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puzzle 6 strategy and planning

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6 ready to rock strategy and planning strategic planning has long been used as an instrument for transforming and stimulating corporations government agencies and non-profit organizations lately nevertheless disbelief about planning has been on the climb political and economic uncertainty is the norm and the pace of scientific and social change has accelerated there is some disappointment with planning efforts that can t keep pace we did a plan five years ago and haven t looked at it since is one common complaint or by the time we completed our plan we were already carrying out all of its strategies however such remarks miss the point rather than expose some deadly flaw in strategic planning they reflect a basic misapprehension about the purpose and value of strategic planning and what it takes for a plan and the process to succeed indeed the process can prove pointless and frustrating and the end product of dubious value when care isn t taken to set clear realistic goals define action steps explicitly and elicit the views of major stakeholder groups thus far few tools are better suited to help address the staggering array of challenges brought about by a changing environment a successful strategic planning process will examine and make informed projections about environmental realities to help an organization anticipate and respond to change by clarifying its mission and goals targeting spending reshaping programs fundraising and other operations choosing to construct a strategic plan will have an important effect on the influence an organization has on society it will influence any other type of planning and should have an effect on practical operations of an organisation importance of planning there is at least some agreement on the statement that in general youth organisations are playing an increasing role in society however it is also important to note that this does not make things easier on the contrary the environment in which youth organisations operate is not a stable one but in constant evolution there are also other internal aspects that it might be useful to mention here changing numbers and/or background of members lack of resources poor human resource practise lack of direction in the organisation s activities or programme some of the above statements are common problems of many youth organisations around europe and they clearly show a need for planning the increasing importance of youth organizations creates the need for better managed organisations prepared to answer to the challenges of society an ever changing environment requires organisations which can also change and adapt to maintain an influence and continue to provide services what it is and isn t more than a few strategic planning efforts have run aground because they were based on a fundamental misunderstanding of what a strategic plan is sometimes strategic planning is confused with other planning modalities each valid in its own right but geared toward a different end result to put it simply not every plan is a strategic plan a strategic plan is a tool that provides guidance in fulfilling a mission with maximum efficiency and impact if it is to be effective and useful it should articulate specific goals and describe the action steps and resources needed to accomplish them source http quit.org.au as a rule most strategic plans should be reviewed and revamped every three to five years 92 green pass

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6 a winning plan is by definition a usable plan­one that informs the organization s activities as well as its long-range vision and one that yields meaningful improvements in effectiveness ability and relevance there are different definitions for strategic planning michael allison and jude kaye in their book strategic planning for non profit organisations 1997 give two very basic definitions strategic planning is a management tool and like any management tool it is used to help the organisation to do a better job then they provide a more elaborate definition that includes some of the key aspects of this kind of planning strategic planning is a systematic process through which an organisation agrees on ­ and builds commitment among key stakeholders to ­ priorities which are essential to its mission and responsive to the operating environment management practises used in business can also be applied to youth organisations in the same way practises in youth organisations are also relevant to business as previously mentioned youth organizations have a distinctive aspect ­ their values ­ which can be a key difference from profit making organisations when using a management tool borrowed from the commercial sector the values of the organisation have to be taken into consideration in every decision an extra definition is proposed here values are standards or principles ideas about the worth or importance of something or of certain qualities especially when they are shared by a group every organisation regardless of its type has its own distinctive values but in the non-profit sector they are perhaps different ­ or just given a different profile to those of the commercial sector in theory at least youth organizations promote values which pervade the whole organisation including the fund raising communication and volunteer and staff recruitment functions the values of a youth organisation are normally established by the founders and moulded and shared by other or subsequent members the following notes summarise the different steps of strategic planning but before engaging in such an activity it is important that the organisation a business plan is typically focused on the actions and investment necessary to generate income from a specific program or service a business plan includes information about an organization s products competitive environment and revenue assumptions a case statement is geared toward marketing and fundraising rather than planning it describes the organization s goals capabilities and strengths and the benefits it provides its purpose is to secure contributions and grants from individuals foundations corporate giving programs and other philanthropic entities source http branddiagonal.blogspot.com green pass 93 strategy and planning an operating plan is a coordinated set of tasks for carrying out the goals delineated in a strategic plan it thus goes into greater detail than the strategic plan from which it is derived spelling out time frames and the roles of individual staff and board members for example it also has a shorter horizon than a strategic plan usually one fiscal year how do you define it?

