Strategic Planning 1 4 Strategic Planning
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Strategic Planning
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Strategic Planning
TABLE OF CONTENTS
Strategic Planning3 ......... What is Strategic Planning?
3 ......... Why do Strategic Planning?
4 ......... Assessing Your Strategic Planning
5 ......... Developing a Strategic Plan
5 ......... Ways to do Strategic Planning
5 ......... Elements of Goal-based Strategic Planning
5.......... 1. Environmental Scan
10........ 2. SWOT Analysis
12 ....... 3. Vision, Mission, Values / Guiding Beliefs
14 ....... 4. Strategic Goals
16 ....... 5. Strategies
17 ....... 6. Action Plan
21 ....... 7. Monitoring
23 ....... A Strategic Plan is Not a…
24 ....... Communicating Your Strategic Plan
24 ....... Implementing the Strategic Plan
24 ....... Developing Action Plans
24 ....... Hiring Consultants
25 ....... How to Find Consultants Who Work in the Non-Profit Sector
25 ....... How to Recruit a Consultant
26 ....... Conducting Interviews
26 ....... Ending an Unproductive Relationship
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Strategic PlanningWhat is Strategic Planning?Strategic planning is a process where an organization or group comes together to discuss what they do, how they do it, and what resources they will need to do it.
Through strategic planning, you create a strategic plan. The strategic plan:
o Outlines the high-level vision, mission, guiding principles, goals, and strategies of the organization
o Focuses on goals and strategies ranging from one to three years into the future
o Is designed by a committee or board with senior staff
o Is reviewed annually
Why do Strategic Planning?
We do strategic planning because we believe organizations must change as the environment changes.
The task of strategic planning is to understand how the environment is changing, and will change, and how to make decisions that allow the organization to respond to those changes.
Strategic planning allows an organization to:
• Clarifyitsuniquepurposeandhowclientsandusersviewit
• Clearlyunderstandandtalkaboutitswork
• Identifypriorityareasforaction,andcommunitypartnersandstakeholders
• Improvethewaypeopleworktogether
• Getstaffandvolunteersinvolvedintheplanningprocess
• Understandtheexternalenvironmentandhowitimpactstheorganization
• Questiontraditionalpractices
• Haveeffectivemanagement
• Develop
- a clearly stated future direction and action steps to move toward that direction
- a clear blueprint for action that guides all decision making
- milestones and/or performance indicators to measure progress
• Collectinformationthatcanbeusedtomarkettheorganizationtothepublic,current and potential donors, funders, and staff
� Tips forSuccess
The key to a useful strategic plan is to ensure it is clear and concise and reflects the work and language of the organization.
The purpose of a strategic plan is to help clarify your organization’s plans and ensure stakeholders are
on the same page.
!
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Assessing Your Strategic Planning YES NO ?
1. Doesyourorganizationhaveawritten,updatedstrategicplan? o o o
2. Whendidyoulastreviewthestrategicplan?
3. Howoftenisitreviewedandbywhom?
4. Didyourorganizationholdameetinginthelastyearto o o odiscussthestrategicplanorprocess?
5. Whatweretheresultsandnextsteps?
6. Doesyourorganizationincludeoutsidersinthestrategic o o oplanningprocess?
7. Whoisincludedandhow?
8. Willtheybeincludedagain? o o o
9. Howdoesyourorganizationorientitsboard,staff,and o o ovolunteerstothestrategicplanningprocess?
You may want to revisit this after you complete
the module.!
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Goals-based
• Examinesissuesfacingtheorganization
• Develops:
- Strategies to address the issues
- Action plan to implement the strategies
- Not covered in this workbook
• Note:issues-basedstrategicplanningis not covered in this wokbook
• Mostcommonlyused
• Focusisontheorganization’smission,vision, and/or values
• Develops:
- Goalstoworktowardthemission
- Strategies to achieve the goals
- Action plan detailing who does what and by when
Issues-based
Ways to do Strategic PlanningThere are two basic ways of strategic planning: goals-based and issues-based.
