• Each team has to move the balloon from person to person but are only able to
keep the balloon between their knees (and can’t use their hands!)
• The winning team is the first team to get the balloon from the person at the front
of the line to the person at the end
Activity 4.2: Introduction-recap. 5mins

• It is important for each organisation to review and consider the key factors
identified by the PEST and SWOT analysis. This will help them identify critical
strategic issues facing the organisation and the world around them.
• Re-cap on the previous sessions:
– We have covered the different components of a Strategic Plan
– And we have completed the first step of the Strategic Planning process: the
Situational Analysis
– We are now moving on to Creative Visioning
Activity 4.3: What is a Vision statement 15mins

• Facilitate a discussion on what participants understand a vision to be. Ask the
participants to share examples of vision statements that they know of.
• Use a PowerPoint to present on creative visioning to cover;
– What is a vision statement?
– What makes a good vision statement?
– Some examples (ask participants – what do they like about these examples /
what don’t they like about these examples?)
Key definitions:
• What is a Vision Statement: A vision (or vision statement) outlines what an
organisation wants to be or how it wants the world in which it is working to be. It
is a long-term view that focuses on the future.
• What makes a good Vision statement?
– Presents where we want to go – describes the future (of the organisation or
the world)
– Clear and concise - easy to read and understand
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– Typically, emotive and inspiring
– Can be used to guide decision-making
Some examples of vision statements:
“Every child attains the right to “A world free from the burden of AIDS,
survival, protection, development and tuberculosis and malaria”
participation”
“A United Nations that is a powerful “Develop the game, touch the world,
force in meeting common global build a better future”
challenges and opportunities.”
Key questions to consider when defining your vision:

• What impact do we want to be achieving with our projects and activities in the
next 3-5 years?
• What kinds of people and groups will we be involving/serving? How? And on
what scale?
• What impact will we have at the community, state, and/or regional level?
• What will success look like for our organisation?
Activity 4.4: Drawing your vision 20mins

• Explain to participants that this next exercise is to help them think about their
organisation’s vision.
• Ask participants shut their eyes.
• Highlight the following question that we are trying to answer:
– “If we could create the organisation of our dreams and have the impact we
most desire, what would the world around us look like in the mid to long-
term future?”
• Read them the following story:

– Imagine that it is the Year 2060. Over 40 years into the future. The world has
changed – it is happy and healthy.
– You are sitting outside your house in your community.
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– It’s a sunny day and so you decide to go for a walk around your village/town/
city (wherever you are).
– What do you see around you – what are the buildings like, what are the
facilities like? Is there a school, a hospital, a government building? Who’s
inside? What are they doing? What are they like?
– Now imagine that you meet a group of young people and you start chatting
with them. You ask them about their life – what’s it like, what do they do, how
do they feel?
– Ask the participants to open their eyes and on their flipchart, draw the world
that they imagined – they can use pictures or words.
– Ask the participants to now join up with their colleague (from the same
organisation).
– Ask them to compare their drawings – are there any similarities? Are there
any themes they can identify? Explain that what they have drawn may
represent the core elements of a vision for their organisation.
Activity 4.5: Drafting your vision statement 40mins

