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Why Strategic Plans Gather Dust


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Why Strategic Plans Gather Dust is a practical and realistic approach to strategic planning that will help your organization achieve growth and success. Be sure to contact Peter at Rennick, Hoppe & Associates if you require professional assistance with your next strategic plan.

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Why Strategic Plans Gather Dust

  1. 1. WHY STRATEGIC PLANS GATHER DUST A practical and simplified approach to planning for organizational and fund development success. Presented at the 2011 Association ofPeter Hoppe Fundraising Professionals Congress Toronto
  2. 2. OUR EXPERIENCE IN STRATEGIC PLANNING  Canadian Association of Naturopathic Doctors  Coalition of Family Physicians  Scarborough Centre for Healthy Communities  Junior Achievement of Central Ontario  Pathways for Children and Families in York Region  Station Gallery  YWCA Canada  HIV/AIDS Legal Clinic of Ontario (HALCO)  Canadian Childcare Federation  Luke’s Place Strategic Planning is  Boys and Girls Club of Peel one of seven core services we provide.
  3. 3. WHY DO WE ADVOCATE STRATEGIC PLANNING  It allows us to learn where our clients have been  It allows us to better understand where our clients want to go  It either supports or contradicts fund development goals and desires Strategic Planning provides valuable information about an organization and the cause they serve.
  4. 4. WHY YOU SHOULD ADVOCATE STRATEGIC PLANNING  An opportunity to learn about your organization  An opportunity to learn about the cause you serve  Builds organizational consensus and harmony  Helps you to allocate resources effectively and efficiently  Allows you to plan for success and prevent failure The process of Strategic Planning is as important as the outcome.
  5. 5. THE DEFINITIVE STRATEGIC PLAN MODEL  There is none  Strategic plans come in many shapes and sizes  Even approaches to strategic planning vary Build a Strategic Planning model that works for you and your organization.
  6. 6. WHY DO STRATEGIC PLANS GATHER DUST?   Too time consuming and complex   Too all encompassing and over-reaching   Too many recommendations and goals to track   They don’t have benchmarks to measure progress   Not viewed as an ongoing process   Not dynamic or flexible enough to accommodate change   Lack of commitment to the process   No strategy to measure progress
  7. 7. STRATEGIC PLANS THAT STAY ALIVE  Focused on priorities  Three to five key recommendations  Simple to read and comprehend  Easy to adapt  Easy to track & measure  A commitment to the process after the plan has been finished Your strategic plan does not have to do everything for everyone. Focus your plan on organizational and fund development priorities.
  8. 8. The more goals and recommendations you try toincorporate in your plan the more likely your plan will gather dust.
  9. 9. STRATEGIC PLANNING OPTIONS Plans to advance your organization and mission Plans to promote your cause – public awareness Plans to improve revenue generation Plans that blend all of the above Effective Strategic Planning combines organizational goals with organizational capacity.
  10. 10. STRATEGIC PLANNING GUIDELINES Simple & Practical Realistic & Achievable Measurable & Trackable Dynamic & Flexible An effective strategic plan is a living document of the most important goals you want to achieve in the next 3 to 4 years.
  11. 11. STRATEGIC PLAN TIME FRAMES  Two Years: Too brief to incorporate major changes or goals  Three Years: Optimal balance between keeping pace with change and repeating the planning process  Five years: Difficult to project five years in advance Choose a shorter time frame if your organization is impacted by constant or rapid change.
  12. 12. WHO SHOULD PARTICIPATE IN THE STRATEGIC PLANNING PROCESS  Volunteer Leadership  Staff leadership  Program & Services Leadership  Fund Development & Marketing Leadership  Financial Leadership A task force of 5 to 6 motivated and knowledgeable individuals.
  13. 13. AN IDEAL STRATEGIC PLANNING TEAM  Board of Directors President or Vice-President  Organization President, CEO or Executive Director  Director of Fund Development & Marketing  Director of Programs and Services  Director of Finance Yes, strategic planning is that important!
  14. 14. MISSION ,VISION & CHANGE Your organization’s greatest challenge is change Change impacts your:  Cause  Mission Strategic planning is a  Vision great opportunity to review the relevance of  Markets your Mission and Vision  Programs & Services Statement.  Future
  15. 15. STEP 1: ADDRESS THE CHANGE THE DISCOVERY SESSION  A half-day, full day or weekend session to discuss1.  The status of your last strategic plan2.  The primary changes that have occurred in your environment3.  The relevance of your Mission and Vision Statement4.  Three or four key priorities for your organization Don’t try to accomplish everything here. It’s an opportunity to discover.
