Strategic-Operations Plan Elements Contents MAIN Title page, Table of Contents Preface (Summary) Introduction Values, Principles, and Vision Mission: Strategy and Operations SWOT Analysis and Synthesis (Environmental Issues) Organizational Structure Production Finance Development Marketing Research and Education REFERENCES Strategic Planning FIGURES & TABLES Figures Tables APPENDICES Appendix A: Strategic Operations Plan Outline: Mission, Goals, Objectives, Actions and Tasks (MGOAT) Appendix B: Situational Analysis: Strengths, Weaknesses, Opportunities, and Threats Appendix C: Organizational Structure and Job Descriptions Appendix D: Personnel Biographies Appendix E: Production Strategy Appendix F: Financial Strategy Appendix G: Development Strategy Appendix H: Marketing Strategy Appendix I: Research and Education Strategy Appendix J: Prospective Changes to Strategic-Operations Plan Appendix H: Printed Materials Available Upon Request 1
RETREAT REFERENCES Strategic Planning Documents to Adopt 2
Strategic-Operations Plan Elements Main Title Page, Table of Contents Title page: Title, Organization Name, Author(s), Date Table of Contents Sections Figures and Tables Preface (Summary) Outline the strategic planning process and resulting documents. (This section should be written last.) Introduction Introduce the organization. Purpose State the reason(s) for forming the organization. History Briefly discuss the history that led to the organization s formation. (This can be a separate section.) Description of the Area where the organization is involved (local, regional, global, etc). Values, Principles & Vision Values State your values that led to forming the organization. Examples of Values: Biodiversity, Freedom, Money Principles State the organization s principles. Values to Principles: State how your values led to your principles. Vision State your vision for the organization. Values to Principles to Vision State how your values led to your vision. Mission: Strategy & Operations (Throughout the Mission, Values and Vision, and SWOT Analysis and Synthesis sections - discuss what the organization intends to do and how it intends to do it - in a few pages). Mission State the organization s mission statement. Strategic Operations Plan Strategic Plan Briefly discuss the organization s strategy for achieving its mission. Operational Plan Briefly discuss important operations necessary for achieving the organization s strategy, therefore furthering its mission. Strategic Operations Plan Outline (MGOAT) Include discussion of the Strategy; including goals (G) and objectives (O), and the Operations; including Actions (A) and Tasks (T), necessary for achieving the organization s mission (MGOAT). Issue specific Strategies Discuss issue specific strategies as they relate to the organization s mission and overall strategy. Synergistic Fit Discuss how the organization fits into the overall structure of things. How does the organization contribute to the big picture? (See Appendix A: Strategic Operations Plan Outline: Mission, Goals, Objectives, Actions, and Tasks.) 3
SWOT Analysis & Synthesis (Environmental Issues) Internal Factors Briefly discuss the internal factors that affect the organization. Strengths (S) Discuss the organization s strengths. Weaknesses (W) Discuss the organization s weaknesses. External Factors Briefly discuss the external factors that affect the organization. Opportunities (O) Discuss opportunities for the organization. Threats (T) Discuss the threats to the organization. SWOT SYNTHESIS Strengths, Weaknesses, Opportunities, and Threats should be analyzed separately and synthesized together (See Appendix B: Strengths, Weaknesses, Opportunities, and Threats.) Retreat The Mission (MGOAT), Values, Vision, and SWOT Analysis and Synthesis should be worked out by the complete Board of Directors, in person, at a retreat held during a separate time from all other meetings, conferences, or other organizational gatherings. During the retreat people should determine where the organization has been, where it is, and where it wants to be. This is where the dreamers excel. Organizational Structure Structure Briefly discuss the organization s structure. Board of Directors: Committees and Job Descriptions The Board of Directors sets organizational policy. Staff: Departments and