• Using what they have drawn, and the themes they have identified, ask each
pair to take 20 minutes to draft a vision statement for their organisation. (if their
organisation already has a vision statement – as them to review it and then
write it on paper)
• Invite organisational pairs to stick their vision statements onto the wall.
• Invite participants to take 15 mins to read the other organisations’ vision
statements – encourage them to provide feedback on post-it notes, based on
the following questions:
– What do they like about the vision statement?
– What don’t they like/think could be improved?
• Encourage participants to run a similar exercise with their organisation and
communities back home – their contributions to the organisation’s vision helps
to build consensus on what the organisation is ultimately trying to achieve.
• Take 5 minutes to wrap up the session
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Session 5.0:
Developing
a mission
statement.
Introduction:
The mission (or mission statement) defines the
fundamental purpose of an organisation. It succinctly
describes WHY it exists and WHAT it does to achieve
its vision. A mission statement helps clarify and focus
an organization’s work. For organisations that already
have a mission statement, the focus of this step in the
strategic planning process is on reviewing it in light of
the emerging vision statement.
Session Aim:
For each organisation to develop a strategic mission
statement.
Session objectives:
• To clarify what is meant by an organisation’s
mission and how it relates to the organisational
vision and broader strategy.
• For participants to define mission statements for
their organisations
• For participants to review each other’s
organisational mission statements
Learning outcomes:
• be able to explain how the mission statement differs
from the vision statement
• be able to list the components of a good mission
statement
• have developed (or reviewed) their mission
statement for their organisation
Session duration:
2 hours.
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Activity 5.1: What is a mission statement and why it
is important (15mins)
• Facilitator explains that once you establish your vision, you should now be in a
position to move onto developing a mission statement for your organisation,
• Ask participants:
– What is a mission statement?
– Use the PowerPoint to define what is meant by a mission statement:
◊ A mission statement describes what the organisation does, with whom or
for whom it does it, and, in broad terms, how it does it.
◊ Your mission includes the way in which your organisation intends to make
a contribution towards your vision.
• Ask participants:
– How does it differ from the Vision?
• A vision statement is the ‘big picture’ – it describes the ideal world your
organisation wants to see in the future.
• Your mission includes the way in which your organisation intends to make a
contribution towards your vision.
• Many organisations may be contributing to your Vision e.g. you are all
contributing to CSSN’s vision of “strengthening youth civil society”
• Ask participants: “Why is a mission statement important?” A mission statement
is important because:
– It is an easy way to communicate to others what you do and how you do it;
– It helps you to clarify and focus your work.
Activity 5.2: The components of a mission statement

(20mins)
• Lead the presentation (PPT) on the following;
– A mission statement will have four components:
◊ What the organisation or project is;
◊ What the organisation or project aims to do or achieve;
◊ Who the work is aimed at (the target group) and who it is done with;
◊ How it does its work – in broad terms, what methods it uses.
• Group Work:
• Divide the participants into groups of 4-5 and ask them to look at the following
mission statements. Handout 6
• Ask each group to see if they can identify the 4 components in the mission
statements.
• In addition, ask participants what they think works well, and what doesn’t work
well in the examples presented.
• End by highlighting that there is variation in the way organisations chose to
present their mission statement. Encourage participants to try using the model
based on 4 components to ensure their mission statements are comprehensive
and concise.
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Activity 5.3: Developing and reviewing mission
statements (30mins)
• Participants will work in their organisational pairs to do this activity.
• Step 1: In their organisational pairs, ask participants to answer the 4 questions
below and use their answers to formulate a mission statement.
– What is your organisation?
– What is your organisation aiming to do or achieve?
– Who will your work help? (the target group)? Who do you work with?
– How does your organisation do its work? What methods do you use?
– Use your answers to write a mission statement on flipchart
• Please note: If a mission statement already exists, the focus of this step is on
reviewing it in light of the emerging vision statement and if necessary revising
the language.
- Using the flipchart, each pair will display their Mission statement
- Ask each pair to join the pair next to them
- Participants are asked to provide feedback on the other pair’s mission
statements
- Participants are encouraged to comment on the clarity of the mission
statement – it is WHAT, WHO, WHY, and HOW clear?
• Emphasise:
- If any of the four components change, then the mission statement needs to
change as well. That is why it is important to revisit your mission statement as
part of a strategic review.
- In the context of a strategic planning process, it is useful to introduce the
mission statement once you have clarified your vision, but you cannot finalise
it until you have reached agreement on your overall goal and immediate
objectives.
23

Handout 6: Example of mission statements
“To be the global network of professional services firms whose aim is to turn
understanding of information, industries and business trends into value”
(KPMG)
“UNHCR's primary purpose is to safeguard the rights and well-being of

refugees. In its efforts to achieve this objective, the Office strives to ensure
that everyone can exercise the right to seek asylum and find safe refuge in
another State, and to return home voluntarily. By assisting refugees to return
to their own country or to settle permanently in another country, UNHCR also
seeks lasting solutions to their plight.” (UN High Commissioner for Refugees)
“Traidcraft’s mission is fighting poverty through trade.

