Strategic Planning - Road Maps For The Future

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Strategic Planning - Road Maps For The Future

  1. 1. Strategic Planning Frameworks: Choosing What Fits Your Organization While you wait… • What do you think of when you hear someone use the term “strategic planning?” • Take a note card and jot down one or two thoughts. 1
  2. 2. Getting Started… • Now, get up and walk around. Exchange cards with someone. Discuss what you’ve each written. • Keep the card you’ve been given and find someone else to exchange with. • You are looking for new ideas, new insights, something interesting. Today’s Goals • Participants will develop an understanding of the purpose of strategic planning. • Participants will understand the board’s and the staff’s roles in the strategic planning process. • Participants will be introduced to some best practices in planning. 2
  3. 3. Workshop Philosophy • Each participant is responsible for their own learning. • Ask questions • Ask for clarification • Ask to speed-up or to slow down. • Share your ideas with the group. • Idea board – for “let’s get back to that” • Please turn off (or put on silent) all cell phones, pagers and other communication devises. Benefits… • Strategic planning does – Focus the organization’s energy. – Ensure the board, staff, and volunteers are working toward the same goals. – Help the organization assess and adjust its direction in response to a changing environment. 3
  4. 4. Cautions… • Strategic planning does not – Make future decisions for your organization – Substitute for best judgment of leadership. – Solve serious problems or a crisis. – Typically flow smoothly from one step to the next. – It does not “end” when your facilitator hands you your typed plan it just begins. Roles and Responsibilities – Board: Has primary responsibility for strategic planning. – Staff: plays a supporting role in the process. Providing information, advice, and administrative support. 4
  5. 5. Roles and Responsibilities – Staff: Has primary responsibility for tactical planning – Board: approves tactical plans (assuring they are consistent with their intent), monitors implementation, and evaluates outcomes. Planning Models • Goals-Based Planning • Issues-Based Planning • Scenario Planning 5
  6. 6. Goals-based Planning 1. Review and affirm mission, vision, and values 2. Review and affirm internal and external environment 3. Establish strategic goals 4. Specify strategies 5. Develop tactics (action plan) 6. Implement, monitor, adjust Issues-based Planning 1. Situational analysis (internal & external) 2. Identify critical issues 3. Identify strategies to address critical issues 4. Establish strategic goals 5. Examine mission, vision, and values in light of situational analysis 6. Develop tactics (action plan) 7. Implement, monitor, adjust 6
  7. 7. Scenario Planning 1. For various points in the future, identify the major driving forces that will affect your organization, its clients, funders, community, etc. (3 yrs, 5 yrs, 10, yrs). 2. Develop a worst-case scenario and a best-case scenario based on how you believe these driving forces will affect your organization. 3. Develop a “most realistic” scenario – blending worsecase, best-case and how you’ve been conducting “business as usual” over the past 3-5 years. 4. For each scenario (best-case, worst-case, and most realistic-case) the planners are required to examine their mission, vision, values, and think about strategies and tactics. Implementation… • Where do you go from here? • What needs to be in place before a strategic planning session can begin? 7
  8. 8. Consider this… • Why strategic planning? • Do you need an outside facilitator? – Why or why not? • What kind of representation do you need? • Do you need more information before you start? • What method is most applicable to your organization? • Are you working under a timeframe? • Are there issues that need to be handled before you begin? Next Steps • Select a committee. • Select a date. • Select a facilitator. Now What? 8
  9. 9. Pre-Consultation w/ Board • Introduction to process (Drivers Model) • Roles and Responsibilities of Board & Staff • Discussion of Community Input • Discussion of data needed to inform decision making Community Input Session Critical Questions What is the public perception of your org? What challenges do you need to overcome to be successful? What should your top priorities be in the next three to five years? 9
  10. 10. First Session • Review of Appreciate Inquire interviews and community input. • S.W.O.T analysis • Strategic Areas • Goal(s) for each Strategic Area Second Session • Goal(s) for each Strategic Area • Objectives • Strategies • Tactics 10
  11. 11. Third Session • Yearly Planning (Prioritization) • Tactics • Accountability Charts • Mission & Vision Review Recommend Plan to the Board It is important to let your committee know that this plan is simply a recommendation. Only the board as a whole can adopt this plan. 11
  12. 12. Contact info: Jillian M. (Miller) Henry Indiana Nonprofit Resource Network 765-413-6049 jmiller@uw.lafayette.in.us www.INRNWEST.blogspot.com 12

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