Saturday, August 9, 2008

Sample Format for writing the strategic plan (Public sectors

Sample Format for writing the strategic plan (Public sectors)

Below is an example of a common format for strategic plans as well as brief descriptions of each component to help writers as they begin to organize their thoughts and their material. The point of the document is to allow the best possible explanation of the organization’s plan for the future the format should serve the message.

Table of Contents:

I. Introduction by the Heads of Organization or Director

II. Executive Summary

III.Organization History and Profile

IV. Government Mandate, Mission and Vision Statement and Values

V. Strategic Issues

VI. Program Goals, Objectives, KPI and Targets

VII. Management of Strategies (Action plan)

VIII. Appendices (If Included)

A. Environmental Assessment and Critical Issues

B. Data and Assumptions About the Environment
C. Summary of Client Surveys

D. Membership of Board and Planning Committee

E. Long-Range Budget Projections

I. Introduction by the Head of Organization or Executive Director

A cover letter from the president of the board of directors introduces the plan to
readers; it gives the plan a “stamp of approval” and demonstrates that the organization has achieved a critical level of internal agreement. (This introduction is often combined with the executive summary.)

II. Executive Summary

In one to two pages, this section summarizes the strategic plan. It should reference the mission and vision, highlight the long-range goals (what the organization is seeking to accomplish), perhaps note the process for developing the plan and thank participants in the process. From this summary, readers should understand what is most important about the organization.

III. Organization Profile and History

In one or two pages readers learn the history of your organization — key events, triumphs and changes over time so they appreciate its historical context (just as the planning committee needed to do at the beginning of the planning process).

IV.Mandate, Mission and Vision Statements

These statements can stand alone without any introductory text because they introduce and define themselves.

V. Strategic Issues

Sometimes organizations omit this section, choosing instead to simply present goals and objectives. The advantage of including this section is that it makes explicit the strategic thinking behind the plan. Board and staff leaders may refer to this document to check their assumptions, and external readers will better understand your vantage point. The section might be presented as a brief outline of ideas or as narrative that covers several pages.

VI. Program Goals, Objectives, KPI and Targets

In many ways the program goals and objectives are the heart of the strategic plan. Mission and vision answer the big questions about why the organization exists and how it seeks to benefit society, but the goals, objectives, KPI and performance targets are the plan of action what the organization intends to “do” over the next few years. As such, this section should serve as a useful guide to develop action plan, operational plan and a reference for evaluation.

VII. Management of Strategic plan (Action Plan)

Describe the strategies (about the HOW) that related to each objectives. Each strategies must be link with action plan that indicate how to achieve the objectives more specific which contain information such as what is the activities or programs or projects, who is responsible, when, what is the resources, what is the output, what is the KPI and certain cases need what is contingency plan.

VIII. Appendices

Appendices provide needed documentation for interested readers. Perhaps no appendices are truly necessary (many organizations opt for brevity); they should be included only if they will truly enhance readers’ understanding of the plan, not just burden them with more data or complicating factors.

Resources for Developing a Strategic Plan
There are many resources available for identifying funding sources whether searching the private or public sector. Today, the Internet is an invaluable tool in searching for grant funds. Keep in mind, however, that many private-sector funding sources do not have Web sites. So, you could overlook a good resource if you limit your search to the Internet. Other resources include directories, databases, books, publications, newsletters and broadcast e-mail messages. Networking is also an excellent tool for finding grant funds. It is worth-while
to ask board members and colleagues from other community-based organizations similar in nature to yours about grant-writing and foundations. They can describe their own experiences with particular foundations and help you clarify your project ideas. Below are some additional resources.

 Strategic Planning (
 Free Management Library (SM) (
 (


Steiner, George, Strategic Planning, New York, NY: The Free Press 1979

Allison, Michael and Kaye, Jude, Strategic Planning for Nonprofit Organizations, 2nd Edition ,Hoboken, NJ, 2005

National Minority AIDS Council, Organizational Effective Series: Strategic

No comments: