North Carolina Theatre Conference Get on the  Strategic Planning Bus! Presented by Dave Olson University of North Carolina...
Goals of today’s session <ul><li>What is strategic planning and why is it important? </li></ul><ul><li>Is planning for eve...
Why plan? <ul><li>Let’s take a bus trip!! </li></ul><ul><li>What’s the point here? </li></ul><ul><li>Why is this process v...
Quote of the day… <ul><li>Alice: Which way should we go? (when coming upon a fork in the road) </li></ul><ul><li>Cat: That...
What is strategic planning? <ul><li>” Strategic planning is the  systematic  process  through which an organization agrees...
So, why plan? <ul><li>Greater opportunity for achieving mission by creating a roadmap of how to get where you’re going </l...
So why plan (cont’d) <ul><li>Allows for more effective allocation of resources </li></ul><ul><ul><li>People and $$ </li></...
All kinds of excuses!! <ul><li>Fire-fighting – “ too busy” </li></ul><ul><li>Waste of time </li></ul><ul><li>Too expensive...
More excuses <ul><li>Prior unsuccessful experiences </li></ul><ul><li>Self-interests  – will this new plan threaten my pos...
Why planning fails <ul><li>Not fully committed  - doing it just to jump through the hoops </li></ul><ul><li>Employee-relat...
Why planning fails (cont’d) <ul><li>Failing to create and support a culture  and climate of success </li></ul><ul><ul><li>...
Keys to successful planning <ul><li>Involve employees  and keep them informed </li></ul><ul><li>Don’t stifle the creative ...
Should  you  plan? <ul><li>Is strategic planning required? </li></ul><ul><li>It may not be the right time </li></ul><ul><u...
Ok, enough theory… (c) David L. Olson - 2010
Steps in the planning process <ul><li>Pre-planning - planning to plan </li></ul><ul><li>Mission, vision and values </li></...
Step 1:  Planning to plan <ul><li>Who to include? </li></ul><ul><ul><li>How best to involve each group?  Roles? </li></ul>...
Planning to plan (cont’d) <ul><li>KEY:  Who should lead the planning process? </li></ul><ul><ul><li>Board member? </li></u...
Planning to plan (cont’d) <ul><li>Who will actually write the plan? </li></ul><ul><ul><li>Language, tone, voice are import...
Step 2:  It all starts with the mission! <ul><li>We are mission-driven organizations </li></ul><ul><ul><li>Who are we? </l...
Abingdon Theatre – New York City (existing) <ul><li>“ Since 1993, Abingdon Theatre Company has developed and produced new ...
Abingdon Theatre (proposed) <ul><li>“ Abingdon Theatre Company's mission is to develop and produce new plays by American p...
Step 3:  Situation analysis <ul><li>Puts your organization’s situation (both current  and  potential future) into some typ...
A really important step <ul><li>This info is the foundation of your plan </li></ul><ul><li>If not done well,  it will affe...
What to include here? <ul><li>Historical frame of reference </li></ul><ul><ul><li>Where we’ve been </li></ul></ul><ul><ul>...
SWOT Analysis <ul><li>S trengths (internal) </li></ul><ul><li>W eaknesses (internal) </li></ul><ul><li>O pportunities (ext...
Internal components <ul><li>Strengths </li></ul><ul><ul><li>Things we do well </li></ul></ul><ul><li>Weaknesses </li></ul>...
External components <ul><li>Opportunities and threats </li></ul><ul><li>We do  not  have direct control over these factors...
External components (cont’d) <ul><li>Examples of external forces </li></ul><ul><ul><ul><li>Economic </li></ul></ul></ul><u...
SWOT analysis:  brainstorming <ul><li>SWOT analysis typically done in a group, brainstorming-type setting </li></ul><ul><l...
Brainstorming guidelines <ul><li>Create an environment for creativity </li></ul><ul><ul><li>Free thinking </li></ul></ul><...
Step 4:  Develop objectives <ul><li>Objectives:  what  you want to achieve </li></ul><ul><li>These are your institutional ...
Developing clear goals <ul><li>Example goal:  “We want to sell more tickets than last year” </li></ul><ul><ul><li>Any prob...
