Professional Documents
Culture Documents
WHY?
EXTERNAL REASONS
It is important to consider the timing of developing your business planensure the organisation undertakes the process at an appropriate time and schedules it into calendar- as they say if you fail to plan, you plan to fail!
Financial performance
Organisational structure
Opportunities
Threats
PESTLE analysis
A PESTLE analysis explores and identifies the external environment factors that surround your organisation which have an impact on the business what you do or want to do. Political Environmental
Community Association
Economical
Legal
Technological
Business & Strategic Planning
Social
7S Model
This tool is frequently adopted to assess and monitor changes within the organisations internal situation. The 7S model is based on the theory that, for an organisation to perform effectively, the 7 elements need to be aligned and mutually supporting. Use the model to review the organisation under each element to see if you can identify any elements that need to be realigned to improve performance.
Business & Strategic Planning
Agreeing the strategic direction and aims involves constant referral to the mission statement, values and vision for the organisation. The process will encompass a continual movement between generating opportunities, forming priorities and working within the resources the organisation has and will have to utilise.
Business & Strategic Planning
In order to have a plan that is fluid, concise, well planned and has a clear direction it is important to restrict the number of strategic aims you devise (ideally no more than 6 or 7).
Developing a future strategy usually involves making challenging decisions. You may have to decide to discontinue an area of work, reduce resources for a project or not develop a staff members proposal all of which will most likely cause conflict and anxiety. It is just as vital you consider the areas of work you will not be delivering as to those areas you will.
Business & Strategic Planning
Youll need to ask yourself, explore and answer some questions including; Do we have the finances to deliver all of our intended work streams? How much will it cost to deliver our activities, projects, services etc? Do we have enough members of staff and volunteers to run and manage the work? What facilities and equipment will we need? Do we have the appropriate policies, procedures and systems in place?
Business & Strategic Planning
Financial Resources
Financial position
A good starting point is to look at reviewing your current financial positionWhere do you gain income and what do you spend your money on? Is this likely to continue in future years? How much do we rely on particular income streams? Can we predict what financial trends will occur in the next 3,5 and 10 years time? What can we do to secure these income streams? Where else can we gain income?
Current position Prediction of trend Action required
Income stream
4. Background
1. Defining goals
Ensure all those delivering the plan understand what they are doing, when & why clear expectations. Goals, objectives & targets can then be used to monitor progress.
3. Monitoring progress
2. Ensuring delivery
Ensure the all resources are in place and individuals supported to deliver tasks, projects & programmes.
Remember
It is important that all stakeholders are engaged throughout the process, understand what is expected so that contributions can be effective in meeting the needs based aims and objectives of the business plan. Reviewing, monitoring and evaluating is vital to success and feeding back helps keep people up to date and involved.
http://www.ncvo-vol.org.uk/advice-support/funding-finance/planning
Charities Evaluation Service Website linkhttp://www.ces-vol.org.uk/index.cfm?pg=474 Big Lottery Website link-
http://www.biglotteryfund.org.uk/prog_ypfnat_business_plan.pdf
Business & Strategic Planning