Forks in the Road: Key Choices to Consider Before You Start Designing Your Strategic Planning Process. December 11, 2013

Transcription

1 Forks in the Road: Key Choices to Consider Before You Start Designing Your Strategic Planning Process December 11, 2013

2 Logistics All participants are automatically muted by webinar administrators. You may ask questions by typing them in using the chat feature. If your audio is through a telephone, please make sure to enter your audio PIN, otherwise we are unable to unmute you. For discussion, please raise your hand. You will be called on and un-muted so that you can ask your question live. If anyone is watching the webinar with multiple people around one computer, please chat in your contact information so that we can include you on any follow up. Today s webinar will be recorded. The recording will be available on our website.

3 Capacity for Health at the Asian & Pacific Islander American Health Forum, a capacity building assistance program, with offices in San Francisco, CA and Washington, DC.

4 About Your Presenter Ed Tepporn is the Vice President of Community Strategies at APIAHF. He has over 18 years of experience in the nonprofit sector and has provided capacity building to hundreds of organizations across the U.S. and its territories.

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6 Strategic Planning A systematic process through which an organization agrees on (and builds commitment among key stakeholders to) priorities that are essential to its mission and are responsive to the environment. Strategic planning guides the acquisition and allocation of resources to achieve these priorities. Michael Allison and Jude Kaye Strategic Planning for Nonprofit Organizations

7 Typical Phases of Strategic Planning PLAN FOR THE PLAN MISSION, VISION, VALUES GATHER DATA SET PRIORITY (IES) WRITE THE PLAN IMPLMNT THE PLAN EVALUATE AND MONITOR

8 Polling Slide What level of gut reaction do the words strategic planning trigger for you? 1. I love strategic planning. Let s do it! 2. I know it s important. But. 3. Ugh. Here we go again. 6 months worth of talking to produce another paperweight.

9 Webinar Objectives By the end of this workshop, you will have an: 1. Increased understanding of at least 5 key considerations in developing a strategic planning process 2. Increased knowledge about the 3 levels of strategic planning 3. Increased ability to tailor a strategic planning process to meet the needs of your organization 4. Increased confidence to develop an effective strategic planning process

10 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

11 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

12 Why Are We Doing This Now? Funding Environment Affordable Care Act Shifting Federal Priorities New Paradigms

13 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you incorporate retreat(s)? 7) Will you use a consultant? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

14 Extensive Workplan (4-8 months) Who? How? What? Entire Board Entire Staff Clients Funders Partners Initial meetings Orientation to planning Board and staff retreats Identify external stakeholders and collect external stakeholder input Planning mtgs to review internal and external environment Planning mtgs to discuss possible strategic issues and priorities Planning mtgs to develop goals and objectives Planning mtgs to edit draft Board of Directors meet to approve Follow up staff mtgs pages Mission Strategic issues Core strategies Program goals and objectives Management/ Operations goals and objectives Summary of planning process Appendixes Detailed operation plan

15 Extensive Workplan (4-8 months) Who? How? What? Entire Board Entire Staff Clients Funders Partners Initial meetings Orientation to planning Board and staff retreats Identify external stakeholders and collect external stakeholder input Planning mtgs to review internal and external environment Planning mtgs to discuss possible strategic issues and priorities Planning mtgs to develop goals and objectives Planning mtgs to edit draft Board of Directors meet to approve Follow up staff mtgs pages Mission Strategic issues Core strategies Program goals and objectives Management/ Operations goals and objectives Summary of planning process Appendixes Detailed operation plan

16 Extensive Workplan (4-8 months) Who? How? What? Entire Board Entire Staff Clients Funders Partners Initial meetings Orientation to planning Board and staff retreats Identify external stakeholders and collect external stakeholder input Planning mtgs to review internal and external environment Planning mtgs to discuss possible strategic issues and priorities Planning mtgs to develop goals and objectives Planning mtgs to edit draft Board of Directors mt to approve Follow up staff mtgs pages Mission Strategic issues Core strategies Program goals and objectives Management/ Operations goals and objectives Summary of planning process Appendixes Detailed operation plan