Step 5:  Develop strategies <ul><li>Strategies :  how are you going to reach your goals </li></ul><ul><ul><li>Specific ste...
How strategies relate to goals <ul><li>Goal : </li></ul><ul><li>Achieve 3% growth in season ticket sales each year for the...
Step 6:  Implementation (c) David L. Olson - 2010
Step 7:  evaluation <ul><li>It’s important to use the plan </li></ul><ul><li>Follow-up on your progress </li></ul><ul><ul>...
Let’s look at an example <ul><li>Welcome to the All-Pippin Dinner Theatre… </li></ul>(c) David L. Olson - 2010
Summary <ul><li>Planning is a vital part of your organization’s operation </li></ul><ul><li>Any plan is better than no pla...
Planning resources <ul><li>“ Strategic Planning in Nonprofit organizations, ” Allison and Kaye </li></ul><ul><li>“ Strateg...
Contact information <ul><li>Dave Olson </li></ul><ul><li>University of North Carolina School of the Arts </li></ul><ul><li...
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Strategic planning presentation nctc 2010

  1. 1. North Carolina Theatre Conference Get on the Strategic Planning Bus! Presented by Dave Olson University of North Carolina School of the Arts July 26, 2010
  2. 2. Goals of today’s session <ul><li>What is strategic planning and why is it important? </li></ul><ul><li>Is planning for everyone? </li></ul><ul><li>Steps in the planning process </li></ul><ul><li>Example </li></ul>(c) David L. Olson - 2010
  3. 3. Why plan? <ul><li>Let’s take a bus trip!! </li></ul><ul><li>What’s the point here? </li></ul><ul><li>Why is this process valuable? </li></ul>(c) David L. Olson - 2010
  4. 4. Quote of the day… <ul><li>Alice: Which way should we go? (when coming upon a fork in the road) </li></ul><ul><li>Cat: That depends on where you are going. </li></ul><ul><li>Alice: I don’t know where I’m going! </li></ul><ul><li>Cat: Then it doesn’t matter which way you go!! </li></ul><ul><li>Lewis Carroll </li></ul><ul><li>Through the Looking Glass , 1872 </li></ul>(c) David L. Olson - 2010
  5. 5. What is strategic planning? <ul><li>” Strategic planning is the 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 those priorities.” (Allison and Kaye) </li></ul>(c) David L. Olson - 2010
  6. 6. So, why plan? <ul><li>Greater opportunity for achieving mission by creating a roadmap of how to get where you’re going </li></ul><ul><li>Increased awareness of the ever-changing external environment </li></ul><ul><li>Provides a framework for internal decision-making </li></ul><ul><ul><li>Allows major decisions to support organizational objectives </li></ul></ul>(c) David L. Olson - 2010
  7. 7. So why plan (cont’d) <ul><li>Allows for more effective allocation of resources </li></ul><ul><ul><li>People and $$ </li></ul></ul><ul><li>Gives people something to work toward – provides direction </li></ul><ul><li>Improved understanding of the world around you, and its impact on your operation </li></ul>(c) David L. Olson - 2010
  8. 8. All kinds of excuses!! <ul><li>Fire-fighting – “ too busy” </li></ul><ul><li>Waste of time </li></ul><ul><li>Too expensive – remember that planning is an investment in the future! </li></ul><ul><li>Laziness </li></ul><ul><li>Content with status-quo – classic “head-in-the sand” response </li></ul><ul><ul><li>What do I mean here? </li></ul></ul><ul><li>Fear of failure – “what if we can’t do it?” </li></ul><ul><li>Overconfidence – “we don’t need this…I know what we’re doing!!” </li></ul>(c) David L. Olson - 2010
  9. 9. More excuses <ul><li>Prior unsuccessful experiences </li></ul><ul><li>Self-interests – will this new plan threaten my position? Not working for the best interests of the company overall </li></ul><ul><li>Fear of the unknown </li></ul><ul><li>Honest differences of opinion – can’t come to an agreement </li></ul><ul><li>Suspicion - lack of trust </li></ul><ul><li>Poor reward structures – incentives not in place to get people going </li></ul><ul><ul><li>Ties to annual individual goal-setting? Performance reviews?? </li></ul></ul>(c) David L. Olson - 2010