• We focus on the reduction and prevention of poverty and gross inequality,
especially in developing countries.
• We fight poverty by engaging directly in trade, by influencing others who
engage in trade, and by developing the skills and market access of poor
producers.
• We raise awareness of issues relating to poverty among consumers in
the UK, and encourage them to make moral choices as they spend their
money.” (Tradecraft, UK)
“The Foundation’s mission is to work with businesses, community groups

and individuals to improve the trading position of producer organisations
in the South and to deliver sustainable livelihoods for farmers, workers and
their communities by –
• being a passionate and ambitious development organisation committed
to tackling poverty and injustice through trade
• using certification and product labelling, through the FAIRTRADE Mark, as
a tool for our development goals
• bringing together producers and consumers in a citizens’ movement for
change
• being recognised as the UK’s leading authority on Fairtrade” (Fairtrade
Foundation)
“UNAIDS, the Joint United Nations Programme on HIV/AIDS, is an innovative

United Nations partnership that leads and inspires the world in achieving
universal access to HIV prevention, treatment, care and support.” (UNAIDS)
24

Session 6.0:
Defining
organisational
Values.
Introduction:
Values are a set of key, integral principles which define
how an organisation behaves and what they stand
for. They guide the decisions an organisation makes
and are the principles that an organisation ‘lives and
breathes’ every day. Values don’t tell us where we
are going or what our goals are – instead they tell us
how we will behave to achieve our vision, mission and
goals.
Session Aim:
To clarify what is meant by organisational values and
how they relate to the organisational strategy
Session objectives:
• To clarify what organisational values are
• To explain how organisational values relate to the
organisational strategy
• To give participants the opportunity to begin
drafting (or revising) their organisation’s values
Learning outcomes:
• be able to explain what organisational values are
and how they relate to the organisational strategy
• have drafted or revised a set of values for their
organisation
Session duration:
2 hours
25

Activity 6.1: Introduction (30mins)
• Ask participants to spend a few minutes thinking about their personal values -
what principles do they live by and hold close to their heart?
• Invite a few participants to share their examples
Activity 6.2: What are values and why are they

important (30mins)
• Ask participants: “What are values?”
• Ask participants: “Why do you think values are important?”
• Emphasis key points with the power-point. Handout 7:
Handout 7: What are values and why they are

important:
What are values?
• Values are a set of principles which define how we all behave and what we all
stand for
• They guide the decisions that we make
• They are principles that we live and breathe every day
• They do not tell us where we are going or what our goals are
• They do tell us how we will behave to achieve our vision, mission and goals
Why are values important?

• To set standards for behaviour and decision making across our organisation
• To ensure consistency
• More likely to gain trust from outside organisations/individuals. This helps
enhance our relationships with our stakeholders, partners and donors.
• More likely to have loyal employees who are ambassadors for our organisation
• Having values endorsed by employees is strongly linked to their performance.
Activity 6.2: Developing values for your organisation

(60mins)
• Ask participants to get into their organisational pairs.
• On a piece of flipchart, ask them to write their 10 best practices as an
organisation – encourage them to think beyond their programmes (think
about their working culture, how they manage their finances, how they manage
challenges, why partners like working with them etc.). Make sure participants
are not writing values – at this point they are writing down behaviors / ways of
working / activities etc.)
• Next ask participants to try and identify common themes in their responses
• Now ask them to try and capture the common themes in a few words or short
statement
• Explain that these can form the basis of their organisational values.
26

• How to state your values: Values must be stated and described to ensure every
stakeholder appreciates them? Below is an example taken from the National
Marrow Donor Program
Core Values Description

• Commitment • We share a passion for saving and improving lives
• Resourcefulness • We are dedicated to delivering the best solution to

each person in need
• Compassion • We treat each individual with understanding,
sensitivity and respect
• Collaboration • We actively pursue and value cooperative
relationships in pursuit of our mission
• Excellence • We achieve results through continuous
improvement, innovations and quality
• Integrity • We conduct ourselves with honesty, accountability
and ethical behaviour
• Ask participants to leave their flipchart papers on the floor and invite the group
to walk around the room to look at what other groups came up with
• As a group, ask participants to feed back on the exercise – was it useful? Did
they come up with themes/values similar to their existing values? What were the
differences/what was new?
• Emphasis: Developing organisational values must be a participatory process –
given that they are principles that all staff members, volunteers, Board members
etc. sign up to, all these stakeholders should be involved in the process of
identifying your organisation’s core values.
Key Message • Vision, Mission and Values form the soul/spirit and subsequently
reflect the Institution’s purpose and what it aims to accomplish
in the short and long-term.
27

