Strategic. Planning. Mike Hourihan

Transcription

1 Advanced Strategic Planning Mike Hourihan

2 OBJECTIVES Explore an effective strategic planning process Discover how to structure Strategic Planning Utilize specific models and steps to implement and execute plans Create organizational control and monitor progress

3 What is Strategic Planning?

4 Why do Strategic Planning? If you fail to plan, then you plan to fail be proactive about the future Strategic planning improves performance Counters short-term thinking Addresses major challenges at a macro level Communicates to everyone what is most important

5 A Good Strategic Plan should... Address critical performance challenges Create the right balance between what the organization is doing and what the organization is capable of doing Create a time period to close the performance gap Be Visionary convey a desired future end state Be Flexible allow and accommodate change Guide decision making at lower levels tactical, individual

6 Strategic Planning Where Are We Now? The PLAN Where Do We Need To Be?

7 The 4 P s : Purpose: Why do we have to do this? - What would happen if we don t? Picture: What does completion look like? - Begin with the end in mind. Plan: How will it work? - What needs to be done to get to the picture? Part: What is my/your role? - What part do we play?

8 Begin With The End In Mind Stephen Covey, Habit #2 Clear understanding of your destination Create it mentally before creating it physically Clarify values and set priorities

9 Where Are We Now? Data Gathering Interviews Focus Groups Financial Analysis Business Processes Program Assessment Benchmarking The beginnings of anything are always messy.

10 Where do we need to go? Best Practices Subject Matter Experts Scenario Planning Prioritization Legacy Generate Ideas Planning needs many good ideas. The best way to get good ideas is to get lots of ideas, and throw the bad ones away.

11 Strategic Planning for Municipalities A Users Guide Thomas E. Plant

12 REACTIVE Planning a future based on current circumstances, current events and current conditions: - Here we are - These are our problems - These are our opportunities - These are our resources - External signals (what to do) So, here s the plan. Regarding perceived obstacles: That rock in the way ceases to be a rock the moment someone sees it as a monument.

13 PROACTIVE Start with your vision your desired future (based on your values, objectives and responsibilities): - Here we are - What must we do to get there? - What do we have to create to get there? - These are our resources - Internal signals (ought to do) So, here s the plan. The best way to predict the future is to create it yourself.

14 PRIORITIZATION MODEL Important Not Important Urgent Urgent Not Urgent Not Urgent Important Not Important

15 Strategic Planning Elements People Process I nformation Preparation Ti me

16 Strategic Planning Benefits Clarify Future Direction Solve Organizational Problems Establish Clear Priorities Build Teamwork Effective Utilization of Resources

17 Strategic Planning v Long Range Planning Strategic Plans and Actions Identify and Resolve Major Issues Assess Internal and External Trends Visionary Pro - Active Oriented Long Range Planning only Specify Goals and Objectives Assume Current Trends Projections Reactive Oriented Multiple Stakeholders

18 Strategic Planning An Eight Step Model Clarify Mandates Create The Vision Develop Action Plans And Tactics Implement The Plan Assess Present Circumstances Evaluate And Adjust Determine What Is Required Make Changes; Stay Fluid

19 Strategic Plan Hierarchy Define our culture identify values, traditions and customs. What is, or will be, our legacy? Develop the vision, mission, goals and objectives. Proactive, long range big picture = Strategy Develop actions brainstorm options, choose approach; establish initiatives, timelines and accountabilities. Establish Performance Measures to define and measure success. Strategic=Quality of life; Tactical=Operations

20 Clarify Mandates Formal and Informal Mandates The "Musts"

21 Create The Vision Why Do We Exist? What Community Needs Should Be Fulfilled? What Is Our Legacy? What Is Our Mission? Identify and Involve Stakeholders If You Don t Know Where You Are Going, How Do You Know When You Get There?

22 Vision Statement Captures the essence of the organization Who we are / What we are Expresses the core value of the organization Brief, to the point & easy to understand Convey the unique nature of your organization

23 Vision Statement - Example The City of Greatville will be the regional epicenter for its citizens and businesses, providing quality residential living, a vibrant commercial climate, a robust business structure, and an integrated multimodal transportation system. Greatville will serve as an archway between the region and the world.