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6 takes some time to analyse its readiness step by step council of europe in the organisational management t kit suggests following steps followed by more information to support the group in performing the different steps strategy and planning consider for example the implications of the following strategic planning takes time do we have it do we want to allocate it strategic planning takes resources are they available do we want to devote them to planning strategic planning needs commitment are we taking into consideration everybody when starting the process volunteers board staff clients strategic planning needs co-ordination do we have the right people to lead it resistance to planning is everybody in favour of strategic planning how do we get everyone on board strategic planning is an ongoing process which involves among other actions gathering of information discussions and negotiations decision taking in order to produce a written document that may be called a strategic plan however the process does not stop there once the plan is written it needs to be put into practise and it needs systematic review the planning period can be varied but a good average would be a three year plan of course regular evaluation is essential at all stages and the outcomes of that evaluation have to be incorporated into the process 1 setting the basis for strategic planning ­who is going to be involved ­how is it to be done ­what do we need 2 vision and mission ­agree on a vision for the organisation ­writing a mission statement 3 assessing the environment ­study strengths and weaknesses ­study opportunities and threats 4 establishing strategic issues ­decide on priorities ­write goals and objectives ­prepare a budget 5 write goals and objectives 6 writing the strategic plan 7 implementing the plan ­define write and implement operational plans 8 evaluation source http langano.com.au 94 green pass

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1 setting the basis for strategic planning 2 vision and mission development or review strategy and planning even assuming readiness for strategic planning there are still certain important aspects to take into consideration who is going to be involved this question may have different answers depending on the organisation s size in a small organisation it could be interesting that all staff and management board are present as well as a representation of the rest of the organisation s stakeholders a stakeholder is anybody who cares or should care for the organisation including staff volunteers board clients founders community leaders former staff and volunteers suppliers etc in big organisations this is not possible so then the answer may be to set up a planning committee which of course should also represent all the organisation s stakeholders in any case it is important that the group includes a variety of people and especially the executive director and the members of the board in any case everybody in the organisation needs to be involved in one way or another unless the plan is meaningful to everybody then it will never succeed the description given here of strategic planning is one of many different authors have different approaches to it some of them going into greater detail and considering more steps than others or simply distributing them in different ways this is significant in the sense that this tool cannot be used in a rigid way on the contrary it is meant to be flexible to adapt to a variety of organisations so here it is time to have an overall view of it and decide which parts should be adapted to correspond to the organisation s reality strategic planning takes time and resources however this should never stop the organisation from doing that which is needed to produce a plan recognition needs to be given to the involvement of staff and volunteers in this new task and to the resources which will be needed such as money for meetings information etc allocation of responsibilities among the people involved is also required finally when possible it might be useful for some organisations to involve an external consultant who might help to facilitate the process now it is time to dream if we are planning we need to know where we want to go so our planning can have a direction to define where we want to be we will use the vision of the organisation which can be defined as a shared vision of success and it is the pursuit of this success which inspires and motivates people to work together we can define two types of vision one which refers to the organisation internally and then we will have to imagine how do we want the organisation to be one external vision which focuses on what the world will be if our organisation achieves its purpose the vision of the organisation should challenge and inspire the group to work together to the utmost of their capabilities in order to achieve the purpose of the organisation this purpose is sometimes called mission and it can be defined as the reason for being of the organisation allison and kaye 1997 or we could also say that mission is the role of the organisation in respect of the vision obviously there are organisations that already have a clear mission statement if this is true then this is a good time to review it writing a mission statement can be quite a challenging task and it will probably take some time however its importance should be considered not only because it is an essential element for strategic planning but also because the process can help the organisation to involve the members in debating and agreeing on the reason for their work present state mission desired state vision green pass 95