Session 7.0:
Strategic goals
and objectives
Introduction:
At this point in the strategic planning process,
an organisation will begin developing goals and
objectives. This is the last phase of the strategic
planning process before beginning the operational
planning process.
Strategic goals are broad statements of what the
organisation hopes to achieve in the next 3 to 5 years.
Goals focus on outcomes or results and are qualitative
in nature.
Objectives are specific, measurable statements of
what will be done to achieve the goals. Well written
objectives will include:
WHO will be reached; WHAT change will be achieved;
IN WHAT TIME PERIOD the change will be achieved; and
WHERE (in what location).
In this session, problem trees will be used as a means
of determining goals and objectives. Creating a
problem tree should be undertaken as a participatory
group activity – the process is as important as the
end-product. The exercise should be treated as a
learning experience for all those involved, and an
opportunity for different views and interests to be
expressed.
A generic issue or scenario will be used to demonstrate
the process of building a problem tree. They will then
move on to building an objective tree. Lastly, the
participants will begin devising a problem tree (and
subsequent objective tree) for an issue relating to
their organisation. This will help participants begin to
identify goals and objectives for their organisation or
project.
Session Aim:
To develop strategic goals and objectives consistent
with the organisation’s vision and mission statements.
28

Session objectives:
• To define strategic goals and objectives
• For participants to assess critical issues through the
problem and objective tree analysis tools
• For participants to begin drafting strategic goals
and objectives for their organisations

participants will:
• be able to explain and practice problem and
objective tree analysis
• understand how to use problem and objective tree
analyses to develop strategic goals and objectives
• have begun developing strategic goals and
objectives for their organisations
Session duration:
Three hours.
Activity 7.1: Introduction (10mins)

• At this point in the strategic planning process, an organisation will begin
developing goals and objectives. This is the last phase of the strategic planning
process before beginning the operational planning process.
• After the group activity, the participants will be able to go and develop their own
strategic goals and objectives for their organisations.
Activity 7.2: Defining goals and objectives (20mins)

• With the support of the PowerPoint ask participants to define:
– A goal
– An objective
• When defining the terms keep pointing back at the flipchart with all the terms in
order Strategy to Objectives.
– Strategic goals are broad statements of what the organisation hopes to
achieve in the next 3 to 5 years. Goals focus on changes that are qualitative in
nature.
– Objectives are specific, measurable statements of what will be done to
achieve the goals. Well written objectives will include:
◊ WHO will be reached; WHAT change will be achieved; IN WHAT TIME PERIOD
the change will be achieved; and WHERE (in what location).
• Introduce the concept of SMART objectives. (Specific, Smart, Achievable, realistic
and time bound.)
• Introduce an example of a goal and an example of an objective.
29

Example: Goal: Reduce death and illness related to water and
sanitation-related diseases in Arua District.
Example Objectives: • Improved access and use of sustainable sources
of safe water in target communities in Arua District
from 2022 to 2025
• Improved access to and use of sustainable
sanitation facilities in targeted communities in Arua
District from 2022 to 2025
• Enhanced practice of safe hygiene and sanitation
in household in target communities in Arua District
from 2022 to 2025
Activity 7.3: Problem tree analysis (30mins)

• Split the group into two.
• Ask participants to get into a circle (and sit on the floor if they’re comfortable).
• Explain to participants that to develop your strategic goals and objectives, you
need to do a thorough problem analysis.
• “With our type of work we are usually looking to solve problems. The first step to
knowing how to solve the problem is understanding WHAT the problem is and
which parts of it we need to change, so that it stops being a problem.”
• The problem analysis identifies the negative aspects of an existing situation and
establishes the “cause and effect relationships” between identified problems.
• It is summarized in a diagram called a “problem tree”.
• Place the Problem Tree flipchart on the floor in the middle of the circle where
everyone can see it.
• Explain that creating a “problem tree” should be a participatory group event,
involving stakeholders and potential beneficiaries. Talk participants through the
important aspects of a problem tree analysis:
Step 1: The aim of the first step is Problem 1

to openly brainstorm problems
Problem 2
which stakeholders consider to
be a priority in your community Problem 3
and/or country. Explain that for Problem 4
this exercise, we are going to use
the following problem: “Women
Begin
and girls are marginalized in our by
communities and country” brainstorming
problems your
organisation
is trying to
address
30

