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    Planning Today for a Successful Tomorrow: A Strategic ... Planning Today for a Successful Tomorrow: A Strategic ... Presentation Transcript

    • Planning Today for a Successful Tomorrow: A Strategic Planning Process
      • Judy Villard
      • Extension Agent, 4-H Youth Development and Chair
      • Ohio State University Extension, Richland County
    • Why do organizations need to plan?
      • Without a plan, the only way you get where you are going is by accident.
      • Strategic planning allows for all other planning (i.e., budgets, staffing, fundraising) to be coordinated
        • Brinckerhoff, 1994
    • Current need
      • “Define where the organization is going or where it is supposed to go”.
              • Luther, 1995
    • Tool for gathering information
      • Process using organized, systematic feedback
    • Strategic Planning
        • Disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what is does and why it does it.
        • Bryson, 1995, p. 4-5
    • Strategic Planning:
      • “ An ongoing, future-oriented, values-based process that empowers an organization and its members to identify action strategically necessary to accomplish its mission in an ever-changing and diverse environment
      • Safrit, 1998
    • Barriers to Planning
      • No Time
      • Staff resistance
      • Board members or stakeholders
      • Planning is non-productive use of time
      • Previous bad planning experience
      • Poor management
    • Values:
      • What organization stands for
      • What is important to an organization
      • Takes into account the current situation noting strengths, weaknesses, opportunities and threats
    • Mission:
      • Why organization exists
    • Vision:
      • What organization will look like in the future
    • Action Strategies:
      • Specific work plans leading the organization toward positive and desired future
    • Stakeholders:
      • Current users of the organization
      • Potential users of the organization
      • People affected by the work of the organization
    • Strategic Planning Process
      • Learn about the background of the organization:
        • History
        • Status of the organization
        • Staffing
        • Budget
    • Strategic Planning Process:
      • Identify stakeholders to participate in the pre-planning process
      • Send S.W.O.T. Profile (use color codes for different groups of stakeholders; compile all responses with the most frequent response first; divide into themes)
    •  
    • Strategic Planning Process:
      • Identify key stakeholders
      • Take care to select individuals who will not monopolize conversation
      • Invite key stakeholders to a strategic planning process meeting
    • Strategic Planning Process:
      • Ground rules for the group meeting:
        • All participants have the opportunity to speak
        • Challenge ideas, not people
        • Input adds to others’ ideas and responses
        • Respect the strategic planning process schedule
    • Strategic Planning Process
      • Share the S.W.O.T. results at group meeting
        • Responses are not to be taken personally
        • Responses are not out for debate
        • Responses are the “view” of what people see at this point in time
    • Strategic Planning Process
      • Separate large group into smaller work groups (4-6 people)
        • Facilitator to divide prior to group meeting
        • Separation should evenly divide knowledge, talent and experience
    • Strategic Planning Process
      • Distribute “Values” worksheets
        • Look for congruence between values and daily action/behavior of members and leaders
        • Suggest 4 – 7 values for consideration
        • KISS method for wording
        • Values used as a “yardstick” to see if organization measures up to what it believes is important
    • Strategic Planning Process
      • Distribute “Mission” worksheets
        • Look for basic, most critical goal/purpose
        • Based on WHAT is the organization’s reason for existence, WHOM served (audience), HOW audience is served and WHY organization is unique/benefits to society
      • Today’s vision statement might be someone’s mission 20 years from now
    • Strategic Planning Process
      • Distribute “Vision” worksheets
        • What would organization be like with unlimited time, energies and resources?
        • Look at organization as being perfect
        • Should be easy to understand and emotionally inspiring
        • “Stretch” the organization from today to aim for the future
    • Strategic Planning Process
      • Consolidate values, mission and vision
        • 1 member from group to collaborate ideas
      • Develop Action Strategies by identifying factors critical to success of organization
        • Action statements to accomplish critical success factors
    • Strategic Planning Process
      • Action Strategies
        • “ What” needs to be done
        • “ Who” is going to do it
        • “ When” is it going to get done
        • “ How” is it going to get done
      • Safrit, 1998
    • Resources
        • Brinckerhoff, P.C. (1994). Mission-based management: Leading your not-for-profit into the 21 st century . Oak Park, IL: Alpine Guild, Inc.
        • Bryson, J.M. (1989). Strategic planning for public and non-profit organizations . San Francisco: Jossey-Bass Publishers.
        • Caffarella, R. (1994). Planning programs for adult leaders: A practical guide for educators, trainers and staff developers . San Francisco: Jossey-Bass Publishers.
    • Additional Resources
        • Conklin, N.L., Jones, J. and Safrit, R.D. (Winter, 1992). Values: Acting on our shared beliefs. Journal of Home Economics , p. 127-131.
        • Luther, D.B. (1995). Putting strategic planning to work, Leadership.
    • Additional Resources
        • Safrit, R.D. (Autumn, 1998). Program planning, Unpublished course notes, Agriculture Education 823 , The Ohio State University, p. 14-25.
        • Safrit, R.D. (1990). Values stratification in the strategic planning process for adult education organizations, Unpublished doctoral dissertation , North Carolina State University, Raleigh.