Building Blocks of Strategic Planning Part 1

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Building Blocks of Strategic PlanningPart 1
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Presented by.

• Sara Cegelski, Professional Development
  Consultant, Rochester, NY
• Faculty Member, Rochester Institute of
  Technology, Human Resource Development Program
• Member, Rochester International Council

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Agenda

• The Process of Strategic Planning What, Why and
  How
• Reviewing Essential Steps
• Mission, Vision and Values
• SWOT Analysis
• Defining KRAs
• Goals, Objectives, Action Steps
• Implementation
• Monitor, Measure, Re-evaluate

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What is Strategic Planning?

• a present-based organizational tool
• based on projections of desired future
• a road map for the next three to five years
• process of making decisions on allocating
  resources to pursue defined strategy

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What Is It Not?

• operational plan
• crystal ball
• substitute for leadership and good judgment
• smooth, predictable, completely linear process

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When Is It Time to Develop a Strategic Plan?

• organizational start-up
• significant growth
• new venture or project
• time lapse since last plan

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What are the Benefits of Strategic Planning?

• Defines purpose and realistic goals
• Makes goals known to stakeholders
• Builds consensus about direction
• Ensures resources directed to priorities
• Establishes ways to measure progress

• Sharpens focus of organization
• Keeps staff and board in dialogue
• Fosters team building
• Helps to identify obstacles and opportunities
• Guides stakeholders in deciding how time spent

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Who Should Be Involved Forming Your Team

• CEO, President, Director
• Board Chair
• Program Directors
• Staff representation at various levels
• Board members
• Others (customer, consultant, volunteer) may be
  involved at various points

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How Long Should the Process Take?
"Patience and perseverance have a magical effect
before which difficulties disappear and
obstacles vanish."John Quincy Adams 
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How Long Should the Process Take?

• Retreat approach
• Strengths
• All participants present
• Time-efficient
• Challenges
• Possible hasty decisions
• Too many cooks

• Series of Meetings Approach
• Strengths
• Time to do research
• Time to consider options
• Challenges
• Possibility of losing momentum
• Difficulty of having all participants present at
  all meetings

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Steps in the Strategic Planning Process
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Start by Creating a Mission Statement

• States purpose, business and values
• To create a mission statement
• input from variety of stakeholders
• a structured process
• right-sized team
• Answers to
• What do we do?
• For whom do we do it?
• How do we do it?

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Sample Mission Statements

• Our mission is to help women and their families
  develop stable, independent, and productive lives
  by providing shelter, structure, and strength to
  embrace the future. Sojourner House
• We are dedicated to representing and serving
  local communities and creating opportunities for
  every American to participate in and appreciate
  all forms of the arts Americans for the Arts

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Sample Mission Statements (continued)

• to enhance international understanding and
  friendship through educational, cultural and
  humanitarian activities involving the exchange of
  ideas and experiences directly among peoples of
  different countries and diverse cultures People
  to People

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Next, Craft Your Vision

• Guiding image of goal achievement ideal future
  state
• Answers the question, What does success look
  like?
• Same process guidelines as for the mission
  statement

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Rememberan Ideal Future State

• No pessimist ever discovered the secrets of
  stars, or sailed to an uncharted land, or opened
  a new heaven to the human spirit.
• Helen Keller

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Sample Vision Statements

• We will build a stronger America by mobilizing
  our communities to improve peoples lives. United
  Way
• To be the world's best quick service restaurant
  experience. Being the best means providing
  outstanding quality, service, cleanliness, and
  value, so that we make every customer in every
  restaurant smile. McDonalds

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Sample Vision Statements (continued)

• The Boy Scouts of America will prepare every
  eligible youth in America to become a
  responsible, participating citizen and leader who
  is guided by the Scout Oath and Law. Boy Scouts
  of America

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SWOT Analysis Assessing the Current Climate

• Tool to analyze internal strengths and weaknesses
  and external opportunities and threats.
• Gather information from a variety of
  constituents
• Surveys
• Focus Groups
• Program Evaluations
• Structured Brainstorming

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SWOT Diagram
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Arts for All Youth

• Mission To provide opportunities for young
  people in grades K-12 to have hands-on
  experiences in various art forms by working with
  regional school districts.
• Vision Every child in our region has
  participated in an AFAY session prior to
  graduation.

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Arts for All Youth SWOT Analysis

• Strengths
• Large pool of talented instructors
• Relationship with school districts
• Uniqueness of program
• Opportunities
• New state arts fund created
• RFP for after-school arts program in Avon
• Opportunity to license curriculum for
  out-of-state organization

• Weaknesses
• Dont reach rural districts
• Few private sector or foundation grants
• Reliance on one government agency
• Threats
• Funding cuts to arts programs announced by county
• Some schools contracting with Culture in Schools,
  Inc.

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Define Key Result Areas

• Major strategic areas needing significant change
  or growth
• Based on SWOT analysis
• Do not represent all activities organization
• Carefully selected with structured process

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Sample Key Result Areas Arts For All Youth

• Organizational Funding
• Population Served
• Program Content

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Set goals for each KRA

• Each KRA has own plan
• Decide on goals for KRA
• Done by a smaller group of stakeholders based on
  knowledge, interest, impact
• Goals are still fairly broad

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Sample Goals
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Set Objectives for Each Goal

• Objectives written as SMART goals
• Specific
• Measurable
• Achievable
• Relevant
• Timely

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Set Objectives for Each Goal Arts for All Youth
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Aim for Quantifiable Measures
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Write an Action Plan for Each Objective

• Specific, to-do steps
• Identify who will be responsible (name, position,
  department)
• Timeline associated with each step
• Specify resources required to complete

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Sample Action Plan
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Strategic Plan XYZ Organization, 2008 2010
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Implement Plan

• Sense that work is finished once plan written
• Let implementers know where they fit into the big
  picture
• Make sure that action plans are understood and
  communicated
• Build accountability into the action plan

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Monitor, Measure and Re-evaluate

• Schedule periodic reviews of plan
• Measure objectives against actual performance to
  determine progress
• View plan as living, breathing document
• Establish vehicles for communication
• Revisit and revise if necessary

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Resources

• Web Resources
• http//www.nonprofitexpert.com/strategic_planning.
  htm
• http//www.allianceonline.org/FAQ/strategic_planni
  ng
• Books
• Allison, Michael and Kaye, Judith. Strategic
  Planning for Nonprofit Organizations, 2nd
  Edition. San Francisco, CompassPoint Nonprofit
  Services, 2005.