Job Descriptions The Staff determines how to carry out organizational policy, and then carries it out. Refer to Figure 1: Organizational Structure See Appendix C: Organizational Structure and Job Descriptions Personnel Briefly discuss the personnel and their role in running the organization. Roles and Responsibilities Briefly discuss each person s job description, their role in running the organization, and their responsibilities to the organization. (See Appendix D: Personnel Biographies) Production Production Strategy Briefly discuss the organization s production strategy. Production History: Discuss the production history of the organization. Production Future: Discuss the production history of the organization. Figure 2: Production Timeline (See Appendix E: Production Strategy.) Finance Financial Strategy Briefly discuss the organization s finances. Financial History: Discuss the financial history of the organization. Figure 3a: Income Statement (Revenue minus Expenses shows profit performance of business) Figure 3b: Balance Sheet (Assets and Liabilities shows financial condition of business) Figure 3c: Cash Flow Statement (Cash Receipts and Disbursements shows business activity) 4
Financial Future: Discuss the financial future of the organization; talk about where the organization wants to be in the short term (1-3 years) and the long-term (10-50 years). Figure 4a: Short-Term Budget (Revenue minus Expenses: 1-3 years) Figure 4b: Long-Term Budget (Revenue minus Expenses: 10-50 years) (See Appendix F: Financial Strategy. The Financial Strategy is intimately connected to the Development and Marketing Strategies. Financial, Development, and Marketing Strategies may be included as the same section.) Development Development Strategy Briefly discuss the organization s fundraising strategy. Fundraising History: Briefly discuss successful means of fundraising and how the money was applied. Grant Proposals: Briefly discuss successful grant proposals. Other Means of Fundraising: Briefly discuss other successful means of fundraising. Fundraising Future: Briefly discuss methods fundraising that the organization will undertake in the short-term and long-term future. Grant Proposals: Briefly discuss grant proposals that the organization will apply for. Other Means of Fundraising: Briefly discuss other fundraising methods that the organization will undertake. (See Appendix G: Development Strategy) Marketing Marketing Strategy Briefly discuss the organization s marketing strategy. Marketing Media: Briefly discuss marketing media that the organization will release. Logo(s) Marketing Tools: Letterhead, Brochures, Pamphlets, Bumper Stickers, Clothing, etc. Publications: Briefly discuss publications that the organization will release. SWOT: Briefly discuss how the SWOT Analysis and Synthesis affects the market effort. (See Appendix H: Marketing Strategy) Research & Education Research Strategy Briefly discuss research efforts that the organization may undertake. Journal: Briefly discuss research journal(s) that the organization may release. Education Strategy Briefly discuss education efforts that the organization may undertake. Conference: Briefly discuss the organization s annual conference. (See Appendix I: Research and Education Strategy. The Research and Education section could be split into two separate sections or included as part of the Production section.) References Strategic Planning Include strategic planning references cited throughout the document. Figures & Tables FIGURES Figure 1: Organizational Structure Figure 2: Production Timeline 5
Figure 3: Financial History Figure 3a: Income Statement (Revenue minus Expenses) Figure 3b: Balance Sheet (Assets and Liabilities) Figure 3c: Cash Flow Statement (Cash Receipts and Disbursements) Figure 4: Financial Future Figure 4a: Short-Term Budget (Revenue minus Expenses: 1-3 years) Figure 4b: Long-Term Budget (Revenue minus Expenses: 10-50 years) (Additional Figures: Include additional figures as needed.) TABLES Tables: Include tables as needed. Appendices APPENDIX A: STRATEGIC OPERATIONS PLAN OUTLINE: MISSION, GOALS, OBJECTIVES, ACTIONS & TASKS (MGOAT) Strategic Plan Outline the organization s strategy in the form of a mission statement, goals, and objectives (MGO); state what you are going to do. Strategies are broad, overall