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Mario Andretti + Einstein = Planned & Thriving Communities Community Guide to Facilitating Strategy: Rae Lynn Hays, Project Director, USDA Rural Community.

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Presentation on theme: "Mario Andretti + Einstein = Planned & Thriving Communities Community Guide to Facilitating Strategy: Rae Lynn Hays, Project Director, USDA Rural Community."— Presentation transcript:

1 Mario Andretti + Einstein = Planned & Thriving Communities Community Guide to Facilitating Strategy: Rae Lynn Hays, Project Director, USDA Rural Community Development Initiative

2 Learning Objectives  Strategic Planning vs. Strategic Thinking  Driver’s Model  Assessment  Strategic Sessions  Implementation

3 Strategic Roles Strategic Planning  Translate strategy into action Strategic Thinking  Understand what is happening in the present  Identify best response or action in face of those emerging events Source: Mintzberg, Henry (1994). The Rise and Fall of Strategic Planning.

4 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 4 The Strategic Plan

5 Planning Levels C % D % % % % % Planning Level Desired Result Style of Action Underlying Value Tactical Satisfy customer expectations; solve problems Reactive Survival and responsiveness Operational Maintain status quo; conform to expectations; control results; turn plans into action Has short-term focus; fixes problems; maintains smooth operation Stability and control Interactive Exceed expectations; anticipate daily problems Proactive Continuous Improvement Strategic Achieve ideal future; optimize outcomes, given resources and constraints Future-minded; has long-term focus; explores alternative possibilities Controlled instability and optimization of opportunities 100%

6 The Covey Matrix Important LowHigh Urgent Low High Directive from Boss Junk Mail Ringing Telephone Strategic Plan

7 TODAY X X X X      VISION The Drivers BARRIERS CSFs ________________ Leadership Strategies, Inc. The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

8 TODAY X - Floors, paint, rain  - Neighbors, Attic VISION The Drivers BARRIERS CSFs Savings plan $300/mth Work weekends $300/mth Cut up credit cards View 25/homes month MONITOR! Purchasing Our Home Leadership Strategies, Inc. 3.5 Bathrooms Private office Playroom $300K - $15K Down Payment High Credit Card Balances Find a house The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

9 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. 5 Key Points The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

10 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. 5 Key Points #1 Start with An Accurate Picture of today! The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

11 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. #1 Start with An Accurate Picture of today! #2 Create a Shared Vision 5 Key Points The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

12 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. #1 Start with An Accurate Picture of today! #2 Create a Shared Vision VISION 5 Key Points The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

13 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. #2 Create a Shared Vision CSFs #3 Understand your CSFs and Barriers 5 Key Points #1 Start with An Accurate Picture of today! The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

14 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. #1 Start with An Accurate Picture of today! #2 Create a Shared Vision CSFs #3 Understand your CSFs and Barriers ________________ #4 Define Your Drivers 5 Key Points The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

15 TODAY VISION The Drivers BARRIERS Leadership Strategies, Inc. #1 Start with An Accurate Picture of today! #2 Create a Shared Vision CSFs #3 Understand your CSFs and Barriers ________________ #4 Define Your Drivers MONITOR! #5 5 Key Points The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

16 16 Monitoring – Why? Track your progress Make sure your strategies are working Make adjustments Vision might change

17 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 17 Monitoring – Why? Track your progress Make sure your strategies are working Make adjustments Vision might change MOTIVATION

18 Why Do Most Plans Fail? ?

19 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 19 A Sample Plan

20 TODAY X X X X      VISION The Drivers BARRIERS CSFs ________________ Leadership Strategies, Inc. The Drivers Model Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent.

21 Build Briefing Book

22 Session 1  Where are we now?  Review Briefing Book  Define the SWOT  Where do we want to be?  Visioning  Goals  Mission  Objectives

23 SWOT Comparison TraditionalDrivers Strengths WeaknessesOpportunitiesThreatsStrengthsWeaknessesOpportunitiesThreats Internal External

24 SWOT COMPARISON – Attribute/Impact TRADITIONAL  Experience personnel DRIVERS  Our experienced personnel allow us to recognize problems quickly and bring proven solutions to the table Source: Wilkinson, Michael (2011). The Executive Guide to Facilitating Strategy

25 Positioning Statements  Broad determinations about the organization’s direction and focus of the organization  Created for key external  Format:  “We believe….(trend). Therefore, we must….(positioning) Source: Wilkinson, Michael (2011). The Executive Guide to Facilitating Strategy

26 Positioning Statement Example  Example We believe that there will be a greater demand for accountability of resources. Therefore, we must clearly identify what we are accountable for, establish evaluation protocols, and clearly communicate to the public the impact of community projects with the resources used.  Source: Wilkinson, Michael (2011). The Executive Guide to Facilitating Strategy

27 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 27 A Sample Plan

28 Goals  Why Goals First?  Visualization  Categories

29 Goals Goal Verbs - Infinite  Provide  Promote  Maximize  Maintain  Foster Strategy Verbs - Finite  Establish  Develop Implement  Build  Create

30 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 30 A Sample Plan

31 Mission  Defined  What do we do?  For whom do we do it?  What is the benefit

32 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 32 A Sample Plan

33 Vision Organization Focused  The association of choice for the community development professional Impact Focused  Helping Montana residents work, live, and learn in communities of their choice.

