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Strategic Planning for Montana Nonprofits
Montana Nonprofit Association Annual
Conference September 2016
Planning to Lead:
Leading to Plan
• Project Management
• Event Management
• Leadership Development
• Strategic and Comprehensive
Planning
What do we do
Welcome and Introductions
Story Time:Why I'm passionate about Strategic Planning?
• Engagement and Buy In of
Staff/Volunteers/Board
• Clear Understanding on why
Strategic Planning now
• Creating a platform for synergy
and development of growth
• Learning from the past while
exploring the future
Leading to Plan
• Developing basic skills sets to
help your organization move into
Strategic Planning
• Create a tangible action matrix to
begin the process
• Gathering the “forces” to develop
a Strategic Plan
• Identifying the timing for the
organization
Planning to Lead
Todays Focus is Why Strategic Planning
• Set Organization’s Direction and Priorities
• Development of a Shared Mission and Vision
• Creates a Process for Decision Making
• Determines if the Organization is meeting its purpose
• Communicate the Message of the Organization
Why Strategic Planning?
GROUP ACTIVITY
• External and Internal
Environments
• Organizational objectives and
strategies
• Evaluation and Accountability
• Mission and Vision
Areas of Focus
• Gathering Facts and Input
(public, board, staff, etc)
• Identify Cost and Time Factors
• Outside Facilitator Needed?
• Previous Planning Documents
What is needed?
Identifying What is needed for Strategic
Planning
• Are you ready to lead your organization in strategic planning?
What is driving YOU to seek a Strategic Plan?
• Why now- be prepared to answer that questions
• Who needs to be at the table?
• Do you have Board/Staff Engagement?
• Is there natural Synergy occurring right now?
• What “Tricks of the Trade” will you use or do you hire out?
• Create an atmosphere
• Setting the basics: ground rules, behavior expectations, effective meetings
• Showing appreciation
Planning to Lead
Group Activity
• Identify Current Situation/Gather Information
• Taking a hard look at what is happening Today? What has worked what
hasn’t?
• SWOT analysis (Strengths, Weaknesses, Opportunities and Threats)
• Be Honest!
• Are we asking the right people for input?
• Define a Future
• What is the Mission?
• What is the Vision?
• Do you know the Difference
Steps of Planning:
Group Activity
• Execution
• Don’t let it collect Dust!
• Build in check in points
• Have a “leader” providing encouragement
• Share as new members/volunteers/staff come on board (VERY IMPORTANT)
• Builds Sustainability
• Creates Succession Planning
• Evaluation
• Build into plan evaluation methods and timeline
• It is okay to say something isn’t working-Key is to determine WHY
Steps of Planning Continue:
Avoid the PITFALLS of strategic planning
 Don’t let the plan be built and set; nothing drains energy faster than wasted
potential.
 Utilize the Plan as a training and communication tool.
 Don’t assume everyone will read the plan from front to back!
 Create an easy to read and track working matrix
 Don’t forget to CELEBRATE SUCCESSES
 Don’t allow for time to past without revisions….Revisit annually!
 Don’t be a wallflower- speak up, be honest and admit when something isn’t
working and allow for adjustment to occur
Building Measurable Outcomes
Things to Remember to ask before finalizing!
 Is there timetables incorporated?
 GREAT! Now who is going to make sure the timetable is being followed?
 Is there Clear distinction on actions?
 AWESOME! Does everyone know their roles? What about a new hire?
 Is there a date set to revisit and revise the Plan?
 Wonderful, who will send out reminders and set that session?
 Is there enough flex in the plan to allow for spontaneity and changes?
 Right On… now how will changes be tracked so lessons are learned and remembered?
 How will it be shared (externally and internally)
 You Got it! Make sure to incorporate into you Strategic Plan an outreach process so your
organization can continue to grow and succeed
Creating a Living Plan
Let’s begin! Using your Journal answer....
Has my organization completed a strategic plan?
 Have I read it?
 Is there an easy matrix to read and update?
 Do I believe the Mission is clear?
 Can I outline our vision statement?
What do I need to help lead my organization into Strategic Planning?
 Who do I need to visit prior to starting?
 What information needs to be gathered?
 Do we have commitment from our staff, Board, Volunteers?
 Do we need outside facilitation?
 What type of public/external input should we seek?
 What type of internal input should we seek?
Group Activity: Begin the Quest
What is the Mission and Vision of our Organization?
 Can I clearly state our Mission Statement?
 Could I communicate the organizations Vision for the next 3 years? 5 years?
10 years?
 Do I believe that others involved in the organization could do so?
What are 3 Strengths? Weaknesses? Opportunities? And Threats?
Currently facing our organization today?
What are 3 items I would like to see accomplished within the next 2 to 5
years? Am I willing to work on them? If so what is my time commitment
to seeing them completed?