Developing a Strategic PlanThe way a strategic plan is developed depends on several factors:
Nature of the organization’s leadership
Culture of the organization
Complexity of theorganization’s environment
Size of the organization
Expertise of planners
Organization’s budget
Elements of Goal-based Strategic Planning
Environmental Scan
Environmentalscanningisthegathering,analysis,anduseofinformationaboutevents,trends,andexternalrelationshipsinanorganization’senvironment.
Informationgatheredprovidesthecontextforthestrategicplan.Itincludes:
• Anexplanationofthecurrentclimatein whichtheorganizationexists
• Relevantsocialissuesandneeds
Tips forSuccess
Strategic planning is customizable so you can select a planning model appropriate to the size of your organization and the issues it is currently facing.
You can usually complete an environmental scan in one or two sessions.!
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Whataretheirreportingexpectations?
Describe your organization’s external environment.
Whoareyourfunders?
Government:Local,Provincial,Federal
Private:
Foundations:
Other:
Tips forSuccess
The strategic planning process and the strategic plan you create areequallyimportant.
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Howdoesthepoliticalandeconomicenvironmentimpactyourprogram(s)?
Political:
Economic:
Whatisyourrelationshiplikewithotherfunders?ThemunicipalgovernmentorMétisSettlementcouncil?Theprovincialgovernment?
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Isthereareason,stronglysupportedbyresearch,fortheexistenceofyourorganizationandtheprogramsyouofferand/orfund?
What is the major social issue or problem your organization or community is trying to address?
Organization:
Community:
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Whatwasdeterminedatthattime?
Whenwasyourlastenvironmentalscan?
Tips forSuccess
Involving as many stakeholders as possible in the entire strategic planning process leads to a more successful plan.
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SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths and weaknesses are internal factors, part of theorganizationitself.Opportunitiesandthreatsareexternalfactors.LookingatSWOThelpsyoufocusonthekeyissues.
A SWOT analysis is often done with the environmental scan and can usually be completed in one session.
Whatdoesyourorganizationdowell?
Whatdoesyourorganizationstruggletoaccomplish?
Whatchallengesdoyouface?
Whatresourcesexistwithinyourorganization?
Whatresourcesdoyoulack?
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Tips forSuccess
The planning process is never finished; planning is a continuous cycle that is part of the management process itself.
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Whattrendsdoyouseeinyoursector?
WhenwasyourlastSWOTanalysis?
Howwastheinformationgathered?
Whatwasdiscoveredatthattime?
Tips forSuccess
There is no right or wrong way to developastrategicplan.Planinawaythat fits with your organization.
Aretherechangesinyourenvironment/communitythatmaypresentopportunities?
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Vision, Mission, Values / Guiding Beliefs
Vision: a long-term statement about the ideal future if the organization successfully meets its mission and goals
Mission: a clear, concise statement about why the organizationexists
Values/guiding beliefs: the beliefs and principles guiding decision-making
A family violence organization might have the following:
Vision: A violence-free society
Mission: To build awareness and reduce the incidence of family violence in the community
Values/guiding beliefs:Webelieveininclusionandequalityregardlessofrace,gender,sexualorientation,orability
Doesyourorganizationhaveaclear,meaningful,writtenmissionstatementthatreflectsitsfundamentalpurpose,values,andpeopleserved?
o Yes o No
Ifso,whatisit?
Ifnot,when/howwillyoudevelopone?
Doesthemissionstatementduplicatethemissionofanyotherorganizations? o Yes o No
Ifso,whatwillyoudo?
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EXAMPLE
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Aretheprogramsyouofferhelpingyouachieveyourmission?
o Yes o No
Ifnot,whatwillyoudo?
Is your mission statement statement widely understood, agreed upon, and communicatedbystaff,theboard,volunteers,constituents,andcommunity?
o Yes o No
Ifso,how?
Ifnot,howcanyouimprovethis?
If you do not have mission, vision and values statements:
Whydoesyourorganizationexist?