34 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 34 A Sample Plan

35 Objectives

36 SMART  Specific  Measureable  Achievable  Relevant  Measure results – not activity

37 Sample Verbs Objective(quantitative)  Increase  Reduce  Achieve  Maintain  Have Strategy (finite)  Establish  Develop  Implement  Build  Create Source: Wilkinson, Michael (2011). The Executive Guide to Facilitating Strategy

38 Objective Considerations  Establish Baseline  Moon vs. Mountains  Coming close to the ultimate measure  Making changes to the goal statement Source: Wilkinson, Michael (2011). The Executive Guide to Facilitating Strategy

39 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 39 A Sample Plan

40 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 40 A Sample Plan

41 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 41 A Sample Plan

42 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 42 A Sample Plan

43 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 43 A Sample Plan

44 Action StepWhoWhen$Person -Days Identify potential sponsors and gain support Project MgrQ11 Convene 3-member project team, develop project plan Project Team (PT) Q14 Outline meetings.org target audience and functions PTQ115 Design website and gain approval Vendor, PTQ2$5K15 Develop site marketing strategy Vendor, PTQ2$5K3 Develop and test site Vendor, PTQ3$25K15 Launch site Vendor, PTQ4$5K6 Execute search engine and marketing strategies VendorQ4$10K3 Strategy: Partner with sponsors to create and publicize meetings.org to provide a one-stop website with answers for consumers, suppliers, and meeting planners. Owner: Member Benefits Due: Q4 Costs: $50K Internal Time: 57 person-days Sample Action Plan

45 Monitoring We recommend monitoring your plan at least quarterly. Which item do you grade?  Vision / Mission  Goals  Objectives  Critical Success Factors  Barriers  Strategies  Actions 45 -

46 Strategic Direction SettingImplementation Planning Action Planning Breaking up the Plan

47 Strategic Planning Process Customer Views Employee Views Upper Mgmt Views Competitor Info Current Situation Communication Plan Strategic Plan Document Monitoring Plan Briefing Book Outputs Phase I Assessment Phase II Strategy Sessions Phase III Implementation Strategic Direction Implementation Planning Action Planning Session 1Session 2Session 3 Strategy Phases Industry Trends

48 Strategic Planning Process Customer Views Employee Views Upper Mgmt Views Competitor Info Current Situation Communication Plan Strategic Plan Document Monitoring Plan Briefing Book Outputs Phase I Assessment Phase II Strategy Sessions Phase III Implementation Strategic Direction Implementation Planning Action Planning Session 1Session 2Session 3 Strategy Phases Industry Trends Why?

49 Dashboard Sample Sample Dashboard Summary JanFebMarAprMay Done 100 >75% 75 <75% 50 A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

50 Dashboard Sample Sample Dashboard Summary77% C+ JanFebMarAprMay Done 1003 >75% 756 <75% 502 A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

51 Dashboard Sample Sample Dashboard Summary77% C+89% B+ JanFebMarAprMay Done >75% 7563 <75% 5021 A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

52 Dashboard Sample Sample Dashboard Summary77% C+89% B+91% A- JanFebMarAprMay Done >75% <75% A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

53 Dashboard Sample Sample Dashboard Summary77% C+89% B+91% A-84% B JanFebMarAprMay Done >75% <75% A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

54 Dashboard Sample Sample Dashboard Summary77% C+89% B+91% A-84% B98% A JanFebMarAprMay Done >75% <75% A1Provide quarterly seminars on advanced meeting planning B3Partner with Food Bank to provide unserved food at events to homeless shelters C1Implement PR program to publicize events in local media T

55 Steps for Monitoring Monthly, review status of priority strategies. Quarterly/Semi-annual, review performance against objectives. Quarterly/Semi-annual, report progress of strategies and objectives to staff. Annually, update the strategic plan.  Grade progress on each objective  Identify new barriers, current trends  Adjust/establish new objectives  Review/establish new strategies and priorities -

56 Copyright (c) Leadership Strategies, Inc. - Duplication prohibited without prior written consent. 56 Questions and Answers ???


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