The document discusses the board's role in strategic planning for organizations, emphasizing the importance of adaptability and continuous assessment of the organization's environment and internal strengths. It outlines key components of strategic, business, program, project, and municipal planning, stressing the necessity of data gathering, stakeholder engagement, and strategic flexibility. The authors advocate for a dynamic planning process that evolves with changes in context and encourages a culture of learning and innovation within organizations.

1. HOW DO WE GET
WHERE?
The Board’s Role in Strategic Planning
- by Kellen Braddock, Monique Courcy, Snow Dowd, Pollyanna Manning, Katie Woodzick

2. Strategic Planning
Strategic planning determines where a community group or
organization is going over the next year or more, how it's
going to get there and how it'll know if it got there or not.
Business Planning
A business plan focuses on a product, service or program.
Program Planning
A program plan focuses on an internal or external function.
Project Planning
A program plan focusing on a specific project.
Municipal Planning
A municipal plan is a document which outlines a
municipality’s policies for planning, use and future
development of land.
- Source: http://www.ibrd.gov.nl.ca/regionaldev/StratPlanGuide.pdf

3. “A strategic plan is a description of the
proposed path at a single point in time...
YOU ARE HERE
- quote from Michael Kaiser, Leading Roles: 50 Questions Every Arts Board Should Ask

4. ...As the environment changes and the organization
succeeds or fails, the plan must be adapted.”
what people think it looks like
PATH to SUCCESS
- quote Kaiser, ibid. | graphic adapted from Demetri Martin, This Is A Book

5. ...As the environment changes and the organization
succeeds or fails, the plan must be adapted.”
what people think it looks like
PATH to SUCCESS what it actually looks like
- quote Kaiser, ibid. | graphic adapted from Demetri Martin, This Is A Book

6. “ ...the best planners are those who understand
the logic flow of the planning process;
as something important changes, either in the
environment or within the organization itself,
they immediately shift course.”
- quote from Michael Kaiser, Leading Roles: 50 Questions Every Arts Board Should Ask

7. “ It sounded an excellent plan, no doubt,
and very neatly and simply arranged.
The only difficulty was, she had not the
smallest idea how to set about it.”
- quote from Lewis Carrol, of Alice in Alice in Wonderland

8. “ ...even in the Internet age, we can
never have perfect information –
and even if we could, we are
unable to process it properly.
Instead we take irrational short cuts.”
- Introducing Irrationality article by Tim Baker & Steven Roth for ArtsMarketing.org, February, 2012

9. LEARN + GROW
the virtuous circle
- inspired by “the virtuous circle” from The Brand Gap by Marty Neumeier
integrate + innovate gather + analyze
energize + evaluate strategize + stabilize
every turn around the circle
strengthens the org and gets you
closer to your goals

10. GATHER + ANALYZE
start where you are
Is your mission in your pocket?
Are your strategic issues sifted?
Are you ready for change?
Are stakeholders engaged?

11. GATHER + ANALYZE
start where you are
The Right Data is eagle-eyed, but extensive.
It identifies your organization's ultimate direction
by looking at your forefront changes and pending
choices in their fullest context.
This allows all shareholders to understand, with
greater clarity, your organization's location along
the current path.

12. GATHER + ANALYZE
• Environmental impacts: political, economic, social,
technical. (PEST)
• Internalstrengths and weaknesses, what's terribly
hidden
impacts: underlying organizational issues,
"inherent" about operations, the ultimate pre-requisites
to success (as understood across departments).
• Details regarding your competition, audiences,
and benefactors.
• Financial information: What's doable, the reality
of your strategic planning goals.
• What isn't known but should be known,
in the future.

13. STRATEGIZE + STABILIZE
ready for turbulence
Is your north star clear?
Does your plan fit now?
Will it be flexible later?
Are you ready to learn?

14. STRATEGIZE + STABILIZE
ready for turbulence
A good strategic plan will outline the tactics used to achieve
goals. As you prepare for the challenges ahead, consider the
wisdom of the World Chess Champion, Max Euwe:
“ Strategy requires thought, tactics require observation.”

15. STRATEGIZE + STABILIZE
ready for turbulence
Key dimensions of Strategic Agility
1. strategic sensitivity
2. collective commitment
3. resource fluidity
-Source: http://executiveeducation.wharton.upenn.edu/resources/upload/Fast-Strategy.pdf

16. ENERGIZE + EVALUATE
plan for planning
What style suits your team?
Are decision-makers identified?
What tools will you use?
Is evaluation built in?

17. ENERGIZE + EVALUATE
dashboard your data

18. INTEGRATE + INNOVATE
don’t get stuck
Make friends with curiosity & chaos
Generate new perspectives
Get outside your comfort zone
Strive for transparency

19. INTEGRATE + INNOVATE
appreciative inquiry
• Discover
• Dream
• Design
• Destiny
- Source: http://www.ibrd.gov.nl.ca/regionaldev/StratPlanGuide.pdf

20. INTEGRATE + INNOVATE
open space technology
In OST there are 4 principles:
Whoever comes are the right people.
Whatever happens is the only thing
that could have happened.
Whenever it starts is the right time.
When it’s over, it’s over.

21. LEARN + GROW
the virtuous circle
- inspired by “the virtuous circle” from The Brand Gap by Marty Neumeier
integrate + innovate gather + analyze
energize + evaluate strategize + stabilize
every turn around the circle
strengthens the org and gets you
closer to your goals