1. One major strength of the strategic planning process of 2V/ACT was the systematized approach carried out by the management. The board formed a strategic planning committee to formulate a comprehensive plan to address the organization’s need to find its niche. The strategic process was thorough and detailed to ensure that all areas are covered. A step-by-step method was adopted to clearly identify the organization’s status; its problems, weaknesses and strengths along with the market’s threats and opportunities. Moreover, a market research was done to analyze competition, best practices and demographic data.
The market research provided a clearer view of the market’s culture and elasticity. Aside from the market research, the organization conducted a stakeholder analysis which involved focus groups interview and surveys. From information gathered through surveys and interviews, the 2V/ACT strategic planning committee learned the importance of the organization’s existence and impact in the community.
Although the strategic planning team devised an extensive strategic planning process, the committee failed to address certain issues related to funding. There was an absence of focusing on the extensive relevance of government and private funding to support the organization in its operations. Laws mandated by local government officials were not constant therefore changes occurred.
Government funding’s allocation for community services evolved. 2V/ACT newly adopted vision and mission were not aligned with the latest allocation of the local government funding. Moreover, although the strategic plan was mapped out accurately, the committee overlooked the lack of commitment of the organization’s board and employees toward the reforming project.
2. The plan’s implementation cannot be considered as effective or successful due to all the unpredicted conflicts and unmet projections. As precise and systematic as it was, the strategic plan did not achieve any of its forecast and targets in terms of funding and capacity of the board and employees. Moreover, the organization was not ready for any transitions at all. Projections on funding and budget were too high resulting to adjustments of the manpower’s salary in order to cover the deficit. Unfortunately, employment turnover was not considered thereby resulting to hindrances and interruptions in efficiently implementing the plan.
2. Challenges hindered 2V/ACT from efficiently implementing the well-laid out plan. One challenge that really caused the plan’s failure was the over-projected funding. As much as the organization was able to identify the importance of its existence in the community, funding was a major problem. Changes in the allocation of the local government levy where most of the funding came emanated to scarcity in funding. Drastic measures were taken to continue the operations.
Another challenge that the organization faced was the non-commitment of the employees which disrupted the implementation of the plan. Without the active cooperation of the employees, a transition program will fail. Employees and management must work together toward a common goal and remarkable results will be attained. Moreover, it appeared that 2V/ACT was undermanned. The unequal distribution of workload can also prevent a strategic plan to work. A team with vast human resources can divide jobs accordingly.
Despite all the efforts and hard work to achieve the newly identified goals, mission and vision, the organization fell short on some areas. They confidently forecasted funding and budget without proactively anticipating changes that may affect it. Contingency plans were not devised and formulated in case of unexpected results. Unfortunately, the board must decide whether the organization must close or continue with different sets of ideals and strategies. However, the board was keen on keeping their goals and missions if the organization will continue its projects. They must recognize the need to revamp their strategies and to align their business models with their strategic plans.