Strategic Planning and Visioning: SWOT Technique

1. Strategic Planning and Visioning: SWOT Technique

2. Strategic Planning and Visioning • Group process centered on four key core processes in information-gathering phase of strategic planning. • Each designed with a different purpose and together they create most of the essential knowledge base for strategic planning. (2)

3. 1. Identify Core Values • Purpose: To identify core values of the program; determine how and to what extent these core values are currently expressed in the actions of the program community and identify potential misalignments. • We can prompt our thinking with phrases like • we believe…, we believe in…, we value…, we care about…: (2)

4. 2. Review or Develop a Mission • Mission is the purpose, the reason the program exists. • Develop or review and validate a mission statement that answers • “Why do we exist?” • http://cid.vcc.ca (2)

5. 3. Review or Develop a Vision • Develop a shared vision of a future state. • Consider “Vision” as you plan…what the program wants to look like in the future? • If we could have the program of our dreams and the impact we most desire, what will our program look like in the year 2010 and beyond? (2)

6. SWOT: Description • A SWOT analysis generates information that is helpful in matching an organization or group’s goals, programs, and capacities to the social environment in which it operates. • It is an instrument within strategic planning. • When combined with dialogue it is a participatory process (1)

7. SWOT/OTSW Strategic Planning Process (1) Factors Internal to program Strengths Weakness Opportunities Threats Factors External to program

8. Brainstorming Questions • What opportunities exist in our external environment? • What threats to the institution exist in our external environment? • What are the strengths of our institution? • What are the weaknesses of our institution? • Facilitator polls, synthesizes and storyboards the top 5 findings in each area (2)

9. SWOT Facilitator • One who contributes structure and process to interactions so groups are able to function effectively and make high-quality decisions. • A helper and enabler whose goal is to support others as they achieve exceptional performance" – Bens (3)

10. The Facilitator's Role • Supports everyone to do their best thinking. • Encourages full participation, promotes mutual understanding and cultivates shared responsibility. • This enables group members to search for inclusive solutions and build sustainable agreements. Kaner-(3)

11. SWOT Analysis • S – Strengths • W – Weaknesses • O – Opportunities- • T – Threats

12. SWOT: Internal Factors • Strengths • Positive tangible and intangible attributes, internal to an organization. • They are within the organization’s control.

13. Strengths • What do you do particularly well? • What do you do that is unique in the “marketplace?” • What do your customers/clients/patrons ask for you to do over and over again? • What do you have the right tools/resources to accomplish? (1)

14. Weaknesses • Weaknesses • Factors that are within an organization’s control that detract from its ability to attain the core goal. • Which areas might the organization improve?

15. SWOT: External Factors Opportunities • External attractive factors that represent the reason for an organization to exist and develop. • What opportunities exist in the environment, which will propel the organization? • Identify them by their “time frames” (1)

16. Opportunities • Are there new situations coming down the road that you can take advantage of (new programs being offered, new faculty joining the department, new tools available to you)? • Are there gaps in the “market” that you can fill? • Are there partnerships that might be fruitful? (1)

17. SWOT: External Factors Threats • External factors, beyond an organization’s control, which could place the organization mission or operation at risk. • The organization may benefit by having contingency plans to address them if they should occur. • Classify them by their “seriousness” and “probability of occurrence”. (1)

18. Threats • Who is your competition and what do they offer that you can’t do as well or at all? • Are there “environmental” changes or situations that could cause problems for you and your programs? • What other roadblocks are being thrown in your path?

19. Simple Rules SWOT Analysis • Be realistic about the strengths and weaknesses of your organization or group • Distinguish between where your organization is today, and where it could be in the future • Be specific: Avoid gray areas. (1)

20. Simple Rules SWOT Analysis • Always analyze in relation to your core values, mission, mandate, goals, vision. • Keep your SWOT short and simple. • Avoid complexity and over analysis • Empower SWOT with a logical conceptual framework. (1)

21. SWOT (OTSW) MATRIX

22. Create a Plan of Action • Set goals and objectives, like with any other plan. Limit 3-5 • What steps can you take to: • Capitalize on your strengths • Overcome or minimize your weaknesses • Take advantage of some new opportunities • Respond to the threat (1)

23. Goals from SWOT • Create a 1 page summary for the department to laminate and post • Ensure priorities for action/goals are addressed on meeting agendas throughout the year • Note progress on an ongoing basis. (2)

24. References • Benito CA. (2001) S.W.O.T. Analysis PPT cited 23 March 2009 at: www.sonoma.edu/users/b/benito/swot.ppt • Drouin, C. (2007) Strategic Planning SWOT. Cited Feb 15th 2009 at http://www.planonline.org/ • Justice, T, Jamieson, D. (2006) The Facilitator’s Fieldbook (2nd ed). AMACOM/American Management Association.