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Strategic Planning


In your experience, What went well? What did not go well? What were some pitfalls? What were some benefits? Strategic Planning – PowerPoint PPT presentation

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Title: Strategic Planning

Strategic Planning
  • Sharon Chontos
  • Sage Project Consultants, LLC

Strategic Planning
  • In your experience,
  • What went well?
  • What did not go well?
  • What were some pitfalls?
  • What were some benefits?

BenefitsSource Bryson, J. M., Alston, F. K.
(2005) Creating and Implementing your Strategic
Plan. A workbook for Public and Nonprofit
  • Increased effectiveness
  • Increased efficiency
  • Improved understanding and better learning
  • Better decision making
  • Enhanced organizational capabilities
  • Improved communications and public relations
  • Increased political support

Nonprofit and Public Strategic Planning Models
  • The Drucker Model
  • Drucker, Peter F. (1999) The Drucker Foundation
    Self Assessment Tool, Process and Participant
    Workbook. The Peter F. Drucker Foundation for
    Nonprofit Management and Jossey-Bass Publishers,
    San Francisco, CA
  • Amherst Wilder Foundation
  • Amherst Wilder Foundation. (1987) Strategic
    Planning Workbook for Nonprofit Organizations.
    Publishing Center for Cultural Resources, New
    York, NY
  • Strategic Change Cycle Model
  • Bryson, John M. and Alston, Farnum K. (2005)
    Creating and implementing your Strategic Plan, A
    Workbook for Public and Nonprofit Organizations

  • Organizations
  • Parts of Organizations
  • Programs
  • Projects
  • Networks
  • Coalitions
  • Communities

When to delay planningSource Sumption Wyland
  • Impending executive turnover or no current
  • Board instability
  • Financial instability
  • Media scrutiny or scandal
  • Significant board and CEO tension

Strategic Planning ProcessSource Bryson, J.
M., 2005, Creating and Implementing your
Strategic Plan

Phase Four Implementing Strategies
Evaluation Monitoring Implementation
Phase Three Developing Strategies and Action
Budgets Action Plans
Phase Two Identifying and Analyzing Strategic
Goals and Objectives
Strategic Issues
Phase One Organizing the Process and Analyzing
the Environment
Readiness Assessment
Plan the Plan
Stakeholder Assessment
Mandate Analysis
Environmental Scan
Phase 1 Readiness AssessmentSource Sumption
  • Does your organization have a current strategic
  • When was it developed?
  • How was it developed?
  • How is it working?
  • Does your organization have an established
    mission statement that reflects the organization
    now? And vision and values?
  • Does your organization have stable, diversified
    funding to deliver its mission?
  • Does your organization have a team that will
    follow through and make the strategic planning
    operational through annual work plans and
    evaluative activities as well as through direct

Phase 1 Organizing the Process Source Bryson
and Alston (2005)
  • Whose plan is it?
  • What period of time will the plan cover?
  • Who is the plans sponsor(s)?
  • Who is the plans champion(s)?
  • Who will be on the planning project team?
  • Who should be involved in the development of the
  • Who should review the plan?
  • Who are audiences for the plan?
  • What resources do we need to complete plan?
  • What criteria should be used to judge the
    effectiveness of the strategic plan?

Should we hire a consultant?
  • Do you have the internal capacity to facilitate a
  • Would an external perspective be useful in
    providing unbiased feedback and facilitation?
  • Do your sponsors and champion have the time to
    facilitate the process and document the plan?
  • Do you have the funding resources to pay for a
  • Can a consultant do some tasks and internal
    resources do others?
  • Would it be helpful to have an external
    consultant address uncomfortable subjects?

Phase 1 Mandate Analysis
  • Do you have a national or parent organization
    that requires a strategic plan?
  • Do they mandate your organization have a
    strategic plan? If yes,
  • Do they have a suggested or required process to
  • Do they have required deliverables?
  • Do they have resources (experts, funding,
    templates) that you can draw upon?

Phase 1 Stakeholder Assessment
  • Identify key stakeholders
  • Internal
  • External
  • Gain their feedback regarding the present state
    and future priorities through
  • Surveys
  • Focus Groups
  • Interviews

Phase 1 SWOT Analysis Source Bryson and
Alston (2005)
  • Strengths What are the strengths of your
    organization and how will you maintain or improve
    those attributes?
  • Weaknesses What are the organizations
    weaknesses and how will you overcome those
  • Opportunities What external opportunities may be
    available to your organization?
  • Threats What are threats or challenges that
    your organization will face? How will you
    overcome each challenge?

Phase 1 Environmental Analysis
  • Competition
  • Are there other nonprofit, public or for-profit
    agencies that provide the same service or product
    you do?
  • How do they compare in price, quality and value?
  • Who has contact with your audience?
  • Clients
  • Funders
  • Sustainable Funding
  • What are your funding sources now?
  • Are they sustainable?
  • How many sources of funding do you have?
  • What are your funding challenges?

