Strategic Planning Frameworks: Choosing What Fits Your Organization

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Ralph Quentin Eaton
10 years ago
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1 Strategic Planning Frameworks: Choosing What Fits Your Organization While you wait What do you think of when you hear someone use the term strategic planning? Take a note card and jot down one or two thoughts. 1

of when you hear someone use the term strategic

2 Getting Started Now, get up and walk around. Exchange cards with someone. Discuss what you ve each written. Keep the card you ve been given and find someone else to exchange with. You are looking for new ideas, new insights, something interesting. Today s Goals Participants will develop an understanding of the purpose of strategic planning. Participants will understand the board s and the staff s roles in the strategic planning process. Participants will be introduced to some best practices in planning. 2

You are looking for new ideas, new insights, something interesting.

3 Workshop Philosophy Each participant is responsible for their own learning. Ask questions Ask for clarification Ask to speed-up or to slow down. Share your ideas with the group. Idea board for let s get back to that Please turn off (or put on silent) all cell phones, pagers and other communication devises. Benefits Strategic planning does Focus the organization s energy. Ensure the board, staff, and volunteers are working toward the same goals. Help the organization assess and adjust its direction in response to a changing environment. 3

Idea board for let s get back to that Please turn off (or put on silent) all cell phones, pagers and other communication devises.

4 Cautions Strategic planning does not Make future decisions for your organization Substitute for best judgment of leadership. Solve serious problems or a crisis. Typically flow smoothly from one step to the next. It does not end when your facilitator hands you your typed plan it just begins. Roles and Responsibilities Board: Has primary responsibility for strategic planning. Staff: plays a supporting role in the process. Providing information, advice, and administrative support. 4

It does not end when your facilitator hands you your typed plan it just begins.

5 Roles and Responsibilities Staff: Has primary responsibility for tactical planning Board: approves tactical plans (assuring they are consistent with their intent), monitors implementation, and evaluates outcomes. Planning Models Goals-Based Planning Issues-Based Planning Scenario Planning 5

consistent with their intent), monitors implementation, and evaluates

6 Goals-based Planning 1. Review and affirm mission, vision, and values 2. Review and affirm internal and external environment 3. Establish strategic goals 4. Specify strategies 5. Develop tactics (action plan) 6. Implement, monitor, adjust Issues-based Planning 1. Situational analysis (internal & external) 2. Identify critical issues 3. Identify strategies to address critical issues 4. Establish strategic goals 5. Examine mission, vision, and values in light of situational analysis 6. Develop tactics (action plan) 7. Implement, monitor, adjust 6

Situational analysis (internal & external) 2. Identify critical issues 3. Identify strategies to address critical issues 4.

7 Scenario Planning 1. For various points in the future, identify the major driving forces that will affect your organization, its clients, funders, community, etc. (3 yrs, 5 yrs, 10, yrs). 2. Develop a worst-case scenario and a best-case scenario based on how you believe these driving forces will affect your organization. 3. Develop a most realistic scenario blending worsecase, best-case and how you ve been conducting business as usual over the past 3-5 years. 4. For each scenario (best-case, worst-case, and most realistic-case) the planners are required to examine their mission, vision, values, and think about strategies and tactics. Implementation Where do you go from here? What needs to be in place before a strategic planning session can begin? 7

Develop a most realistic scenario blending worsecase, best-case and how you ve been conducting business as usual over the past 3-5 years. 4.

8 Consider this Why strategic planning? Do you need an outside facilitator? Why or why not? What kind of representation do you need? Do you need more information before you start? What method is most applicable to your organization? Are you working under a timeframe? Are there issues that need to be handled before you begin? Next Steps Select a committee. Select a date. Select a facilitator. Now What? 8

What method is most applicable to your organization? Are you working under a timeframe?

9 Pre-Consultation w/ Board Introduction to process (Drivers Model) Roles and Responsibilities of Board & Staff Discussion of Community Input Discussion of data needed to inform decision making Community Input Session Critical Questions What is the public perception of your org? What challenges do you need to overcome to be successful? What should your top priorities be in the next three to five years? 9

Input Session Critical Questions What is the public perception of your org?

10 First Session Review of Appreciate Inquire interviews and community input. S.W.O.T analysis Strategic Areas Goal(s) for each Strategic Area Second Session Goal(s) for each Strategic Area Objectives Strategies Tactics 10

11 Third Session Yearly Planning (Prioritization) Tactics Accountability Charts Mission & Vision Review Recommend Plan to the Board It is important to let your committee know that this plan is simply a recommendation. Only the board as a whole can adopt this plan. 11

the Board It is important to let your committee know that this

12 Contact info: Jillian M. (Miller) Henry Indiana Nonprofit Resource Network

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