Strategic Planning. Objectives/Expectations. Is this how you think about the strategic

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1 Strategic Planning Candyss Bryant Center for Community-Based & Nonprofit Organizations (512) Objectives/Expectations 2 To understand the relationship between planning, strategic thinking and organizational effectiveness To learn the basic steps and major challenges in the planning process To acquire practical tools and techniques to help create a strategic plan and prepare for the planning process Is this how you think about the strategic 3

2 Definition 4 Strategic Planning is a formal process of defining the requirements for delivering results and for identifying what and how to get from current realities to future visions. We will discuss the theories and approaches to the Strategic Thinking and Planning models. Planning Cycle 5 Think Evaluate Agree Act 6 Plans are useless, planning is everything Dwight D. Eisenhower

3 Critical Success Factors 7 Readiness Fully supportive leadership A flexible user-friendly process based on organization s unique needs; All levels of organization participate (stakeholders) A sense of realism through the process (All aspects of the organization are considered) Competing interests examined Accountability through specific, targeted results Established priorities to guide resource decisions Common sense of purpose to empower organization Process ongoing, cyclical nature produces a sense of freshness Heightened awareness and consideration of conditions and trends external to agency My Readiness Test 8 How much commitment is there to the process? How will the board, staff and key volunteers be oriented to the process? Is there agreement on what you hope to accomplish through the process? What are the hoped for outcomes? How long will it take to complete the process? Who else should be involved in the planning process and how? How can we foster innovation, boldness and out-of-thebox thinking in the strategic planning process? Assessment Tool (see handout) 9 OPERATIONAL Done Needs Improvement? 1. The organization has a written, updated strategic plan None/ Some Much NA 2. The organization periodically reviews its written strategic plan 3. If no formal written strategic plan exists, has the organization convened a meeting to discuss strategic planning and its relevance to the organization in the past year. 4. The organization encourages strategic thinking. 5. The organization includes outsiders in the planning process. 6. The organization is strongly committed to the strategic planning process. 7. The organization has oriented its board, staff and volunteers to the strategic planning process. 8. The organization has developed a structure for ongoing planning and the development of strategic planning skills within the staff.

4 Simply Stated 10 Simply, strategic planning helps an organization. understand its present situation examine how current and future trends may affect it, and decide how to best manage anticipated challenges. During each planning cycle, insights gained equip the organization to effectively respond to rapid, complex change as it deliberately focuses on its desired destination. Twelve Questions for Achieving Your organizations purpose Where are we going? Plan What do we do? Process For whom do we do it? Consumer What do they want? Quality How do we deliver it? Process Management Questions contin. How are we doing? Measurement Do others do it better? Benchmarking How can we do better? Process Improvement How will we work? Teamwork How will we tell about our service? Marketing How will we lead our organization? Leadership Will our consumer be delighted? Consumer Satisfaction

5 Key Questions Where are we Now? When completed, the organization can identify the critical issues it faces for the planning cycle. The steps are: Look at recent accomplishments and desired improvements Clarify organizational mandates Examine the administration s initiatives and priorities Identify constituent s needs and demands Develop or refine mission Identify core business activities Assess the current situation: Internally and externally by identifying SWOT Identify critical issues 13 Where do we want to be? 14 The organization examines each critical issue and discusses alternative ways to respond. By choosing the most appropriate response, the organization is able to meet its constituents expectations and achieve demonstrable results. Set goals and objectives. How will we get there? 15 Answers to the how question link the goals and objectives to the organization s actual work. The strategic plan summarizes how the agency reached its current position, establishes the goals and objectives that shows where it wants to go, and develops broad strategies that explain how it will achieve the goals and objectives. A well constructed plan links the strategic plan to agency operations. Develop the strategic plan and action plan.

6 Who will do what, by when? 16 This becomes your action plan A living breathing document How are we doing along the way? 17 Planning success depends on satisfactorily executing the plan and monitoring the results. A well-planned accountability system increases the likelihood of successful implementation. Set performance measures and tracking monitor systems. Internal Factors 18

7 External Factors 19 SWOT 20 Priority Issues 21

8 More definitions 22 Mission The reason that the institution exists Vision What you want to look like in the future. Core Values Statements of what defines the institution and gives it soul. These can clarify and resolve issues. Goals Broad statements of what the institution hopes to achieve (5-7) Objectives Outcome based objectives are specific and measurable statements of results. These can best be expressed in how a project will influence behavior. Belief or attitude (3-5/goal). Initiatives/Tasks Specific programs, projects or activities that will occur to advance each goal. Initiatives are owned by groups, teams and/or individuals responsible for implementation (3-5/objective). Suggestions 23 For vision to have value it needs to be truly shared. To have a shared vision means a lot of people need to be involved in its development Tips 24 Include Outsiders Use analogies and metaphors from other fields Meet in unfamiliar settings Create informal/comfortable surroundings Create committee plan reporting forms that have three columns: Objectives assigned to committee, the current tasks/activity for that objective and the a quarterly progress/result

9 Why distinguish between the two 25 Strategic Planning - Formal Process Strategic Thinking - Art of how your visions and dreams can come to life Define and Identify Stakeholders A C r B

10 Creating the Future 28 Agree on Vision (B) A is your current reality How do you get to B from A C is everything it takes to make it happen (the apex) D is the key question. Is everyone on board to make it happen? Achieving the Future 29 Strategies and Action Items to Achieve desired outcomes Leadership Agreement on next steps to ensure momentum and follow through Actions to be taken to achieve Systems to facilitate and expedite follow through, reporting and accountability 30 STRATEGIC GOALS xyz organization Objective Actions/Strategies Deadline Person Responsible Update Goal One:

11 31 The day we accept doing things like we did them yesterday is the day we start going out of business -- Wendell R. Bell