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strategy and planning of course there are different opinions on the contents of a mission statement different authors emphasise different aspects in summary then a mission statement sometimes called purpose statement could include what the organisation intends to achieve what we are good at as a distinctive characteristic compared to other organisations what we do who we do it for and how we do it it should reflect the values of the organisation and its specificity mission statements should be concise clear and attractive once the mission is written everybody involved in the process would probably experience a bigger feeling of ownership of it and therefore a stronger commitment towards the organisation it is important that is published and also that it is in some way incorporated into the organisation s constitution or statutes 3 assessing the environment the organisation exists in an environment which has already been described as a changing one this environment has an influence in the performance of the organisation the organisation takes things from the environment and is affected continually by others strategic planning demands a system which forces the organisation to respond to those changes which in turn require an analysis of the external environment such as politics economic trends demographics legal issues community issues competition with other organisations change of values and needs of members or beneficiaries at the same time it is important to understand the internal situation of the organisation so that the need for change can be best assessed when evaluating the internal environment there should be an analysis the organisation in all its activities depending on the type of organisation these could be finance management membership marketing services programme and activities one useful tool which assists this process is a swot analysis which stands for strengths weaknesses opportunities and threats strengths what do we do well weaknesses where can we improve opportunities what changes have taken place in our environment which might allow us to better achieve our mission threats what changes in the environment do we need to guard against or prepare for in doing our work the swot analysis should help us to identify which strengths of the organisation will allow us to make use of the opportunities and which of our weakness we need to eliminate or improve in order not to be affected by the threats the swot analysis can be carried out at the level of the whole organisation or also for specific programmes or departments the core values statement values are those underlying principles that direct the way the organization acts values may not be written but they exist in every organization and can be identified by observing the way those who are formally associated with the organization board staff and volunteers act in conducting the organization s business identifying the values of the organization is essential to the strategic planning process because values underlie the decision-making process values form the basis for the ethical standards of the organization and will determine how the organization acts toward its customers competitors employees and those with whom it does business while the organization may choose not to include a written values statement in its planning process it is important to recognize that how the organization acts reflects its values whether or not those values are explicitly stated when it comes to green organization it is highly recommended to make a value statement based on the green principles 96 green pass

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4 establishing strategic issues 5 write goals and objectives strategy and planning after all the information is gathered in the previous phases choices have to be made and priorities decided at this point there may be a need to return a previous phase and do some more research this phase can sometimes be frustrating however the outcomes are most rewarding bryson describes strategic issues as fundamental policy questions affecting the organisation s mandates mission and values productivity level or mix clients users and payers costs financing management or organisational design prioritising these against the mission and vision will begin to put the meat onto the bones of our strategic plan it will not be a good idea to take shortcuts in this part of the process the outcomes of the swot analysis can be useful and we should see how the strategic issues identified relate to the strengths weaknesses opportunities and threats the final step will be to narrow down the options available to realise the organisations primary goals once more different authors give different versions of the essential aspects that have to be taken into consideration henry migliore et al in their book strategic planning for not-for-profit organisations 1994 give the following list level of staffing/volunteer participation level of resources and funds reputation and level of acceptance in service area clients served quantity of programmes quality of programmes leadership effectiveness quantity and quality of services when you have something you want to accomplish it is important to set both goals and objectives once you learn the difference between goals and objectives you will realize that how important it is that you have both of them goals without objectives can never be accomplished while objectives without goals will never get you to where you want to be the two concepts are separate but related and will help you to be who you want to be goals are long-term aims that you want to accomplish objectives are concrete attainments that can be achieved by following a certain number of steps goals and objectives are often used interchangeably but the main difference comes in their level of concreteness objectives are very concrete whereas goals are less structured goals has the word `go in it your goals should go forward in a specific direction however goals are more about everything you accomplish on your journey rather than getting to that distant point goals will often go into undiscovered territory and you therefore can t even know where the end will be objectives has the word `object in it objects are concrete they are something that you can hold in your hand because of this your objectives can be clearly outlined with time lines budgets and personnel needs every area of each objective should be firm this is why objectives comes handing when we start working on the action planning so now once we cleared this check these questions before we can further have you thought about what you want to be doing in five years time are you clear about what your main objective at work is at the moment do you know what you want to have achieved by the end of today if the answers are positive your are now ready for the next stage green pass 97

