M A N A G E M E N T O F O R G A N I Z AT I O N S - TA K E
HOME ASSIGNMENT
STRATEGIC
PLANNING:VMOSA
Presented by
ROHINI
SAKTHIVEL
VAISHNAVI N
TEPHILLA
SRI LAKSHMI
SARANYA
SUKANYA
WHAT IS STRATEGIC PLANNING?
• STRATEGIC PLANNING INVOLVES CHOOSING THE
HIGHEST PRIORITY ACHIEVEMENTS THAT AN
ORGANIZATION HAS PREPARED TO COMMIT TO OVER A
PERIOD OF THREE TO FIVE YEARS.
• THE PROCESS OF PLANNING EMPHASIZES CONSCIOUS,
THOUGHTFUL CHOICES
• IT IS A DISCIPLINED EFFORT TO PRODUCE FUNDAMENTAL
DECISIONS AND ACTIONS THAT SHAPE AND GUIDE WHAT
A COOPERATIVE IS, WHAT IT DOES, AND WHY IT DOES IT
WITH A FOCUS ON THE FUTURE.
WHAT IS VMOSA?
VMOSA is...?
A practical process that can be used by any community
organization or instituion
Planning tool that can help your organization by providing a
blueprint for moving your dreams to actions to positive outcomes
for the society and community.
WHY SHOULD AN ORGANIZATION
USE VMOSA?
Why should your organization use this planning process?
Dreams Consensus
The VMOSA process grounds your dreams. It makes It allows your organization to build consensus
good ideas possible by around the main focus and the necessary steps
laying out what needs to happen in order to achieve your your organization should take
vision.
Opportunity Goals
The process gives you an opportunity to develop
allows your organization to focus
your vision and mission together with those in
on your short-term goals while keeping sight of
the community who will be affected by what
your long-term vision and
you do.
mission.
WHEN SHOULD YOU USE VMOSA?
When you are starting a new organization
When your organization is starting a new initiative or large
project, or is going to begin work in new direction
When your group is moving into a new phase of an ongoing effort
When you are trying to invigorate an older initiative that has losts
its focus or momentum
PLANNING PROCESS STEPS
VISION
ACTION
MISSION
PLAN
STRATEGIES OBJECTIVES
VISION -The Dream
• Vision statement should be understood and shared by members
of the society
• Broad enough to a diverse variety of local perspectives to be
encompassed within them
• Inspiring and uplifting to everyone involved in your effort
• Easy to communicate
MISSION -The What and Why
CONCISE
GUIDING PRINCIPLES
OUTCOME-ORIENTED
INCLUSIVE
Example: Socio-Economic Empowerment
OBJECTIVES
how much of what will be accomplished and by when
BEHAVIORAL
PROCESS
OBJECTIVE
OBJECTIVE
Three Basic Types of Objectives
COMMUNITY LEVEL
OBJECTIVE
STRATEGIES
The How
Five specific strategies that can help guide most
interventions:
• Providing information and en hancing s ki lls
E.g. undertake continuous cooperative education for its members
• Enhancing services a nd su ppor t
E.g. extend financial assistance to its members for provident and productive purposes
• M odify access, barriers and op port uni ties
such as equal distribution of net surplus or patronge refund arising out of cooperative operations
• Change the consequences o f effort s
E.g. provide incentives to the management staff
• M odify policies
E.g. encourage deferment of patronage refund for revolving capital
ACTION PLAN
What change will happen; who will do what and by when to make it happen
This Plan refers to Specific (community and systems)
changes to be sought
Specific action steps necessary to bring about
changes in all of the relevant sectors, or parts of
the community/ organization
ACTION PLAN (Contd...)
1 2 3 4 5
Person(s)
Action Date Resources
responsible Collaborators
Step(s) completed required
Resources and Who else should
What will Who will do Timing of each support (both
know about this
happen? what?. action step what is needed
action?
and what is
available)
16
Thank you!
MARCH 2020