  10. 10. Why planning fails <ul><li>Not fully committed - doing it just to jump through the hoops </li></ul><ul><li>Employee-related issues </li></ul><ul><ul><li>Failing to involve employees in process </li></ul></ul><ul><ul><li>Failing to get buy-in from the employees </li></ul></ul><ul><ul><li>Not communicating plan clearly to those responsible for implementation </li></ul></ul><ul><li>No support from management </li></ul>(c) David L. Olson - 2010
  11. 11. Why planning fails (cont’d) <ul><li>Failing to create and support a culture and climate of success </li></ul><ul><ul><li>Make planning a part of the culture </li></ul></ul><ul><li>Shortsightedness – worrying only about today (too busy) </li></ul><ul><li>Lack of creativity and flexibility in the process – criticizing ideas, etc. </li></ul><ul><li>Lack of leadership experience </li></ul>(c) David L. Olson - 2010
  12. 12. Keys to successful planning <ul><li>Involve employees and keep them informed </li></ul><ul><li>Don’t stifle the creative process – you just don’t know where ideas may come from or where they may lead!! </li></ul><ul><li>Management MUST drive and support the plan </li></ul><ul><ul><li>You should see the plan in action in the decisions that are made, and in the language that is used </li></ul></ul><ul><li>Don’t ignore it once it’s drafted </li></ul>(c) David L. Olson - 2010
  13. 13. Should you plan? <ul><li>Is strategic planning required? </li></ul><ul><li>It may not be the right time </li></ul><ul><ul><li>Leadership transitions </li></ul></ul><ul><ul><li>Financial crisis </li></ul></ul><ul><ul><li>Right people aren’t in place </li></ul></ul><ul><ul><li>No boar support </li></ul></ul><ul><ul><li>Other institutional transitions </li></ul></ul>(c) David L. Olson - 2010
  14. 14. Ok, enough theory… (c) David L. Olson - 2010
  15. 15. Steps in the planning process <ul><li>Pre-planning - planning to plan </li></ul><ul><li>Mission, vision and values </li></ul><ul><li>Situation (SWOT) analysis </li></ul><ul><li>Institutional goals and objectives </li></ul><ul><li>Strategies to achieve objectives </li></ul><ul><li>Execution </li></ul><ul><li>Evaluation </li></ul>(c) David L. Olson - 2010
  16. 16. Step 1: Planning to plan <ul><li>Who to include? </li></ul><ul><ul><li>How best to involve each group? Roles? </li></ul></ul><ul><ul><li>Board, staff, funders, patrons, volunteers, others? </li></ul></ul><ul><li>Structure of the group? </li></ul><ul><li>Timing and timelines </li></ul><ul><ul><li>Tentative duration of process (wkd, 1 mo. 6 mo?) </li></ul></ul><ul><ul><li>Where held? </li></ul></ul><ul><ul><li>Deadlines, due dates </li></ul></ul>(c) David L. Olson - 2010
  17. 17. Planning to plan (cont’d) <ul><li>KEY: Who should lead the planning process? </li></ul><ul><ul><li>Board member? </li></ul></ul><ul><ul><li>Executive Director? </li></ul></ul><ul><ul><li>External facilitator? </li></ul></ul><ul><li>Pros and cons? </li></ul><ul><li>Who makes the final decision on the content of the plan??? </li></ul><ul><ul><li>Whose plan is this, technically? </li></ul></ul>(c) David L. Olson - 2010
  18. 18. Planning to plan (cont’d) <ul><li>Who will actually write the plan? </li></ul><ul><ul><li>Language, tone, voice are important </li></ul></ul><ul><li>Keeping people updated </li></ul><ul><ul><li>** Communication and inclusion are two of the key components of success in this process** </li></ul></ul>(c) David L. Olson - 2010
  19. 19. Step 2: It all starts with the mission! <ul><li>We are mission-driven organizations </li></ul><ul><ul><li>Who are we? </li></ul></ul><ul><ul><li>Why are we here? </li></ul></ul><ul><ul><li>What’s our purpose? </li></ul></ul><ul><li>Goal here: Review, reaffirm, or revise mission </li></ul><ul><li>Use rich, inspiring language that people can get behind – “Galvanize!!” </li></ul><ul><ul><li>Create something that inspires people! </li></ul></ul>(c) David L. Olson - 2010