directions and priorities to accomplish the organization s mission. Strategic decisions are fundamental, directional, and future-oriented they tend to have long-term implications. Mission (M) State the organization s mission statement. Goals (G) State the goals necessary for achieving the organization s mission. Objectives (O) State the objectives necessary for achieving each goal. Operational Plan Outline the operation s necessary for achieving the organization s strategy (AT); state how you are going to do it. Operational decisions affect the day-to-day implementation of strategic decisions they tend to have shorter-term implications that lead to longer-term strategic priorities. Actions (A) State the actions necessary for achieving each objective. Tasks (T) State the tasks necessary for achieving each action. Strategic-Operations Plan Outline (MGOAT) Components Strategy + Operations = Strategic Operations Strategy Outline the strategy necessary to accomplish the organization s mission. Operations Outline the operations necessary to accomplish the organization s strategy. MGOAT The Strategic Operations Plan is organized in the form of an MGOAT. Often called a Strategic Action Plan, Strategic Plan, or Plan. APPENDIX B: SITUATIONAL ANALYSIS: STRENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS Internal Factors Outline and discuss the internal factors that affect the organization. Strengths (S) Outline and discuss the organization s strengths. Weaknesses (W) Outline and discuss the organization s weaknesses. External Factors Outline and discuss the external factors that affect the organization. Opportunities (O) Outline and discuss opportunities for the organization. Threats (T) Outline and discuss the threats to the organization. APPENDIX C: ORGANIZATIONAL STRUCTURE & JOB OPPORTUNITIES Organizational Structure Figure 1: Organizational Structure Text Discuss Figure: Organizational Structure 6
Structure Briefly discuss the organization s structure. Board of Directors: Committees and Job Descriptions Staff: Departments and Job Descriptions Job Descriptions Briefly discuss the organization s job descriptions and the role and responsibilities required of each position. Roles and Responsibilities Briefly discuss each person s job description, their role in running the organization, and their responsibilities to the organization. APPENDIX D: PERSONNEL BIOGRAPHIES Biography of each person involved in the organization (one paragraph per person). History Discuss person s history leading up to their position in the organization. Jobs State person s job(s) within the organization. APPENDIX E: PRODUCTION STRATEGY Production Strategy Detailed strategy of the organization s production efforts. Production History: Discuss the production history of the organization. Production Future: Discuss the production history of the organization. Figure 2: Production Timeline APPENDIX F: FINANCIAL STRATEGY Financial Strategy Detailed strategy of the organization s finances. Financial History: Discuss the financial history of the organization. Figure 3a: Income Statement (Revenue minus Expenses) Figure 3b: Balance Sheet (Assets and Liabilities) Figure 3c: Cash Flow Statement (Cash Receipts and Disbursements) Financial Future: Discuss the financial future of the organization; talk about where the organization wants to be in the short term (1-3 years) and the long-term (10-50 years). Figure 4a: Short-Term Budget (Revenue minus Expenses: 1-3 years) Figure 4b: Long-Term Budget (Revenue minus Expenses: 10-50 years) APPENDIX G: DEVELOPMENT STRATEGY Development Strategy Detailed strategy for obtaining funds. Fundraising History: Discuss successful means of fundraising how the money was applied. Grant Proposals: Discuss successful grant proposals. Other Means of Fundraising: Discuss other successful means of fundraising. Fundraising Future: Discuss methods of fundraising that the organization will undertake in the short-term and long-term future. Grant Proposals: Discuss grant proposals that the organization will apply for. Other Means of Fundraising: Discuss other fundraising methods that the organization will undertake. APPENDIX H: MARKETING STRATEGY Marketing Strategy Detailed strategy of the organization s marketing efforts. Marketing Strategy Briefly discuss the organization s marketing strategy. Marketing Media: Briefly discuss marketing media that the organization will release. Logo(s) Marketing Tools: Letterhead, Brochures, Pamphlets, Bumper Stickers, Clothing, etc. Publications: Briefly discuss publications that the organization will release. 7
