Presentation on theme: "Bringing your Strategic Plan to Life"— Presentation transcript:
1 Bringing your Strategic Plan to Life Moving it off the shelf and into practiceDecember 2012
2 Strategic PlanningA systematic process through which an organization agrees on – and builds commitment among key stakeholders to – priorities that are essential to its mission and which are responsive to the environment.As a leadership tool, we ask “Are we doing the right things?”As a management tool, we ask “Are we doing things right.”
3 Management Cycle Strategic Where do we want Where are we now? to be? AnalysisWhere are we now?PlanningWhere do we wantto be?StrategicManagementCycleMonitoring &EvaluationAre we gettingthere?ImplementationWhat do we needto do?
4 Strategic ManagementStrategic planning committee can guide your ongoing planning work:Adapt processes and systems to reflect new threats, opportunities, lessons learnedDetermine your optimum planning cycleEvolve your terminology, style, formattingIncorporate regular environmental scansReview your structure (governance & operations)Oversee monitoring and evaluationInvolve staff and volunteers
5 Outcomes/ Goals/ Objectives Strategic PlanMissionWhy we existVisionWhat we aspire to beValuesWhat we believe inStrategic DirectionsWhat we want to focus onOutcomes/ Goals/ ObjectivesWhat we want to achieveSuccess IndicatorsHow we will we know we’ve been successfulOperational PlanWhat we need to do, when, by whom, with what
6 Assumptions You already have a plan Process is customized to each organization’s needs, culture and resourcesCapacity (internal/ external)Allowed sufficient time and resourcesCustomized means terminology is organization specific and understood by membersUse knowledge from others but avoid the search and replaceAllow creativity to emerge
7 So you’ve got a plan - now what? Pulling together ‘tips & truisms’ gathered from management science, our own experience and good practices in and outside of sport
8 Tip #1: Communicate Develop a communications plan Developing core messages and share with key stakeholders:Increases awareness, support & buy-inHelps to re-engage key stakeholders following consultation processInspires actionCraft messages based on audienceThink about who needs to know what, by when, and how
9 Examples Media release FAQ Video Podcasts, webcasts, conference calls Key messages for spokespeopleNewsletterE-bulletinPromotional materials55% of impact is determined by body language—postures, gestures, and eye contact,38% by the tone of voice, and7% by the content or the words used in the communication process.
10 Tip #2 – Keep it RelevantPlan needs to evolve and adapt in order to maintain relevanceAdapt practices and terminology to meet your current needsLook for ways to embed the plan in all aspects of your organization’s planning
11 ExamplesConduct environmental scans throughout the year (SWOT, SOAR, Risk Analysis, Scenario planning)Explore trends and implications and make adjustments to plan as requiredGuest speakers and expertsCommunicate updates regularly to stakeholdersLink swot, soar, risk analysis, scenario planning to relevant resources
12 Tip #3 – CompassUse plan to ensure that everything you do is helping you achieve your mission, move towards your visionStructure follows strategyUse your plan to prioritize and adapt to new opportunitiesUse the plan as a framework to organize your:Annual plansIndividual work plansEmployee/ volunteer evaluations
13 Examples Ask yourself will this activity/decision/action: Help us accomplish our outcomes/ objectivesMove us towards our visionUphold our values & principlesBe within our sphere of influenceProvide good return on investmentLink swot, soar, risk analysis to relevant resources
14 Tip #4: Measure Progress Most effective when integrated into the design of the strategic planning processOnce plan is approved, develop indicators to demonstrate progress for the plan and activitiesCustomized reporting to tell your performance storyBoard to AGM (using indicators)Strategic Planning Committee to Board (using strategic framework)Staff /Operational Volunteers (using operational plan)Cost of measuring must be less than the value of what is being measured
15 Examples Ask: We will know we are successful when we achieve …. We will monitor our progress by collecting this information …So what difference did we makeWe will report to our stakeholders during the following timeframe…We will communicate more broadly to other audiences …Link swot, soar, risk analysis to relevant resources
16 Tip #5: Train & EducateTo truly leverage contributions from volunteers and staffTo ensure that you have the knowledge you need to implement your planTechnology – may need to change or update your IT system….train your staff & volunteersBudget for this
17 Examples Workshops Training Consultants Mentorship Scheduled meetings IT upgrades: software, information management systems, etc.55% of impact is determined by body language—postures, gestures, and eye contact,38% by the tone of voice, and7% by the content or the words used in the communication process.
18 Tip #6: Engage Needs to continue once the plan has been approved Proactively communicate to increase support and buy-inLook for ways to involve your members
19 Examples A notice to members about the completed plan Consider ratification by members to demonstrate accountability, validate resources spent on plan, to show that ‘we heard you’, and to create ownershipPut a ‘call out’ to work on committees, participate in working groups, raise funds, etc.55% of impact is determined by body language—postures, gestures, and eye contact,38% by the tone of voice, and7% by the content or the words used in the communication process.
20 Tip #7: Budget Integrate budgeting into your planning process Ensure budget reflects prioritiesIf something new is added, something needs to come offEnsure plan meets available human/ financial resourcesUse creative processes to help people prioritizecost/ benefit analysispaired weightingFor point on creative processes:Need to identify priorities and align resources with priority itemsCreate a mechanism to review and change priorities over the life of the plan
21 Tip #8: Show Early Wins Capitalize on low hanging fruit: Demonstrates actionProgress on little thingsCreates trustGenerates momentum & a sense of possibility
22 Examples Communicate what you have accomplished newslettersbulletinsWebsiteKey messages for spokespersonsEncourage others to become involved55% of impact is determined by body language—postures, gestures, and eye contact,38% by the tone of voice, and7% by the content or the words used in the communication process.
23 Tip #9: Celebrate Success Recognizes contributions in creative and impactful ways; express gratitudeMakes people feel valuedCreates sense of accomplishment and builds momentumAllows reflection on how far you’ve comeEnsures there is closure
24 Examples Look for ways to honour those that have made it possible: Use your communications forums to express public gratitudeHonour people at AGMThank you cards, gift cards, flowers, baskets, clothing, etc.55% of impact is determined by body language—postures, gestures, and eye contact,38% by the tone of voice, and7% by the content or the words used in the communication process.
25 Tip #10: ‘Can Do’ CultureRecognize that ongoing investment is required to create the right environment that encourages the “doing” in a planned and strategic way:Keep your vision in front of youEmbrace continuous learning and apply itLive your valuesMeet expectationsGet and keep the right people on the busFor continuous learning and apply it use:Build in debriefing as part of the planning cycleIdentify what went well and suggestions to improveEngage a range of people in this processJoanne Mortimore quote of ‘getting the wrong people off the bus, attracting the right ones in the first place”
26 Remember that …If you don’t know where you are going, any road will get you there… … Once you’re on the road, make sure you’ve got a full tank of gas, a map to guide your travels, a clean windshield, and access to a rear view mirror. This will give you the ability to adapt to the detours, poor conditions, and adventures that you will encounter during your travels.