Step 2: Write down each Problem 1
problem identified on a card.
Problem 2
Problem 3
Problem 4
Select
the most
significant
issue that your
project aims to
address
Step 3: Then select a starter

problem and place it on the
trunk of the tree.
This
becomes
Problem 3 the focal
problem and sits
on the trunk of
the tree
Step 4: Next begin to identify

Causes of that problem. Write
each cause on a piece of card.
You might find that one cause’ is
linked to another and so begin to
establish a hierarchy. Now stick
Next,
the cards onto the Problem Tree think of the
as ‘roots’ of the tree. causes of the
Focal problem focal problem –
these become
Cause 4 Cause 6
the roots
Cause 3
Cause 1
5
Cause 2 Cause
Step 5: Rearrange the causes

so the immediate causes are at
the top, with root causes added
below Rearrange
the causes so
the immediate
causes are at
the top, with root
causes added
below
Focal problem
Immediate cause Immediate cause Immediate cause Immediate cause
Root cause Root cause Root cause Root cause
Root cause Root cause

31

Step 6: Now move onto think
about Effects of the problem.
Effect 2
Write each ‘effect’ on a piece of Effect 1
card. You might find that one Effect 5
‘effect’ is linked to another and
so begin to establish a hierarchy. Effect 3 Next, think of
the effects of the
Now stick the cards onto the Effect 4 focal problem –
Problem Tree as ‘branches’ of these become the
branches
the tree
Focal problem
Step 7: Rearrange the effects so

the immediate effects are at the
bottom, with the consequences
above. Consequences Consequences
Rearrange
Immediate effects Immediate effects Immediate effects
the effects so
the immediate
effects are at the
bottom, with the
consequences
above
Focal problem
Step 8: If there are two or more

causes combining to produce
an effect, place them at the
same level in the ‘tree’. Or re-
shuffle the cards and/or arrows
Consequences Consequences
linking different causes or Lastly, check
the cause-effect
effects. Review the diagram – is logic
it logical? Immediate effects Immediate effects Immediate effects
Is it complete?.
Focal problem
32

Activity 7.4 Objective or Solution tress (30 mins):
• As with the problem tree, creating an objective tree should ideally be undertaken
as a participatory group activity.
• Step 1: Reformulate all negative situations of the problems analysis into positive
situations that are:
– desirable
– realistically achievable
• So for each card/problem on the tree, try to identify the positive solution or the
‘opposite’ situation to the problem identified.
• Complete some as a group, then divide the tree into 4 quarters and invite small
groups to identify positive statements for the roots/leaves in their quadrant.
For example:
Women more vulnerable to poverty

Fewer women living in poverty
Women cannot access income generating opportunities

Increased access to income-generating opportunities for
women
High illiteracy rates among women and girls

Improved literacy rates among women and girls
Women are marginalised

Women are active citizens
Women lack access to basic education

Women have access to basic education
Gender inequality – boys are prioritized

Gender equality
33

• Step 2: The cause-effect relationships will now represent “means-ends” linkages.
• Step 3: Explain to participants:
– Problem Tree and Objective Tree exercise allows you to think carefully and
unpick key problems or challenges. You can then use this analysis to inform
your Goals and Objectives – it can act as a stimulus for discussion.
– The ‘effects’ or ‘ends’ can help you identify your Strategic Goals
– The ‘causes’ or ‘means’ can help identify your Strategic Objectives.
– E.g
◊ Goal: Increase in women and girls contributing to household incomes in
Arua district
◊ Objective: Increased literacy rates among women and girls in targeted
communities in Arua district between 2022 and 2025.
Activity 7.5 Practicing problem tree and objective

tree analysis (Developing goals and objectives for
your organisation)
• Organisational pairs work together for 15 mins on their problem trees. Important
that trainers support each pair to select the appropriate starter problem before
starting the exercise.
• Once their problem trees are complete, ask participants to take 15 mins convert
them into objective trees.
• Encourage participants to try to use the objective trees to identify organisational
goals and objectives.
• Now join up 2-3 pairs into a small group and ask each pair to share their Goals
and Objectives – max 30 mins
• Encourage the rest of the group to provide constructive feedback on their peers’
analyses – are they logical? Are the goals and objectives pitched at the right
level?
• Bring the whole group back together to conclude:
– Creating a problem tree should be undertaken as a participatory group
activity – complete the activity with your stakeholders, including your
beneficiaries.
– The process is as important as the end-product. The exercise should be
treated as a learning experience for all those involved, and an opportunity for
different views and interests to be expressed.
– Emphasise that this exercise will be helpful when they come to discuss how
they will monitor and track the progress of their work (and towards their
strategy) – as covered in Module 4: Monitoring & Evaluation.
34