Forces of ChangeSource Mobilizing for Action
through Planning Partnerships (MAPP), National
Association of County and City Health Officials
  • Forces are a broad all-encompassing category that
    includes trends, events, and factors.
  • Trends are patterns over time, such as migration
    in and out of a community or a growing
    disillusionment with government.
  • Factors are discrete elements, such as a
    communitys large ethnic population, an urban
    setting, or a jurisdictions proximity to a major
  • Events are one-time occurrences, such as a
    hospital closure, a natural disaster, or the
    passage of new legislation.
  • What Kind of Areas or Categories Are Included?
  • Social, economic, political, technical,
    environmental, scientific, legal, ethical

Institution Data
  • List your core competencies. Be honest.
  • Analyze your own data
  • Financial
  • Client Statistics
  • Surveys
  • Quantitative
  • Qualitative
  • Public Reviews

Tying it all together
Phase 2 Mission
  • What is our organization here to do?
  • What is our purpose?
  • What business are we in?
  • Who do we serve?
  • How are we unique?

Mission Tips on drafting
  • Provide key stakeholders a question(s) regarding
    organizations purpose. Have individuals write
    their own thoughts.
  • In a small group, have individuals share their
    ideas and ask group to draft a mission statement.
    Present to larger group for editing.
  • Mission statement should be
  • Concise
  • Geography
  • Services

Phase 2 Values Source Bryson and Alston
  • How do we want to treat others?
  • Review your organizations values in practice at
    this time.
  • Are these values desirable or not?
  • Are there additional values your organization
    should adopt?
  • Choose 8 10 values you want to keep or adopt
    and define each in your own words.
  • Incorporate into the vision statement.

Phase 2 Vision Source Bryson and Alston
  • A vision statement reflects what the organization
    will look like if it successfully implements its
  • Describe your organization now.
  • Imagine reporting on your organization 5 years
    from now.
  • Conduct a gap analysis. How will you close the
    gap between now and five year vision?

Framing scenarios

Phase 2 Strategic IssuesSource Bryson and
Alston (2005)
  • During Phase 1, note strategic issues that arise
    from during the data collection and analysis.
  • Frame the issues as questions or concerns the
    organization can do something about.
  • Determine if the issue is strategic, operational
    or tactical. Table or assign the operational and
    tactical issues for now.

Phase 2 Goals Source Bryson and Alston (2005)
  • Goal A long-term organizational target or
    direction of development. It states what the
    organization wants to accomplish or become over
    the next several years. Goals provide a basis
    for decisions about the nature, scope, and
    relative priorities of all projects and
    activities. Everything the organization does
    should help it move toward attainment of one or
    more goals.
  • Goal 1 Increase the number of clients served
    while maintaining high customer satisfaction.

Phase 2 Strategy Source Bryson and Alston
  • Strategy The means by which an organization
    intends to accomplish a goal or objective. It
    summarizes a pattern across policy, programs,
    projects, decisions, and resource allocations.
  • Strategy identifying tips
  • Review each strategic issue. How can you improve
    or address the issue? What are practical
  • What major initiatives can be pursued to address
    the issue?

Phase 2 Objectives Source Bryson and
Alston (2005)
  • Objective A measurable target that must be met
    on the way to attaining a goal.
  • Objective Defining Tips
  • Each objective should have a definable
    measurement with a baseline and end target.
  • Objective 1.1 Increase the number of clients
    receiving our counseling services from the
    historical average of 120 per year (baseline
    average 2004 to 2008) to 150 per year (target
    average from 2009 to 2014 during 5 year plan
  • Objective 1.2 Maintain customer satisfaction
    based on a 5 point Likert scale at 4.5 (baseline
    average 2004 to 2008) over the 5 year plan

Phase 3 Action Plans
Phase 3 Budget
  • Initially, your organization may want to list
    budget considerations only.
  • The following are project budget categories for
    most grant applications
  • Personnel
  • Fringe Benefits
  • Equipment
  • Supplies
  • Construction
  • Contractors
  • Indirect Expenses

Sustainability Plan
Phase 3 Timeline
  • Table
  • Microsoft Excel
  • Microsoft Project

Phase 4 Implementation
  • If you have employees, their objectives should
    directly reflect the plans objectives and action
  • Each goal and objective should be monitored and
    owned by someone in the organization. They
    should be accountable for implementation,
    interventions and measurement.
  • Measures for each objective shall be updated
    periodically and reviewed. Interventions to
    correct or enhance should be encouraged.

Phase 4 Monitoring
  • Track your measures.
  • Maintain active action plans and timelines.
  • Make timely and effective interventions.
  • Rise above the daily activities periodically to
    check if you are still on track with the
    strategies and goals.

Phase 4 Evaluation
Logic Model Suggested Resources
  • W.K. Kellogg
  • USDA National Institute of Food and Agriculture
  • University of Florida/Extension
  • University of Idaho/Extension
  • University of Wisconsin/Extension

Logic Model Example TemplateSource WK
Kellogg (2004)
Resources/ Inputs
Your planned work
Your intended results
Thank you!
  • Sharon Chontos
  • Sage Project Consultants, LLC
  • (605)728-5303