24 A STAKEHOLDER is: PEOPLE OR GROUPS WHICH... A) Have an interest in your result B) Might oppose your vision C) Might support (visibly, or behind the scenes) D) Able to assist (technical, community influence) E) See the results as not beneficial to them (WIIFM) F) Have the ability to provide resources G) Can influence the decision; determine your success

25 Public Involvement Spectrum ACTIVITY Empower Collaborate Engage Consult Inform GOAL: LEVEL OF INVOLVEMENT Final decision making authority in the hands of the citizens Partner with public development of goals and prioritization of initiatives Citizen issues, concerns and priorities are included, understood and integrated Obtain public feedback on identification and analysis of issues, options and decisions Provide public with balanced and objective information help them understand

26 The MISSION of an Organization... is based on it s Culture. Mission Statement What Are The Basic Needs We Must Fulfill? How Do We Respond To Those Needs? What Is Our Philosophy? What Are Our Core Values? What Makes Us Distinctive or Unique? Develop Guiding Principles A mission brings purpose to our today, and creates a destiny for tomorrow.

27 Mission Statement Examples City of Greatville To provide exceptional costeffective and reliable municipal services by being professional, informed, responsive and compassionate Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization. City of Blandville To be a nice place to live Too vague and unclear. Need more descriptive information about what makes the organization special.

28 Assess Present Circumstances STRENGTHS * We do this well: Keep doing this * Tangible efficiency, quality * Intangible leadership, reputation WEAKNESSES * We need improvement: Make adjustments * Within control: unskilled, outdated, insufficient, unresponsive (Typically, these are internal characteristics)

29 Assess Present Circumstances OPPORTUNITIES * Posture for change: What can we take advantage of? * Growth, new, expanded * Timing is vital THREATS * Factors which pose a current or future negative impact * New economics, mandates (Typically, these are external characteristics)

30 Assessment Model: S W O T CURRENT Internal Assessment: Organizational structure, resources, people, culture, systems, partnerships, suppliers,... FUTURE External Assessment: Community, social trends, technology, regulatory environment, economic cycles Good Points Easy to Understand Apply at any organizational level Possible Pitfalls Needs to be Analytical and Specific - not vague Be honest about your weaknesses

31 Determine What Is Required to reach your Objective People Resources Risks Time/Timetable Obstacles Manage How? Who? Activities Envision the challenges and develop a good plan; It doesn t work to leap a 20 foot gap in two 10 foot jumps.

32 Develop Action Plans to bridge the gap between the Present and the Future Start with the Future and plan backwards How are we going to get it done? Who is going to get it done? Measurable steps Without a plan, the future is the same as the present, only it is much longer.

33 What are Action Plans? The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic objectives where the rubber meets the road Action Plans are geared toward operations, procedures, and processes They describe who does what, when it will be completed, and how the organization knows when steps are completed Action Plans require the monitoring of progress on goals, for which measures are needed Objectives Goals Action Plans

34 The 4 Disciplines Focus on the wildly important Do a few things with excellence rather than many things with mediocrity Create a compelling scoreboard People play for real when we re keeping score Translate goals into actions Writing about it and doing it are two different things Hold each other accountable Knowing others are counting on you raises your level of commitment

35 Planning and Performance 3 Options: GOOD FAST INEXPENSIVE

36 Implement The Plan TELL SELL CONSULT A bad plan is always easier to get into than out of. JOIN

37 Begin at the beginning, the King said gravely, and go until you come to the end; then stop. Lewis Carroll Alice s Adventures in Wonderland

38 EVALUATE And Adjust As Necessary Publicize Success Minimize Un-Success CONSEQUENCES The worth of an endeavor is to be measured by what you can take away from it.

39 Make Changes As Necessary; Stay Fluid When choosing between two things, I always pick the one I haven t tried before.

40 Force Field Analysis What are the positive and negative FORCES that may affect the outcome of our goal? Things that can help + Positive Consequence - Barriers Negative Consequence

41 Keys To Success On-going Monitoring And Updating Agree On Key Assumptions Reasonable Number of Priorities Shared Vision of The Future Keys to success? There are many. But the one key to failure is to try to please everybody.

42 Mike Hourihan

43 Create a Vision Statement Imagine you left the area for 10 years and have suddenly come back in 2021; What will your ideal community be? What will be different? What will people be doing? What role is technology playing? What will the enterprise look like? Brainstorm lots of ideas, words and phrases and then create a vision statement