Beginning the Quest Continues:
We wish you the Best and Happy Planning
QUESTIONS?

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T. McIntyre MNA 2016 Presentation- Plan to Lead

  • 1. Strategic Planning for Montana Nonprofits Montana Nonprofit Association Annual Conference September 2016 Planning to Lead: Leading to Plan
  • 2. • Project Management • Event Management • Leadership Development • Strategic and Comprehensive Planning What do we do Welcome and Introductions Story Time:Why I'm passionate about Strategic Planning?
  • 3. • Engagement and Buy In of Staff/Volunteers/Board • Clear Understanding on why Strategic Planning now • Creating a platform for synergy and development of growth • Learning from the past while exploring the future Leading to Plan • Developing basic skills sets to help your organization move into Strategic Planning • Create a tangible action matrix to begin the process • Gathering the “forces” to develop a Strategic Plan • Identifying the timing for the organization Planning to Lead Todays Focus is Why Strategic Planning
  • 4. • Set Organization’s Direction and Priorities • Development of a Shared Mission and Vision • Creates a Process for Decision Making • Determines if the Organization is meeting its purpose • Communicate the Message of the Organization Why Strategic Planning? GROUP ACTIVITY
  • 5. • External and Internal Environments • Organizational objectives and strategies • Evaluation and Accountability • Mission and Vision Areas of Focus • Gathering Facts and Input (public, board, staff, etc) • Identify Cost and Time Factors • Outside Facilitator Needed? • Previous Planning Documents What is needed? Identifying What is needed for Strategic Planning
  • 6. • Are you ready to lead your organization in strategic planning? What is driving YOU to seek a Strategic Plan? • Why now- be prepared to answer that questions • Who needs to be at the table? • Do you have Board/Staff Engagement? • Is there natural Synergy occurring right now? • What “Tricks of the Trade” will you use or do you hire out? • Create an atmosphere • Setting the basics: ground rules, behavior expectations, effective meetings • Showing appreciation Planning to Lead Group Activity
  • 7. • Identify Current Situation/Gather Information • Taking a hard look at what is happening Today? What has worked what hasn’t? • SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) • Be Honest! • Are we asking the right people for input? • Define a Future • What is the Mission? • What is the Vision? • Do you know the Difference Steps of Planning: Group Activity
  • 8. • Execution • Don’t let it collect Dust! • Build in check in points • Have a “leader” providing encouragement • Share as new members/volunteers/staff come on board (VERY IMPORTANT) • Builds Sustainability • Creates Succession Planning • Evaluation • Build into plan evaluation methods and timeline • It is okay to say something isn’t working-Key is to determine WHY Steps of Planning Continue:
  • 9. Avoid the PITFALLS of strategic planning  Don’t let the plan be built and set; nothing drains energy faster than wasted potential.  Utilize the Plan as a training and communication tool.  Don’t assume everyone will read the plan from front to back!  Create an easy to read and track working matrix  Don’t forget to CELEBRATE SUCCESSES  Don’t allow for time to past without revisions….Revisit annually!  Don’t be a wallflower- speak up, be honest and admit when something isn’t working and allow for adjustment to occur Building Measurable Outcomes
  • 10. Things to Remember to ask before finalizing!  Is there timetables incorporated?  GREAT! Now who is going to make sure the timetable is being followed?  Is there Clear distinction on actions?  AWESOME! Does everyone know their roles? What about a new hire?  Is there a date set to revisit and revise the Plan?  Wonderful, who will send out reminders and set that session?  Is there enough flex in the plan to allow for spontaneity and changes?  Right On… now how will changes be tracked so lessons are learned and remembered?  How will it be shared (externally and internally)  You Got it! Make sure to incorporate into you Strategic Plan an outreach process so your organization can continue to grow and succeed Creating a Living Plan
  • 11. Let’s begin! Using your Journal answer.... Has my organization completed a strategic plan?  Have I read it?  Is there an easy matrix to read and update?  Do I believe the Mission is clear?  Can I outline our vision statement? What do I need to help lead my organization into Strategic Planning?  Who do I need to visit prior to starting?  What information needs to be gathered?  Do we have commitment from our staff, Board, Volunteers?  Do we need outside facilitation?  What type of public/external input should we seek?  What type of internal input should we seek? Group Activity: Begin the Quest
  • 12. What is the Mission and Vision of our Organization?  Can I clearly state our Mission Statement?  Could I communicate the organizations Vision for the next 3 years? 5 years? 10 years?  Do I believe that others involved in the organization could do so? What are 3 Strengths? Weaknesses? Opportunities? And Threats? Currently facing our organization today? What are 3 items I would like to see accomplished within the next 2 to 5 years? Am I willing to work on them? If so what is my time commitment to seeing them completed? Beginning the Quest Continues:
  • 13. We wish you the Best and Happy Planning QUESTIONS?