  20. 20. Abingdon Theatre – New York City (existing) <ul><li>“ Since 1993, Abingdon Theatre Company has developed and produced new plays by American playwrights exclusively. Our actors, directors, designers, producers and dramaturges have collaborated with more than 200 playwrights to develop original plays. Under the artistic direction of Jan Buttram and Pamela Paul, the company provides a safe home in which playwrights collaborate with other theatre artists and receive audience feedback through the utilization of our five-step development process: First Readings, Staged Readings, Workout Labs, Studio Productions and Mainstage Productions.” </li></ul>(c) David L. Olson - 2010
  21. 21. Abingdon Theatre (proposed) <ul><li>“ Abingdon Theatre Company's mission is to develop and produce new plays by American playwrights. We explore socially relevant, high-impact plays that speak to who we are as people, how we got here, and where we are going . We believe that new theatre, created by American artists, presents the most powerful tool for raising social awareness in this country. We cultivate striking theatrical experiences , creating a vibrant home for playwrights, actors, designers, directors and audience.” </li></ul><ul><li>Jim Farrell, UNCSA MFA - 2007 </li></ul>(c) David L. Olson - 2010
  22. 22. Step 3: Situation analysis <ul><li>Puts your organization’s situation (both current and potential future) into some type of context </li></ul><ul><ul><li>Internally </li></ul></ul><ul><ul><li>Externally </li></ul></ul><ul><li>Two primary goals of this step </li></ul><ul><ul><li>Assess how well you are doing currently </li></ul></ul><ul><ul><li>What do you need to know and consider to do better in the future </li></ul></ul><ul><li>This is the “getting your head out of the sand” step! </li></ul>(c) David L. Olson - 2010
  23. 23. A really important step <ul><li>This info is the foundation of your plan </li></ul><ul><li>If not done well, it will affect the integrity and quality of your plan </li></ul><ul><li>You need to get this right!!! </li></ul><ul><li>MUST be an honest assessment </li></ul><ul><ul><li>Sometimes people find it difficult to be honest here (“We don’t do ________ very well”) </li></ul></ul><ul><ul><li>Structure of the “process” must be conducive to openness and honestly, in a non-hostile environment </li></ul></ul><ul><ul><li>Possible criticism of departments, operations, individuals </li></ul></ul><ul><ul><li>Don’t want to offend anyone, or to appear critical </li></ul></ul>(c) David L. Olson - 2010
  24. 24. What to include here? <ul><li>Historical frame of reference </li></ul><ul><ul><li>Where we’ve been </li></ul></ul><ul><ul><li>Current strategies, conditions, etc. </li></ul></ul><ul><li>SWOT analysis </li></ul><ul><li>Competitive analysis </li></ul>(c) David L. Olson - 2010
  25. 25. SWOT Analysis <ul><li>S trengths (internal) </li></ul><ul><li>W eaknesses (internal) </li></ul><ul><li>O pportunities (external) </li></ul><ul><li>T hreats (external) </li></ul>(c) David L. Olson - 2010
  26. 26. Internal components <ul><li>Strengths </li></ul><ul><ul><li>Things we do well </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>Things we don’t do well </li></ul></ul><ul><li>Things under our control </li></ul><ul><li>Examples? </li></ul>(c) David L. Olson - 2010
  27. 27. External components <ul><li>Opportunities and threats </li></ul><ul><li>We do not have direct control over these factors </li></ul><ul><li>Best we can do is anticipate them , and develop a process for addressing them </li></ul><ul><li>Heighten your awareness of what could possibly affect your organization </li></ul><ul><ul><li>keeping your head in the game! </li></ul></ul>(c) David L. Olson - 2010
