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Strategic Planning 101. Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization.

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Presentation on theme: "Strategic Planning 101. Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization."— Presentation transcript:

1 Strategic Planning 101

2 Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. John Bryson, Strategic Planning for Public and Nonprofit Organizations

3 Strategic planning is a systematic process through which an organization agrees on—and builds commitment among key stakeholders to—priorities which are essential to its mission and responsive to the operating environment. Michael Allison & Jude Kaye, Strategic Planning for Nonprofit Organizations

4 Strategic planning is the process by which an organization envisions its future and develops the necessary procedures and operations to achieve that future. Source unknown

5 Organized common sense!

6 Who and what are we? What do we do now, and why do we do it? What do we want to be and do in the future, and why? How do we get there from here?

7 Long Range Planning 1) Is based on a predictable future 2) Starts with goals and objectives 3) Rarely involves qualitative changes, usually just marginal shifts in a consistent theme 4) Is plan oriented 5) Asks “What business are we in?”

8 Strategic Planning 1) Places an emphasis on stakeholders 2) Considers a range of possible futures 3) Builds on issues and emphasizes development of strategies 4) Is action oriented 5) Asks “What business should we be in?”

9  Environmental Assessment  Mission Development or Refinement  Strategy Development (Goals & Objectives)  Implementation/Action Planning

10 1. How much commitment is there to the strategic planning process? 2. What do we hope to achieve from a strategic planning process? What will success look like? 3. Whose plan is it? 4. What issues or choices do we think need to be addressed?

11 5. What period will the plan cover? 6. Who should be involved in the development of the plan? 7. How many hours do we want to devote to planning meetings? 8. What is the expected time frame for the process?

12 9. Do we want to use consultant(s)? And, if so, how will we coordinate with the consultant(s)? 10. What type of written plan do we envision? 11. What steps or process will we use for planning?

13 Gathering information is the first step in any planning process. Avoid solipsistic thinking! Solipsism is the belief that nothing exists outside yourself. Sometimes organizations fall into a solipsistic trap when planning, thinking the only important information is what the planners already believe or know.

14 The environmental assessment analyzes factors in the organization’s environment that influence and shape its mission and character. The assessment views the organization’s current position in light of:  Past events  Current conditions  Future possibilities

15 Environmental Assessment Stakeholders include:  Volunteers  Clients/Consumers  Funders  Employees  Boards of Directors  Other not-for-profit organizations  Banks holding notes or mortgages  Suppliers/vendors  Community Leaders Assessments involve stakeholders : persons, groups or other organizations with a “stake” or interest in the future of your organization.

16 The assessment helps planners identify WOTS UP? (Weaknesses, Opportunities, Threats and Strengths Underlying Planning) Internal Strengths What do we do well? External Opportunities What changes are taking place in our environment that might allow us to better achieve our mission? Internal Weaknesses Where can we improve? External Threats What changes in the environment do we need to guard against or prepare for in doing our work? Environmental Assessment

17 The assessment may include:  key informant/stakeholder interviews  facilitated focus groups  questionnaires Environmental Assessment

18 Once information is gathered through the assessment, planning moves to:  Mission Development or Refinement  Strategy Development (Goals & Objectives)  Implementation/Action Planning

19 A mission statement should clarify the organization’s purpose and direction.

20  Who are we?  What is our purpose?  Why do we exist?  What are the basic social and political needs we exist to address?  What do we want to do to recognize or anticipate and respond to these needs or problems?  What makes us distinct or unique? Think about:

21 Definition of strategy: The approach by or direction of an organization which allows it to achieve its purpose. Strategies can include: policies, programs, projects, actions, and resource allocations. Strategies outline your organization's response to the challenges it faces.

22 GOALS are key end results or desired conditions over time, for which a work group expects to be held accountable. GOALS should be supportive of the overall purpose and mission of your organization. They are results, not tasks or activities. Why set goals? Would you get on an airplane if you didn’t know where it was going to land?

23  Measurable  Specific—who will be served & how will they benefit?  Realistic—what can be done about the problem?  Time-limited—when will the objective be accomplished? OBJECTIVES are performance targets that must be reached if the organization is to achieve its goals. OBJECTIVES are more specific than goals; they are the translation of goals into concrete terms against which results can be measured. Characteristics of objectives:

24 The Mission is a general intent Goals are accomplishments to be achieved in pursuit of the mission Objectives are specific & measurable tactics used to reach and achieve goals.

25 PDSA (Plan, Do, Study, Act) is an ongoing cycle Developed by Dr. W. Edwards Deming

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