  16. 16. STEP 1: ADDRESS THE CHANGE THE DISCOVERY SESSIONThe discovery session is your opportunity to include everyone who isimportant to the organization.  Stakeholders  Beneficiaries  Volunteers Everyone should have an  Staff opportunity to help  Funders shape the future of your  Leaders organization.  Community
  17. 17. STEP 2: EVALUATION & ANALYSISFund Development Strategic Plan Organizational Strategic Plan  Key Fund Development Programs   Key Programs & Services  Key Communications & Messaging   Key Organization & Structure  SWOT: Focus on Priorities   SWOT: Focus on Priorities Your SWOT analysis should only focus on 2 or 3 Strengths,Weaknesses, Opportunities and Threats.
  18. 18. A WORD ABOUT SWOT Strengths: Characteristics that contribute to success or provide a competitive advantage. Weaknesses: Characteristics that inhibit success or place you at a disadvantage. Opportunities: External changes or new elements that may help your organization succeed. Threats: External changes or new environmental elements that may have a negative impact on your organization.
  19. 19. STEP 2: EVALUATION & ANALYSIS  Competitive Analysis:   A look at what 2 or 3 similar organizations are doing   Mission & Vision   Programs & Services   Fund Development and Marketing Understanding your competition allows you to evaluate your organization’s unique nature and contribution.
  20. 20. LET’S REVIEW  You’ve reviewed your last strategic plan  Discussed changes in your environment  Addressed the relevance of your mission  Agreed on organizational and/or fund development priorities  Evaluated your key fundraising and communication programs  Evaluated your key services and programs  Completed your SWOT analysis  Reviewed organizations similar to yours  What’s next?
  21. 21. STEP 3: PRELIMINARY RECOMMENDATIONS  A set of preliminary ideas and suggestions that address the changes and priorities you’ve discovered in light of the evaluation and analysis you conducted.  Best accomplished through a core team of two or three individuals  Nothing carved in stone – points for further discussion  Keep it focused – 6 to 8 ideas/suggestions/recommendations
  22. 22. STEP 4: RECONVENE THE TEAM!  Review discovery session discussion and priorities  Review evaluation and analysis SWOT  Discuss Preliminary Recommendations  Choose three to five final prioritized recommendations  Develop shape, structure and substance for each recommendation   Goals and objectives   Human and financial resources   Timelines   Measures of success
  23. 23. THE PLAN OF ACTION  A series of action steps required each quarter to execute your recommendation and achieve your goals/objectives.  Establish benchmarks for each quarter that can be measured. Recommendation January - March 2012 Develop corporate Research and identify 30partnership opportunities potential corporate and secure 5 new partners that have the partners that can capacity to contribute or generate $100,000 in generate $25,000. new revenue.
  24. 24. THE PLAN OF ACTION Think of your Strategic Plan as your architectural drawings and your Plan of Action as your blueprints. Recommendation January - March 2012 Stream line programs to Prepare evaluation matrix eliminate duplication of for each program and services and reduce ensure staff/board annual expenditures by approval of measurement 15%. criteria.
  25. 25. YOUR STRATEGIC PLAN1.  Introduction & background   Status of your last strategic plan   Primary changes that have occurred in your environment   Relevance of your Mission and Vision Statement   Key priorities for your organization2.  Evaluation & Analysis   Key Fund Development Programs   Key Programs and Services   SWOT   Competitive Analysis
  26. 26. YOUR STRATEGIC PLAN3. Recommendations   Goals and objectives   Human and financial resources   Timelines   Measures of success4.  Plan of Action   Quarterly action steps   Quarterly benchmarks
  27. 27. NOW COMES THE IMPORTANT PART! KEEP THAT PLAN OFF THE SHELF1.  Quarterly Plan of Action = Quarterly Review2.  Reconvene the team 4 times a year3.  Review progress and benchmarks4.  Adjust Plan of Action5.  Amend recommendations6.  Produce a quarterly report – 2-3 pages7.  Attach report to your strategic plan
  28. 28. ModificationsPlan ofAction Strategic Plan
  29. 29. Quarterly New Reports Strategic Plan QuarterlyModifications Plan of Action Quarterly Review
  30. 30. KEEP YOUR PLAN ALIVE1.  Focus on your priorities2.  Keep it simple3.  Involve key stakeholders4.  Fewer recommendations & goals = greater probability of success5.  A quarterly plan of action6.  Review progress and benchmarks every quarter7.  Report on plan adjustments and recommendation amendments8.  Stay committed to the process
  31. 31. Thank you!Rennickhoppe.comPeter Hoppephoppe@rharms.com416 281-7816 Ext. 1