Whatdoesitofferthatnootherorganizationoffers?
Whatistheidealstateyouwanttoachievewhenyoumeetyourmissionandgoals?
Whatvaluesareimportanttoyourorganization?
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Doesyourorganizationhaveastrategicplandetailingyourgoalsforthenextthreetofiveyears?
o Yes o No
Ifso,whatarethegoals?
Ifnot,whatgoalsdoyouwanttoachieve?
Strategic Goals
• Goalsprovidedirectionforfundamentalchange
• Thetimehorizonformostgoalsgoesbeyondtheannualbudgetcycle
• Fourorfivegoalsareoftenenoughforathree-yeartimeframe
Ensureallcommunitymembershaveaccessto family violence education and services
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EXAMPLE
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Haveyouprioritizedyourgoalswithtimelines?
o Yes o No
Ifnot,whichgoalsaremostimportant?
Whendoyouhavetomeetthem?
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Havestrategiesbeendevelopedtoachieveyourprioritygoals?
o Yes o No
Ifso,whatarethey?
If you have not developed strategies:
Whatdoyouhavetodotoaccomplishyourgoals?
Whowilldoit?
Whendoesithavetobedone?
Strategies
Strategiesarethespecificstepsyoumusttaketomeetyourgoals.Eachstepdescribes:
• Whatyouhavetodo
• Inwhattimeframe
• Whohastodoit
• Theactionplan
Determinewhatgroupsarenotaccessing family violence services and why.
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EXAMPLE
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Howareyougoingtoachieveeachgoal?
Howwillyourstrategiesbeimplemented?
Action Plan
Action plans identify the concrete steps you need to take to achieve the strategy, who will do each step, by when, and with what resources.
Action planning is one way of implementing your strategic plan.
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Tips forSuccess
You may create one action plan outlining how you will implement your strategic plan or you may create many action plans, each contributing to the strategic plan.
Tips forSuccess
Don’tforgetto implement your plan.
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Whoisgoingtodoeachtask?
Whenshouldeachtaskbedone?
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Whatistheroleofeachcommittee,partner,staffmember,etc?
Doyouhaveanevaluationprocessandperformanceindicatorssoyoucanmeasureyourprogresstowardyourgoals?
o Yes o No
Ifso,whatarethey?
Ifnot,howwillyouknowyouaremakingprogress?
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Haveyouallocatedhumanandfinancialresourcessoyoucanensurethegoalsareaccomplishedinatimelyfashion?
o Yes o No
Ifnot,whatwillyouneed?
Monitoring
The action plan should specify who is responsible for overall implementation of the plan, as well as who is responsible for achieving each goal and implementing each strategy.
Whoisresponsibleforensuringyourstrategicplanisimplemented?
Whoisresponsibleforachievingeachgoal?
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Tips forSuccess
The action plan should be updated and reported on regularly. This is an effective way to ensure the plan is being implemented in a timely manner.
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Whoisresponsibleforimplementingeachstrategy?
Howwillyoureportontheactionplan?
Whowillupdateandreportontheactionplan?
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A Strategic Plan is Not a …
Program PlanBusiness Plan Outcome Plan
• Usedinlargeorganizations, governments, or very large departments
• Formal,public,and political
• Oftenconfusedwith a strategic plan and non-profit organizations often produce a hybrid plan
• Shouldeasilyfitinto overarching strategic plans
• Alsocalledaservice plan
• Describesyourservices
• Outlinesyourdeliverables
• Statesyouranticipated success
• Providesevidencefor the results of a program
• Oneexampleisa program logic model, a plan that logically connects all the pieces of a program
• A type of evaluation plan, just like process plans and feasibility plans
• Determinesthe impact of a program on the lives of clients and participants
• Providesaroadmap guiding the evaluation process
• Centralelementsare the program logic model, measurement tools, data collection processes, and database structure
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Communicating Your Strategic PlanOnce you have completed your strategic plan, it is important to communicate the informationtothestakeholders.Usethefollowingchecklisttoensureallstakeholdershave the opportunity to review the strategic plan before implementation.