  28. 28. External components (cont’d) <ul><li>Examples of external forces </li></ul><ul><ul><ul><li>Economic </li></ul></ul></ul><ul><ul><ul><li>Social </li></ul></ul></ul><ul><ul><ul><li>Political, legal & governmental </li></ul></ul></ul><ul><ul><ul><li>Technological </li></ul></ul></ul><ul><ul><ul><li>Competitive </li></ul></ul></ul>(c) David L. Olson - 2010
  29. 29. SWOT analysis: brainstorming <ul><li>SWOT analysis typically done in a group, brainstorming-type setting </li></ul><ul><li>Use of a facilitator </li></ul><ul><li>(will see an example shortly) </li></ul>(c) David L. Olson - 2010
  30. 30. Brainstorming guidelines <ul><li>Create an environment for creativity </li></ul><ul><ul><li>Free thinking </li></ul></ul><ul><li>No filtering of ideas </li></ul><ul><ul><li>Don’t throw anything out on the 1 st pass </li></ul></ul><ul><li>No idea is a bad idea!!! </li></ul><ul><li>Ideas lead to other ideas – the final ideas may come several steps down the line </li></ul>(c) David L. Olson - 2010
  31. 31. Step 4: Develop objectives <ul><li>Objectives: what you want to achieve </li></ul><ul><li>These are your institutional goals </li></ul><ul><li>“ Where are you going?” </li></ul>(c) David L. Olson - 2010
  32. 32. Developing clear goals <ul><li>Example goal: “We want to sell more tickets than last year” </li></ul><ul><ul><li>Any problems with this statement? </li></ul></ul><ul><li>Well-written goals should be SMART goals!! </li></ul><ul><ul><li>Specific </li></ul></ul><ul><ul><li>Measureable </li></ul></ul><ul><ul><li>Attainable </li></ul></ul><ul><ul><li>Realistic </li></ul></ul><ul><ul><li>Timely (timeframes, deadlines) </li></ul></ul>(c) David L. Olson - 2010
  33. 33. Step 5: Develop strategies <ul><li>Strategies : how are you going to reach your goals </li></ul><ul><ul><li>Specific steps </li></ul></ul><ul><li>“ How are you going to get there?” </li></ul><ul><li>This is your roadmap </li></ul>(c) David L. Olson - 2010
  34. 34. How strategies relate to goals <ul><li>Goal : </li></ul><ul><li>Achieve 3% growth in season ticket sales each year for the next 2 years </li></ul><ul><li>Strategies : </li></ul><ul><li>1. Implement social marketing campaign </li></ul><ul><li>2. Have two new subscriber events </li></ul><ul><li>3. Implement a “bring a friend” program </li></ul>(c) David L. Olson - 2010
  35. 35. Step 6: Implementation (c) David L. Olson - 2010
  36. 36. Step 7: evaluation <ul><li>It’s important to use the plan </li></ul><ul><li>Follow-up on your progress </li></ul><ul><ul><li>How? </li></ul></ul><ul><li>Management must keep the plan in the forefront </li></ul>(c) David L. Olson - 2010
  37. 37. Let’s look at an example <ul><li>Welcome to the All-Pippin Dinner Theatre… </li></ul>(c) David L. Olson - 2010
  38. 38. Summary <ul><li>Planning is a vital part of your organization’s operation </li></ul><ul><li>Any plan is better than no plan </li></ul><ul><li>Structure process and outcomes to fit your organization’s needs (timeframe, scope, depth, etc.) </li></ul><ul><li>Use this process to help heighten your awareness of what’s happening around you </li></ul><ul><ul><li>Don’t operate in a vacuum!! </li></ul></ul><ul><ul><li>Don’t assume everything will just stay the same </li></ul></ul>(c) David L. Olson - 2010
  39. 39. Planning resources <ul><li>“ Strategic Planning in Nonprofit organizations, ” Allison and Kaye </li></ul><ul><li>“ Strategic Planning for Public and Nonprofit Organizations, ” John Bryson </li></ul><ul><li>Strategic Planning Workbook for Nonprofit Organizations ,” Bryan Barry </li></ul><ul><li>“ Nonprofit Strategic Planning ,” Shea Smith </li></ul>(c) David L. Olson - 2010
  40. 40. Contact information <ul><li>Dave Olson </li></ul><ul><li>University of North Carolina School of the Arts </li></ul><ul><li>School of Design and Production </li></ul><ul><li>1533 South Main Street </li></ul><ul><li>Winston-Salem, NC 27127 </li></ul><ul><li>Phone: 336-770-2927 (school) </li></ul><ul><li>Cell: 612-799-1490 </li></ul><ul><li>E-mail: [email_address] </li></ul>(c) David L. Olson - 2010

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