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strategy and planning if you want to succeed you need to set goals and objectives to accomplish your goals and objectives however you need to know how to set them you can t simply say i want and expect it to happen goal and objectives setting is a process that starts with careful consideration of what you want to achieve and ends with a lot of hard work to actually do it in between there are some very well defined steps called the five golden rule knowing these steps will allow you to formulate goals that you can accomplish and later add the objectives measurable goals include precise amounts dates etc in your goals so you can measure your degree of success if your goal is simply defined as to reduce expenses how will you know when you have been successful in one month s time if you have a 1 reduction or in two years time when you have a 10 reduction without a way to measure your success you miss out on the celebration that comes with knowing you have actually achieved something attainable goals make sure that it s possible to achieve the goals you set if you set a goal that you have no hope of achieving you will only demoralize yourself and erode your confidence however resist the urge to set goals that are too easy accomplishing a goal that you didn t have to work hard for can be anticlimactic at best and can also make you fear setting future goals that carry a risk of non-achievement by setting realistic yet challenging goals you hit the balance you need these are the types of goals that require you to raise the bar and they bring the greatest personal satisfaction rule #1 set goals that motivate you when you set goals for yourself it is important that they motivate you this means making sure that they are important to you and that there is value in achieving them if you have little interest in the outcome or they are irrelevant given the larger picture then the chances of you putting in the work to make them happen are slim motivation is key to achieving goals and objectives set goals that relate to the high priorities in your life without this type of focus you can end up with far too many goals leaving you too little time to devote to each one goal achievement requires commitment so to maximize the likelihood of success you need to feel a sense of urgency and have an i must do this attitude when you don t have this you risk putting off what you need to do to make the goal a reality this in turn leaves you feeling disappointed and frustrated with yourself both of which are demotivating and you can end up in a very destructive i can t do anything or be successful at anything frame of mind relevant goals goals should be relevant to the direction you want your life and career to take by keeping goals aligned with this you ll develop the focus you need to get ahead and do what you want set widely scattered and inconsistent goals and you ll fritter your time ­ and your life ­ away time-bound goals rule #2 set smart goals you have probably heard of smart goals already but do you always apply the rule the simple fact is that for goals to be powerful they should be designed to be smart there are many variations of what smart stands for but the essence is this ­ goals should be you goals must have a deadline again this means that you know when you can celebrate success when you are working on a deadline your sense of urgency increases and achievement will come that much quicker rule #3 set goals in writing the physical act of writing down a goal makes it real and tangible you have no excuse for forgetting about it as you write use the word will instead of would like to or might for example i will reduce my operating expenses by 10 this year not i would like to reduce my operating expenses by 10 this year the first goal statement has power and you can see yourself reducing expenses the second lacks passion and gives you an excuse if you get sidetracked specific you goal must be clear and well defined vague or generalized goals are unhelpful because they don t provide sufficient direction remember you need goals to show you the way make it as easy as you can to get where you want to go by defining precisely where you want to end up 98 green pass

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rule #4 make an action plan this step is often missed in the process of goal setting you get so focused on the outcome that you forget to plan all of the steps that are needed along the way by writing out the individual steps and then crossing each one off as you complete it you ll realize that you are making progress towards your ultimate goal this is especially important if your goal is big and demanding or long-term perhaps it is better that just one person is in charge of writing of course there have to be opportunities for the others to be involved in the process of verification however at this stage the main decisions have already been taken so not many changes should be needed otherwise there is a risk of being engaged in endless drafting process as a document which will be used by a big variety of stakeholders it must be user-friendly to assist is the recognition of its ideas once the document is ready it should be formally adopted by the board and publicised as widely as possible within the organisation there is not a standard model but taking into consideration the steps previously described a possible structure for the document could include the following headings introduction mission and vision organisation history and profile strategic issues and core strategies aims and goals it may be that some or all of these sections should be written for each department and for the organisation as a whole rule #5 stick with it remember goal setting is an ongoing activity not just a means to an end build in reminders to keep yourself on track and make regular time-slots available to review your goals your end destination may remain quite similar over the long term but the action plan you set for yourself along the way can change significantly make sure the relevance value and necessity remain high source http magicalmusings.com green pass 99 strategy and planning post your goals in visible places to remind yourself every day of what it is you intend to do put them on your walls desk computer monitor bathroom mirror or refrigerator as a constant reminder 6 writing the strategic plan if the reader who has decided to engage in strategic planning within their organisation comes directly to this chapter s/he will find that there is not a paragraph here to help them writing the strategic plan simply means to committing to writing the outcomes of the previous steps.