17 Moderate Workplan (1-3 months) Who? How? What? Smaller CBOs Entire Board Entire Staff Clients Larger CBO Entire Board Management Team Clients Funders 1 or 2 days of large group meetings Smaller meetings of board and line staff to inform large group meetings Some planning committee meetings (focus on past, present, and future) Some form of data collection 8-12 pages Mission Strategic issues Long-term and short-term program and management priorities Program and management goals (optional) Summary of data collection (optional) Annual operating plan

18 Moderate Workplan (1-3 months) Who? How? What? Smaller CBOs Entire Board Entire Staff Clients Larger CBO Entire Board Management Team Clients Funders 1 or 2 days of large group meetings Smaller meetings of board and line staff to inform large group meetings Some planning committee meetings (focus on past, present, and future) Some form of data collection 8-12 pages Mission Strategic issues Long-term and short-term program and management priorities Program and management goals (optional) Summary of data collection (optional) Annual operating plan

19 Moderate Workplan (1-3 months) Who? How? What? Smaller CBOs Entire Board Entire Staff Clients Larger CBO Entire Board Management Team Clients Funders 1 or 2 days of large group meetings Smaller meetings of board and line staff to inform large group meetings Some planning committee meetings (focus on past, present, and future) Some form of data collection 8-12 pages Mission Strategic issues Long-term and short-term program and management priorities Program and management goals (optional) Summary of data collection (optional) Annual operating plan

20 Abbreviated Workplan (1 day) Who? How? What? Smaller CBOs Entire Board Entire Staff Larger CBO Entire Board Staff Representatives Day long retreat (with pre-retreat planning time) Follow up meetings by staff (to develop operational plan) 3-8 pages Mission Summary of strategies List of long term and short term program and management priorities Annual operating plan

21 Abbreviated Workplan (1 day) Who? How? What? Smaller CBOs Entire Board Entire Staff Larger CBO Entire Board Staff Representatives Day long retreat (with pre-retreat planning time) Follow up meetings by staff (to develop operational plan) 3-8 pages Mission Summary of strategies List of long term and short term program and management priorities Annual operating plan

22 Abbreviated Workplan (1 day) Who? How? What? Smaller CBOs Entire Board Entire Staff Larger CBO Entire Board Staff Representatives Day long retreat (with pre-retreat planning time) Follow up meetings by staff (to develop operational plan) 3-8 pages Mission Summary of strategies List of long term and short term program and management priorities Annual operating plan

23 Poll: Which level of intensity is right for your organization? 1. Extensive 2. Moderate 3. Abbreviated

24 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

25 Poll: Who do you think is in charge of the strategic planning process? 1. The Board. 2. The Staff. 3. The Board and Staff together.

26 Board Led Approach Board Staff

27 Staff Led Approach Board Staff

28 Board-Staff Partnership Approach Board Staff

29 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

30 Who s Leading the Process? Image of Herding Cats

31 Who s Leading the Process? The Options Board President Board Member Executive Director Senior Staff Person

32 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

33 Who s Writing It? The Options Board Member Executive Director Senior Staff Person

34 Board Member Who s Writing It? The Options Executive Director Senior Staff Person Consultant

35 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

36 To Consultant or Not To Consultant?

37 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

38 Retreat Choices? 1. Start with data gathering. 2. Start with committee meetings. 3. Start with a retreat. 4. End with a retreat. 5. Start and end with retreats.

39 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

40 Internal Stakeholders EXECUTIVE DIRECTOR LEADERSHIP FACILITATION BOARD OF DIRECTORS DECISION MAKING STAFF PROVIDE INPUT ADVISORY BOARD

41 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

42 Who Are Your External Stakeholders? CLIENTS PARTNERS FUNDERS COMPETITORS DONORS FORMER STAFF AND BOARD

43 Let s Chat! How might you involve external stakeholders in your strategic planning process?

44 Key Questions to Consider 1) Why are we doing this now? 2) How intensive will our process be? 3) Who s in charge? 4) Who s leading the process? 5) Who s writing it? 6) Will you use a consultant? 7) Will you incorporate retreat(s)? 8) Will/How will you involve internal stakeholders? 9) Will/How will you involve external stakeholders? 10)Will/How will you keep stakeholders informed?

45 Let s Chat! How will you keep stakeholders informed?

46 Q & A To ask a question, please 1) Raise your hand. Your line will be unmuted. OR 2) Type your question into the chat box.

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