� Everyboardmemberandmemberofmanagementhasacopyoftheplan
� Highlightsoftheplan(ortheentireplan)havebeengiventoeachmemberofyourorganization
� Your mission, vision, and value statements are posted on the walls of your main offices
� You have included relevant portions of your plan in your newsletter, advertising, and marketing materials
Implementing the Strategic Plan• Operation phase - action plans are developed
to achieve goals and strategies
• Action Plans - describe who is doing what, when, and in what order, for the organization to reach its goals
Developing Action PlansAction Plans -
• Specifythegoalsandstrategiestobeaccomplished
• Describeactionsneededtoaddresspriorityissuesandreach the goals of the organizations
• Specifywhowillcompleteeachactionandinwhattime frame
• Canbedevelopedforeachfunctionoftheorganizationor each program/service
Hiring ConsultantsIfyourorganizationdoesnothavethecapacitytodostrategicplanning,it’sagoodideato hire a consultant rather than save money and learn as you go.
Strategic planning is an important activity that will result in setting a long-term direction foryourorganizationandhelpyoumakedecisionsforfutureprogramming.Hiringaconsultant may be money well spent!
Shouldyouhireaconsultanttohelpwithstrategicplanningordoityourself?Thiswilldependonhowyouanswerthefollowingquestions:
• Doyouhavethemanagementandstaffingresources,skills,andexperiencesrequiredforthestrategicplanningprocess?
• Doesyourboardhavethetimetobeinvolvedintheprocess?
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How to Find Consultants Who Work in the Non-profit SectorThere are numerous sources for finding consultants:
• ProfessionalassociationssuchastheCanadianEvaluationSocietyandtheAlbertaCollegeofSocialWorkers
• ReferencecentressuchastheResourceCentreforVoluntaryOrganizationstheFCSSAAResourceBankandtheCentreforNotforProfitManagement
• Listsofconsultantsfromfunderswhoinviteconsultantstosubmitproposals
• Professorsandgraduatestudentsfromuniversitiesandcolleges
• Referralsfromothernon-profitorganizations
• AlbertaCultureandCommunitySpirit,VoluntarySectorServices,provides support for strategic planning, free of charge. www.culture.alberta.ca/voluntarysector/
How to Recruit a ConsultantThefollowingskillsarerequiredtorecruitaconsultant:
•Budgeting
•DesigningaRequestforProposal(RFP)
•Objectively reviewing proposals to ensure they are complete and meet your needs
•Short listing candidates
•Interviewing
If your organization does not have the resources and skills to recruit a consultant, you may wanttocallonvolunteerswithexperienceinthisareaorarrangeforashortworkshoponhow to recruit consultants.
Whenyouarereadytorecruit,youneedtodesignaRequestforProposalandaskconsultantstosubmitproposalsbasedontheRFP.
RFPsandsubmittedproposalsshouldcontainthefollowing:
•Outline of how the consultant intends to approach the project
• A breakdown of the major activities and outputs that will contribute to the outcomes you want,(referredtoasmethodologies)
•The skills the consultant will bring to the project
•Who will report to you, how often, and in what form
•Timelines for the project
• A budget detailing the cost of completing the project, including an hourly or daily fee rateandbreakdownofprojectexpenses
•ConsultantqualificationsandexperiencewitharesumeorCVandreferences
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Conducting Interviews•Assemble a diverse interview team
•Interview at least two prospective consultants
•Askeachcandidatethesamequestions
•Checkreferences
Ending an Unproductive RelationshipEventhoughyouwerethoroughininterviewingandhiringaconsultant,thingscangowrong. You may hire the wrong consultant or the consultant does not have the right skillsorexperiencefortheworkyouwanttodo.Perhapsyourorganizationreallywasnot ready to move forward with a strategic planning process, or management may struggle with information that is coming from the consultant. In these cases, you have a responsibilitytoendtherelationshipquicklyandprofessionally.
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Notes:
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