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7 strategy and planning implementing the plan action planning action planning is carefully laying out how the strategic goals will be accomplished action planning often includes specifying objectives or specific results with each strategic goal therefore reaching a strategic goal typically involves accomplishing a set of objectives along the way in that sense an objective is still a goal but on a smaller scale often each objective is associated with a tactic which is one of the methods needed to reach an objective therefore implementing a strategy typically involves implementing a set of tactics along the way in that sense a tactic is still a strategy but on a smaller scale action planning also includes specifying responsibilities and timelines with each objective or who needs to do what and by when it should also include methods to monitor and evaluate the plan which includes knowing how the organization will know who has done what and by when it s common to develop an annual plan sometimes called the operational plan or management plan which includes the strategic goals strategies objectives responsibilities and timelines that should be done in the coming year often organizations will develop plans for each major function division department etc and call these work plans usually budgets are included in the strategic and annual plan and with work plans budgets specify the money needed for the resources that are necessary to implement the annual plan budgets also depict how the money will be spent for example for human resources equipment materials etc there are several different kinds of budgets operating budgets are usually budgets associated with major activities over the coming year project budgets are associated with major projects for example constructing a building developing a new program or product line etc cash budgets depict where cash will be spent over some near term for example over the next three months this is very useful in order to know if you can afford bills that must be paid soon capital budgets are associated with operating some major asset for example a building automobiles furniture computers etc now it is the time to set things on motion our strategic plan gives us the direction the timing and the content in order to implement it we need to develop actions or operational plans for each strategic issue it is here that action verbs are used for a recruitment strategy decisions on how to advertise the post job description number of interviews to candidates budget for recruitment process etc will be made the operational plans go into a greater level of detail than in the strategic plan but they will ensure that each strategic issue is dealt with in a coordinated and effective manner it is important that operational plans are consistent with the style of the strategic plan the people who will implement the operational plans have to feel the link of their actions with the organisation s mission as described in the strategic plan 8 evaluation in strategic planning evaluation is just another step that will not only complete the process but better than that it will bring new information to the plan and will enable it to be further fined strategic planning then becomes an ongoing process of organisational development evaluation needs to be carried out at different stages during the process of producing the strategic plan and whilst the plan is being implemented evaluation and control consists of the following steps 1 define parameters to be measured 2 define target values for those parameters 3 perform measurements 4 compare measured results to the pre-defined standard 5 make necessary changes we have defined strategic planning as a process and therefore the on-going or cumulative evaluation will not only contribute to the plan itself but also to the effectiveness of the process in this sense there is never really a final or summative evaluation 100 green pass

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strategy and planning training day

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set your goals for the day strategy and planning now when you have read the main points about planning and strategy it is time to share this knowledge with your peers base for any successful transfer of knowledge is defining the results you want to achieve with it here is what we suggest for a daily training inform participants about the importance of planning resources needed and differentiate planning types introduce the scope of definitions of strategic planning and test readiness of participants to make necessary planning steps present steps in strategic planning and introduce practical ways that each step should be dealt with practice the methods for establishing strategic issues creating goals and objectives and making an action plan session 1 why are we here type of activity exchange of thoughts duration 45 minutes group division 4 groups of 4-5 participants with a facilitator note this can also be perfomed without group division when participants come from different organisations it can even be an individual reflection of each participant to be shared with others on a flip chart setting best way is to sit in circle and have a relaxed atmosphere that motivates people to express themselves facilitator is posing questions and is encouraging participants to respond no finger pointing everyone is free to contribute or stay silent after a while facilitator asks the group to put their responds to a flip chart and then place it on the wall for everyone to see questions for groups what does your organisation stand for what does your organisation do what do you do what is your role what attracted you to join what is your motivation now expected result understanding the key organisational issues and elements of any successful planning adventure knowledge/information/skills participants should learn about different aspects and important issues one needs to reflect upon in order to start planning they should learn the step-by-step approach in making a strategic plan and be able to practice methods and techniques that will enable them to start the process in their own organisation this training should inform provide tools and motivate participants to start thinking strategically and understand the importance of long term thinking schedule regular training day has four education time slots sessions that should be combined with coffee/tea breaks and breaks for meals coffee/tea breaks are usually taking place after first and third session and last 1520 min depending on a budget some cookies and fruits can be as well part of the break lunch and dinner breaks are usually taking place after second and fourth session and last 1-2 hours make sure that the meals are served when the break starts so the participants can have time to relax afterwards and be ready for coming activities have in mind that this is usual sequence of events but you need to feel the mood of the group and sometimes if needed make additional breaks or divide time differently during the day try to make sure they are focused while in session and energetic have enough of water and depending on possibilities other refreshment and fruits available during the sessions importance of planning what it is and isn t how do you define it are we ready for it type of activity lecture duration 45 minutes preparation based on the manual reading material lecturer should prepare presentation aid/materials computer projector projection panel or white curtain on the wall or clean white wall expected result informed participants about the need for planning what are types of planning how do we access readiness and prepare for planning 102 green pass

