1. 1 Strategic Planning Planning Overview

2. 2 Strategic Plan Business Plan Corporate Plan …other plans Types of Plans

3. 3 Vision Aims Mission …action Values StrategyObjectives Planning Narrative

4. 4 Planning for Organisations Why do we exist? What are we trying to do? How do we do things? Who else could do it? When will we do things? How will we know if we are achieving anything? How can we be better?

5. 5 Planning looks at… what needs to be done when it will be done who will do it what resources are needed how we will measure performance

6. 6 Planning Pitfalls Total delegation to someone else Total centralisation No articulation of the “non- negotiables” No prioritisation Merging of the strategic and operational Wrong organisational climate

7. 7 Planning to Plan Focus of our work? Clear objectives Other plans and strategies Sources to be used Extent of research & consultation Resources needed & available Allocating responsibilities Timescale & Deadlines Planning format & communication Who to involve?

8. 8 Planning Requires: commitment by those involved time effort research/analysis assumptions robust arguments courage Planning Process

9. 9 Planning Team? 3 -7 people “visionaries” and “actionaries” power and respect range of stakeholders vertical and horizontal

10. 10 Key Attributes of Strategic Planning Revisiting/re-appraising accepted wisdoms setting priorities making assumptions identifying important issues and opportunities BEING ROBUST!

11. 11 Not only WHERE ARE WE but HOW DID WE GET HERE? ' Position statement and analysis ' Factors critical to our success 1 WHERE DO WE WANT TO GO? 'Vision/Mission/Values 'Objectives 2 HOW DO WE GET THERE? 'Strategies 'Plans/Actions 3 HOW DO WE MAKE SURE? 'Resources, Structures and Systems 'Measuring Performance 'Monitor and Review 4 Planning Process

12. 12 “Most” Grid

13. 13 Strategic Longer term Abstract Identification of important issues and opportunities Seeking new approaches Effectiveness, i.e. what is achieved “Hands-off” approach “Bird’s eye view” Very long time lag between action and result Tends to ask “What if” Strategic Vs Operational

14. 14 Operational Immediate or short term Definite Action Routine or ongoing Efficiency, ie how things are done “Hands-on” approach “Worm’s eye view” Quick feedback on the effectiveness of actions Tends to worry about “What If Not” Strategic Vs Operational

15. 15 Challenge Calculated Risk Ideas Thinking… until it hurts! People Leadership Vision Measures Resources Results