Session 8.0:
Drafting and
sharing strategic
plans.
Introduction:
At this point in the module, it is important to provide
the participants with space and time to begin
putting what they have learnt so far into practice –
specifically, to develop a forward-thinking strategic
plan. The emphasis should be on forward-thinking to
encourage participants not to simply devise a plan
that documents their past activities. They should be
aware that the process that they are going through will
have to be done in an appropriate strategic planning
context where all the relevant stakeholders are present
but that this session provides an ideal opportunity to
practice the process and ask questions.
Session Aim:
To provide space for organisational pairs to develop a
strategic plan for their organisation and to share with,
and receive feedback from, their peers.
Session objectives:
• Participants to have drafted a strategic plan for
their organisation based on what they have learnt
in the workshop so far.
• Participants to share their draft strategic plans
with the rest of the group and make any necessary
amendments based on peer feedback.
Learning outcomes:
• have drafted a strategic plan for their organisation
• have peer-reviewed each other’s draft strategic
plans and made necessary amendments
• be able to confidently describe the process they
need to take when developing a strategic plan
Session duration:
Two hours. 35

Activity 8.1: Introduction.
• Hand out the blank Strategic Plan template (Hand-out 8)
• State that this session provides the participants an opportunity to draft their
strategic plan
• All participants will be asked to share their plans with the rest of the group for
their feedback, in a marketplace towards the end of the session.
Handout 8: Strategic plan template.

STRATEGIC PLAN
for: ___________________________________________________
(Name of Organisation)
for the period: ____________________________________________
1. Current Situation (PEST and SWOT Analysis)
2. Our Vision
3. Our Mission
4. Organisational Values
5. Strategic goals and objectives
Goals Objectives
Goal 1: 1.
2.
3.
Goal 2: 1.
2.
3.
36

Activity 8.2: Drafting and sharing strategic plans (1
hour).
• Re-cap on the structure/content of the strategic plan & process.
• Ask participants to get into their organisational pairs.
• Ask each pair to take 1hr to begin drafting their own Strategic Plan using the
template provided
• Trainers must then work closely with the pairs to draft the strategic plan, step by
step.
• After they have finished, ask each group to prepare how they want to present
their plan to the rest of the group.
• Invite each pair to get into a small group with 1-2 other pairs.
• Invite each pair to take 10 minutes present their plan and for the rest of the
group to provide feedback. Encourage participants to provide constructive
criticism where necessary.
• Any amendments could be made during or after the presentations.
Key points to highlight:

Some participants might have brought along their strategic plans and their
concentration on the actual activity could, as a result, be low. Encourage
participants to work as if they do not have strategic plans in place or to review
critically what they have. This will help them learn how to develop a strategic plan
and be able to revise their existing ones.
37

Session 9.0:
Operational
planning.
Introduction:
Once the strategic plan has been developed, it is
time to ensure a specific work plan is in place to
guide the implementation of the strategic plan. We
have already noted that current conditions within an
organisation, and the context in which it is working, are
dynamic and change over time. Therefore, it is rare
to attempt to develop detailed annual objectives or
work-plans for the entirety of the strategy timeframe
– instead this is done for the first, or perhaps the first
and second, year covered by the strategic plan. The
operational plan may be a part of the strategic plan
or may be an annual addendum to it. There are three
important attributes to a good operational plan:
• An appropriate level of detail — enough to guide
the work, but not so much that it becomes
overwhelming, confusing, and inflexible or
constrains creativity.
• A format that allows for periodic reports on progress
toward the specific goals and objectives.
• A structure that correlates with the strategic plan.
Session Aim:
For participants to understand the concept of an
operational plan and to develop an operational plan
consistent with their strategic plan.
Session objectives
• For participants to understand what an operational
plan is, its key components and its importance in
the strategic planning process
• For participants to practice developing an
operational plan including actions necessary to
achieve their strategic objectives
38

Learning outcomes:
• be able to explain the difference between a
strategic plan and an operational plan
• have developed an understanding of the
importance of structured, short-term (annual)
planning that links neatly into the longer-term
strategy/strategic plan
• have practiced developing an operational plan for
their organisation
Session duration:
Two hours.
Activity 9.1: Chair game (10 mins).