SWOT: Briefly discuss how the SWOT Analysis and Synthesis affects the market effort. APPENDIX I: RESEARCH & EDUCATION STRATEGY Research Strategy Detailed strategy of the organization s research efforts. Journal: Discuss research journal(s) that the organization may release. Education Strategy Detailed strategy of the organization s education efforts. Conference: Discuss the organization s annual conference. APPENDIX J: PROSPECTIVE CHANGES TO STRATEGIC-OPERATIONS PLAN APPENDIX H: PRINTED MATERIALS AVAILABLE UPON REQUEST Retreat Retreat Planning Mission (MGOAT), Values, Vision, and SWOT Analysis and Synthesis should be worked out by the complete Board of Directors, in person, at a retreat held during a separate time from all other meetings, conferences, or other organizational gatherings. During the retreat people should determine where the organization has been, where it is, and where it wants to be. Isolated Location The retreat should be held in an isolated location Another Time The retreat should be held six-months away from the conference time. Complete Board All board members should attend the retreat. All staff members may be included. Other people should not attend the retreat. Planning - Don t be afraid to dream!!! Short-Term Planning Include the things that are doable in the organization s short-term plans. Long-Term Planning Include dreams in the organization s long-term plans. Have a Good Time Make sure to plan fun activities around the planning process. (It is a retreat after all!) Strategic-Operations Planning References Allison, Michael; Jude Kaye. 1997. Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook. Support Center for Nonprofit Management. John Wiley & Sons, Inc. New York, NY. Bryson, John M. 1995. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement ((revised edition). Jossey-Bass Publishers. San Francisco, CA. Bryson, John M.; Alston, Farnum K. 1996. Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations. Jossey-Bass Publishers. San Francisco, CA. Bryce, Herrington. 1992. Financial & Strategic Management for Nonprofit Organizations (second edition). Prentice Hall: Business Reference Library. Englewood Cliffs, NJ. Bryce, Herrington. 1992. Financial & Strategic Management for Nonprofit Organizations (second edition). Prentice Hall: Business Reference Library. Englewood Cliffs, NJ. Fry, Fred L.; Stoner, Charles R.; Laurence G. Weinzimmer. Strategic Planning for New and Emerging Businesses: A Consulting Approach (second edition). Dearborn Trade. Chicago, IL. Hill, Charles W.; Jones, Gareth R. 1995. Strategic Management: An Integrated Approach (third edition). Publisher: Houghton Mifflin Company. Boston, MA. Senge, Peter M. 1990. The Fifth Discipline: The Art & Practice of The Learning Organization. Current Doubleday. New York, NY. Senge, Peter M. 1990. The Fifth Discipline: Fieldbook - The Art & Practice of The Learning Organization. Current Doubleday. New York, NY. Smith, Bucklin & Associates (Robert H. Wilbur; Susan Kudla Finn, Carolyn M. Freeland: editors). 1994. The Complete Guide to Nonprofit Management. John Wiley & Sons. New York, NY. 8
Tracy, John A. 1994. How to Read a Financial Report: Wringing Vital Signs out of the Numbers. John Wiley & Sons. New York, NY. Documents to Adopt CERES. 1999. The CERES Principles. Coalition for Environmentally Responsible Economies (CERES). Boston, MA. http://www.ceres.org/about/principles.html. Earth Council. 1998. The Earth Charter: Values and Principles for a Sustainable Future. Earth Council, Earth Charter International Secretariat. San Jose, Costa Rica. www.earthcharter.org. President's Council on Sustainable Development. 1996. Sustainable America: A New Consensus for Prosperity, Opportunity, and A Healthy Environment for the Future. United States Government Printing Office. Washington, DC. http://www.whitehouse.gov/pcsd. President's Council on Sustainable Development. 1997. Building on Consensus: A Progress Report on Sustainable America. United States Government Printing Office. Washington, DC. http://www.whitehouse.gov/pcsd. 9