1. STRATEGIC
Megan Young
PLANNING
AIESEC QUEEN’S LOCAL COMMITTEE
Monday November 11 2012
Resource: QSAA Strategic Planning Presentation 2011

2. EB ORGANIZATIONAL
STRUCTURE
LCP
VPTM VPOGX VPCOMM VPF VPCR

3. OUTLINE
What is a Strategic Plan? Why is it
important?
Developing a strategic plan
Main components
Plan implementation

4. WHAT IS A STRAT PLAN?
 Outlines an organization’s principles &priorities over the short
(1-2 year) and long (3+ year) term
 Serves as a framework for decisions or foresecuring
support/approval
 Provides a basis for more detailed planning
 Covers three main areas:
 Where are you going?
 How will you get there?
 How do you know if you got there or not?

5. WHY IS IT IMPORTANT?
Helps provide a clear focus for the
organization
Increase in efficiency & effectiveness
Ensures the most effective use is made of available
resources
Keeps you focused on your objectives
Allows you to easily communicate what you
have done to stakeholders & future
members of the organization

6. STRATEGIC PLANNING STEPS
Develop a Establish
Environmental Strategy Evaluate the
Mission & Objectives &
Assessment Implementation Results
Vision Goals

7. MISSION & VISION
Mission Statement
• Indicates the overall objective of your organization or
position
• What you do, why you do it & how you do it
Vision Statement
• Communicates your team’s vision of what your
organization should become in the future to best deliver
on its mission statement
• Defines what a “perfect world” is, as it relates to your
organization

8. MISSION VS. VISION
Vision:
Creating a world where no Canadian fears cancer.
Mission:
The Canadian Cancer Society is a national,
community-based organization of volunteers whose
mission is the eradication of cancer and the
enhancement of the quality of life of people living with
cancer.

9. MISSION VS. VISION
Vision:
Our vision is to operate Macy's and Bloomingdale's as dynamic
national brands while focusing on the customer offering in each
store location.
Mission:
Our goal is to be a retailer with the ability to see opportunity on the
horizon and have a clear path for capitalizing on it. To do so, we are
moving faster than ever before, employing more technology and
concentrating our resources on those elements most important to our
core customers.

10. EXERCISE:
What is AIESEC’s Vision/Mission?

11. AIESEC: Vision/Mission
Vision:
“Peace and the fulfillment of humankind’s potential” is the vision that drives
the organisation. AIESEC believes that the best way to achieve this is by
first developing talent in individuals and thus inside companies,
organisations and our communities. It is individuals who will positively
impact society and create the change that will bring us closer to our vision
for the world.
Mission:
AIESEC provide its members with an integrated development
experience comprised of leadership opportunities, international traineeships
and participation in a global learning environment.
- AIESEC.org

12. Year in Review
• Last year’s mission and vision – was it
fulfilled? How was it executed?
• What major activities happened?
• Successes and failures
• Major changes

13. Year Operating Statement
• More specific than the mission and vision
• Summarize how you will fulfill your mission
and vision – general steps on how you
plan to achieve your goals
• If someone asked you “What are your
plans for your portfolio this year?” this is
the concise answer you would give them
• Your OGSM will address specific details

14. ENVIRONMENTAL ASSESSMENT
 Need to understand what factors affect your ability to
achieve your mission & vision
 Understanding the environment you operate in will be a
significant advantage to achieving your goals
 Why?
 Important to identify those that are internal &those that
are external to the organization
 Internal: you have control over aspects of these
 External: little control, important to be aware so youcanidentify
roadblocks & possible ways to capitalize
 Allows you to consider key success factors

15. SWOT ANALYSIS
S: Strengths
Internal advantages that give your group an advantage
W: Weaknesses
Internal factors that put your group at a disadvantage
O: Opportunities
External factors that you have little influence over, but
could be used to your advantage
T: Threats
External factors that you have little influence over that
put your group at a disadvantage

16. EXERCISE: SWOT ANALYSIS
Bon Jovi has opened a community restaurant called “Soul Kitchen”,
where there are no prices on the menu. Instead, customers are asked to
donate to pay for their meals or, if they are unable to do so, do volunteer
work in exchange for their meals. What are the Strengths, Weaknesses,
Opportunities, and Threats to this concept? (And yes, this restaurant
exists!)

17. SWOT- AIESEC QUEEN’S
Strengths:
• Devoted, Ambitious, and Super Sexy Members
• Leadership, existing communications network
• Access to a global platform of resources, information, etc.
Weaknesses:
• Lack of members and experience
• Debt
• Time Commitment
• Relatively unknown to the mainstream student body
Opportunities:
• Partnerships with other globally-minded clubs
• Training sessions run by externals (BoA, QSAA)
• Chamber of Commerce
Threats:
• Clubs/Organizations offering similar opportunities and goals

18. ESTABLISHING OBJECTIVES &
GOALS
 Once you understand your environment, you can begin to
establish your goals for the year
 Objectives, goals, strategies &measures(OGSM) is a
strategic planning tool designed to:
 Ensure that objectives are achieved
 Improve thinking & planning
 Integrate ideas and steps within a strategic plan
 Support & promote accountability
 Provide a means to measure success

19. OVERALL OGSM
Objectives Goals Strategy Measure
Overall strategic Quantitative target Plan, pattern or Mechanism to
achievements of progress tactic used to establish our
needed to fulfill towards objective, achieve a goal position vs. our
the purpose / within a specific goal (numerical
mission timeline answer)
What we need / What specific How will we How will we know
want to achieve (measurable) achieve the goal? if our strategies
results are needed were successful?
Words Words, dates, Words Numbers
numbers

20. Example: QSAA OGSM

21. EXERCISE:
Create an AIESEC OGSM

22. ACTION PLAN
Critical part – assigns specific actions to each
strategic project, a deadline date & person
responsible
 Need to consider your constraints:
Time & money!

23. TIMELINE & BUDGET
 Focus on setting goals between the major milestones
throughout the year
Important to track your progress & stay on task
 Strategic planning and budgeting are interrelated!
You need to know where you are going before you can plan
how to get there
Your budget should reflect your action plans, so it should
be completed AFTER your stratplan

24. IMPLEMENTATION
 Follow through on the goals you have set out
 Re-evaluate your objectives and action plans as
you progress through your term
 Great document for transition:
Show your steps, what you did, worked worked/ didn’t
work & what needs to be improved
Never forget – your strategic plan is a living
document!

25. EXERCISE: Make an Action Plan
Strategies Action Plan Timeline
e.g. - Email alumni branches as Oct 3
Email interested parties well as BISC program event
and help organize an coordinators to determine
event. interest
- Work with parties to
organize an

26. Questions?

27. Have You Been Paying Attention?