• Ask participants to arrange the chairs around the room
• Ask participants to sit down on the chairs
• Ask one participant to stand up and to walk to the opposite side of the room
• Explain that the person standing wants to get to the empty chair BUT is only
allowed to walk (not run!)
• Explain that the rest of the group must work together to change seats and
ensure that they sit on the empty chair and prevent the person standing from
sitting down
• If the standing person manages to find a chair, the person left standing must
now find a chair and the game continues. The person standing is still only
allowed to walk (not run).
• This game encourages participants to think ahead and work together as a team
Activity 9.2: Introduction (10 mins).

• Explain to participants upon completion of the strategic plan through the
previous activities, they should prepare an operational plan for this year.
Organisations that already have an operation plan, can use this opportunity to
review and update their plans.
• The objectives of the following session are:
– To understand what an operational plan is, its key components and its
importance in the strategic planning process
– To practice developing an operational plan including actions necessary to
achieve your strategic goals and objectives
Activity 9.3: Understanding operation planning

(15 mins).
• PowerPoint can be used to support this session
• Ask participants to define what is an Operational Plan?
39

– An Operational Plan links strategic goals and objectives (in the Strategic Plan)
to more practical or operational goals and objectives.
– It describes how a portion of a strategic plan will be put into action during a
given period of time – e.g. over the next 1 year.
– An Operational Plan should explain what activities will be delivered and what
resources (including budget) are needed.
– Use the diagram on the PPT to present the above information visually if useful.
– Explain that the Operational Planning process aims to answer similar
questions to those asked during the strategic planning process:
◊ Where are we now?
◊ Where do we want to be?
◊ How do we get there?
◊ How do we measure our progress?
– But the timeframe is different.
– Emphasize that operational planning should concern two things:
◊ Strategic Plan – Where are you trying to go, what are you wanting to
achieve and how are you going to get there?
◊ Organisational Capacity – How does your organisation’s capacity affect
the achievement of your objectives? What steps do you need to take as an
organisation to address this?
– Ask participants: why is Operational Planning is important?
◊ Helps to guide the day-to-day running of our projects and organisation
◊ Helps team members to understand their tasks and responsibilities…
◊ …and how these contribute to the organisation’s goals and objectives
◊ Helps us to allocate our organisation’s time and resources effectively
◊ If reviewed and updated regularly, the Operational Plan can help our team
stay on track, monitor progress and communicate with each other
Activity 9.4: Developing operation plan (20 mins).

• Ask participants to get into small groups with those sitting next to them (2-3)
and brainstorm together what they think the components of the Operational
Plan are.
• Ask each group to contribute one answer and write up on the flipchart at the
front of the room.
– Objectives (from Strategic Plan)
– Activities
– Person responsible
– Timeframe and deadline (needs to be completed by when?)
– Priority (High, Medium, Low)
– Budget
– Other resources needed (human resources, materials etc.
• Ask participants who should be involved in Operational Planning?
40

– Explain: Operational plans should be prepared by the people who will be
involved in implementing the activities. There is often a need for significant
cross-team communication as plans created by one part of the organisation
will inevitably have implications for other parts.
• Lastly, ask participants how they link Operational Planning links to the budgeting
process.
– Explain: Operational Planning is both the first and last step of the budgeting
process:
– First step: the Operational Plan informs how you design your annual budget –
what money do you want to spend on what?
– Last step: the Operational Plan might need to be tweaked as a result of
changes/decisions made during the budgeting process.
Activity 9.5: Developing operation plan for your

organisation (60 mins).
• Ask participants to get into their organisational pairs
• Hand out the blank Operational Plan template. Handout 9
• Ask participants to spend the next 40 minutes developing an Operational
Plan for the next year to complement their Strategic Plan (using the template
provided) – encourage participants to complete at least one Objective in detail
• (If time) pair up different participant pairs and encourage them to share and
provide feedback.
Activity 9.6: Reflecting on the whole strategic

planning module (30 mins)
• Refer back to the strategic and organisational planning cycle to re-cap on the
process we have covered over the course of the module. Handout 11
• Emphasize the links with Finance, Fundraising, Marketing and the next module...
M&E.
• Encourage participants in their organisational pairs to consider their immediate
next steps to take once they have returned home to their organisations, as well
as the support they would welcome from CSSN- Handout 10
41