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session 2 setting the basis vision and mission environment type of activity lecture duration 45 minutes preparation based on the manual reading material lecturer should prepare presentation questions it is good to shake the mood during lecture by possing some questions that will lead into next lecture bit something like what is your organisations mission what are you good at how do you see your role in strategic planning what can you invest aid/materials computer projector projection panel or white curtain on the wall or clean white wall expected result knowledge about first 3 steps in the guide for creating a strategic plan aid/materials flip chart paper markers tape session 3 establishing strategic issues type of activity interactive lecture duration 15 minutes preparation based on the swot analysis facilitator assists participants to determine which issue is an internal one and which are the external issues it is also good if possible to set some imporance level with it a ranking if you will aid/materials flip chart paper markers tape expected result clear vision of each participant towards the issues that organisation has and its relevant possition at the internal/external scale assessing the environement type of activity group work duration 20-25 minutes group division 4-5 participants per group/facilitator random distribution setting each group is given a swot sheet and asked to create a list of strengths weaknesses opportunities and threats aid/materials flip chart paper markers tape expected result establishing current state of understanding and/or knowledge about siutation of organisations writing goals and objectives making goals smart type of activity lecture duration 45 minutes aid/material flip chart paper markers tape post-its or/and computer projector projection panel or white curtain on the wall or clean white wall preparation based on the manual reading material lecturer should prepare presentation focusing on theory behind establishing strategic issues and leading into differentiation between goals and objectives and rules of how to make the goals expected result knowledge of how to recognise the issue and create smart goal of it they need to be able to put into words any goal having already in mind that it needs to be precise and measurable presentation of the results type of activity facilitated discussion duration 20-25 minutes setting each group presents their analysis facilitator opens the floor for the others to pose questions and the group to explain their findings green pass 103 strategy and planning expected result no final conclusion needed just an exchange of thoughts shared current state of understanding and/or knowledge about the organisations environemnt.

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smart goals for swot issues strategy and planning type of activity group work duration 30 minutes group division 4-5 participants per group/facilitator random distribution setting each group is given a swot sheet with results and are asked to idetify 5-10 key issues most important and create a smart goal for each aid/materials flip chart paper markers tape expected result practice the use of smart methodology and establishing of clear goals for imporvement of the organisation expected result knowledge content of a document called strategic plan implementation work and evaluation to be done evaluation of the day duration 20 minutes methodology small group evaluation with everyone having time for personal reflection other methods can be used ­ be creative expected result for organisers to understand how successful their work was and for participants to reflect upon the day and be satisfied with an opportunity to contribute to improvement of work session 4 presentation of the results type of activity facilitated discussion duration 25 minutes setting each group presents their goals facilitator opens the floor for the others to pose questions and asks the group to explain how their goal is smart aid/materials flip chart paper markers tape expected result final set of goals to be achived by the organisation that are able to put to test and that are smart so they can easily be evaluated later on indicators of success the final step in any strategic planning is to create indicators of success any goal and action that follows need to be assessed after a while in order to be sure that you are moving towards realisation of the goal that you are on the right track so if you manage to squeeze some time by the end of the day try to explain to the participants what should be their homework or task for after the training for every smart goal that participants have defined and explained they need to create a set of indicators of success that can be quantitative percentage number per example the number of activists need to be increased for 20 qualitative in accordance to certain standard reaching certain level of knowledge per example members of our organisation have significantly improved their communication skills once you have set your indicators that you are in a position to evaluate performance and determine if the results relevance efficiency effectiveness impact sustainability writing a strategic plan implementation evaluation type of activity lecuture duration 45 minutes aid/material flip chart paper markers tape post-its or/and computer projector projection panel or white curtain on the wall or clean white wall preparation based on the manual reading material lecturer should prepare presentation focusing on final three steps in creating a strategic plan 104 green pass

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