Handout 9: Operation plan template
OPERATIONAL PLAN
for: ______________________________________________________
(Name of Organisation)
for the period: ______________________________________________
OBJECTIVES: Activities: Person Timeframe Priority (High, Budget: Other

responsible: and deadline: Medium or resources
Low)? needed:
Objective 1: 1.
2.
3.
Objective 2: 1.
2.
3.
Objective 3: 1.
2.
3.
Handout 10: Action plan template

Name of Organisation: _________________________________________
Name of participants__________________________________________
Action Output Lead person Timeframe Support needed
42

Handout 11: Strategic planning process.
Reviewing Analysing your

your Strategy Situation
Developing Creating
an Operational Plan a Vision
Strategic
Planning
Developing
Process! Defining
a Strategic Plan your Mission
Identify your Strategic Agreeing

Goals and Objectives your Values
Completing
a Problem Analysis
43

Developed by Juliet Nakazibwe
CSSN Consultant.
Civil Society Strengthening Network- CSSN

Nsubuga road -Off Kisaasi Kyanja Road
P.O. Box 2930, Kampala
Tel: +256 0759446664
E-mail: [email protected]
44

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CBO

Toolkit Module 3.indd 1 4/23/2022 11:34:16 PM

Toolkit Module 3.indd 2 4/23/2022 11:34:16 PM

Toolkit Module 3.indd 1 4/23/2022 11:34:16 PM

Session 2.0: Introduction to strategic planning....................................................... 8

Session 3.0: Situation Analysis – Using SWOT and PEST Tools............................... 13

Session 4: Creative visioning.....................................................................................17

Session 6: Defining organisational values...............................................................25

Session 7: Strategic goals and objectives................................................................28

Session 9: Operational planning ............................................................................. 38

Toolkit Module 3.indd 2 4/23/2022 11:34:16 PM

For whom is the toolkit?

Toolkit Module 3.indd 3 4/23/2022 11:34:16 PM

Toolkit Module 3.indd 4 4/23/2022 11:34:16 PM

Toolkit Module 3.indd 5 4/23/2022 11:34:17 PM

Activity 1:1: Knowing each other.

Toolkit Module 3.indd 6 4/23/2022 11:34:18 PM

Activity 1:2: Safari Game:

Toolkit Module 3.indd 7 4/23/2022 11:34:19 PM

Toolkit Module 3.indd 8 4/23/2022 11:34:19 PM

Activity 2.1: What is Strategic Planning, why do we do

Toolkit Module 3.indd 9 4/23/2022 11:34:19 PM

What is a Strategic Plan?

Why do we do strategic planning?

What makes a good strategic plan?

Toolkit Module 3.indd 10 4/23/2022 11:34:19 PM

Activity 2.2: Components of a strategic plan:

Situational Analysis; Vision; Mission;

Values; Goals; Objectives;

Operational Plan; Activities; Monitoring

Toolkit Module 3.indd 11 4/23/2022 11:34:19 PM

Activity 2.3: Strategic planning, when and why?

Handout 3: Strategic planning, when and why?

Toolkit Module 3.indd 12 4/23/2022 11:34:19 PM

Toolkit Module 3.indd 13 4/23/2022 11:34:19 PM

Learning outcomes: By the end of the session

Activity 3.1: Introduction

Toolkit Module 3.indd 14 4/23/2022 11:34:19 PM

Activity 3.2: Sharing our SWOT and PEST

Activity 3.3: Director Thinking and Hat Making!

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Activity 3.4: Director Thinking!

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Learning outcomes: By the end of the session

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Activity 4.1: Warmer – Balloon game. 10mins

Activity 4.2: Introduction-recap. 5mins

Activity 4.3: What is a Vision statement 15mins

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Some examples of vision statements:

Key questions to consider when defining your vision:

Activity 4.4: Drawing your vision 20mins

• Read them the following story:

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Activity 4.5: Drafting your vision statement 40mins

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Activity 5.2: The components of a mission statement