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Is it time for Strategic Planning?

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Title: Is it time for Strategic Planning?


1
Is it time for Strategic Planning?
  • Dave Guthrie, Executive Director Indiana Soccer
    Association
  • AGM workshop 2-8-2014

2
What we will discuss today
  • What is strategic planning and what it is not?
  • Why should you engage in strategic planning and
    what are its limitations?
  • How do you develop a strategic plan that best
    fits your organization?

3
What is strategic planning?
  • Strategic planning is the process of determining
  • WHAT your organization intends to accomplish, and
  • HOW you will direct the organization and its
    resources toward accomplishing these goals over
    the coming months and years.

What
Strategic Planning
Desired future
How
Present
4
What Strategic Planning is not
  • Short-range planning and or operational planning
    however these are
  • important and
  • will be developed to help accomplish the
    strategic plan, however
  • Note short range and operational planning
    address timelines of one year or less

5
Strategic planning involves
  • A review, development and/or possible
    redevelopment of your organizations
  • Mission, Goals, Vision, and Values
  • Whom you will serve
  • Your organizations role in the community
  • The kinds of programming, services, or products
    you will offer
  • The resources you will need to succeed
  • People, Money, Expertise, Relationships,
    Facilities, etc.
  • How can and will you combine these resources, and
    programming, to accomplish your mission over the
    next 3 or more years. Note avoid planning for
    more that 5 years. It is far better to formally
    revise every one to three years vs. trying to
    developing a plan that extends beyond 5 years

6
  • Strategic planning is charting a course for the
    organization, with the information gathered, and
    adjusting that course as you gain more
    information and experience.
  • The plan serves as an orienting vision that helps
    people and programs keep moving toward an
    agreed-upon set of goals. As people learn what
    works and what doesnt, they adjust their goals
    and paths accordingly.
  • A strategic plan is not a perfect plan the
    world and circumstances change too quickly.
    avoid the paralysis of trying to develop the
    perfect plan
  • A strategic plan ultimately gets reduced to a
    tangible, written document

7
Finding the best fit
  • How does an organization determine the best
    course for the future? One important element to
    determining the best course is to find the fit
    among three forces
  • Mission,
  • Identified opportunities and threats
  • Needs of customers and other stakeholders
  • Competitors and allies
  • Social, economic, political or technological
    forces\
  • Your organizations capabilities the resources
    or competence that your organizations has or
    could develop

8
Find your organizations fit
Mission
  • Strengths and Weaknesses
  • Capabilities
  • Resources

What do you hope to accomplish?
What are you capable of doing?
The Fit
  • Opportunities and Threats
  • Needs of customers and other stakeholders
  • Competitors and allies
  • Social, Economic, political, technological
    forces

What is needed and feasible in your service area?
9
Summary
  • Strategic Planning is - the process of developing
    a shared vision of your organizations future,
    and the major steps you will take to purposefully
    move the organization in that direction. Such
    planning will help an organization find the best
    fit among its mission, its capabilities, and
    its opportunities.

10
Why should you engage in strategic planning? -
What are the Potential Benefits? -
  • Improved results outcomes
  • Generates momentum and focus among all
    stakeholders
  • Develops a coordinated and effective approach to
    problem solving
  • Develops teamwork, learning and commitment among
    stakeholders
  • Develops an effective communication and marketing
    tool
  • Provides for a greater influence over the
    organizations circumstances
  • Promotes pro-action vs. reacting to a series of
    issues and problems
  • Become a mover shaker vs. being the moved
    shaken
  • Planning becomes a natural way of doing business
  • Moves the organization consistently forward
  • Increases the organizations effectiveness
  • Provides accountability by and for all
    stakeholders
  • Provides a tool to by which you can measure
    organizational effectiveness
  • Provides for effective succession leadership
    transition

11
What are the Limitations?
  • Cost can outweigh benefit
  • People get bogged down in the planning process
  • Poor planning of the process can allow the
    process to get off track and thus produce
    unproductive, distractive clutter
  • When plan implementation is unlikely
  • When critical problems need to be addressed
    first.
  • Intuition creative muddling are sometimes
    superior to formal planning
  • However, this demands a very unique gifted
    leader of the organization

12
How do you develop a strategic plan that best
fits your organization?
  • STEP 1 Get Organized
  • Note why you are planning, and identify any
    concerns
  • Select a steering group/person to keep the
    planning on track
  • Determine if outside help is needed
  • Outline the planning process that fits your
    organization
  • Get commitment to proceed leadership buy-in

13
STEP 2 - Take Stock(Situation Analysis)
  • Pull together necessary background information
  • Does a strategic plan already exist?
  • What is the associations financial situation?
  • Is the organization stable?
  • Review your nonprofits past, present, and future
    situation programs, services
  • Identify key issues or choices
  • Conduct a needs assessment of the targeted
    constituency
  • Who should participate in plan development are
    they adequately committed?

14
STEP 3Set Direction
  • Develop a vision of your organizations future
  • - Critical issues approach
  • - Scenario approach
  • - Goals approach
  • - Alignment approach
  • Determine how to move the organization toward
    this future
  • Develop a first draft of the plan

15
Steps using a Critical Issues Approach
  1. Sequence the critical issues
  2. Address each issue, building a clearer vision of
    your organizations future as each issue is
    addressed.
  3. Incorporate this newly formed vision into a first
    draft of your strategic plan.

16
Steps using a Scenario Approach
  1. Identify major scenarios for the future
  2. Evaluate each scenario
  3. Select the preferred scenario
  4. Incorporate the selected scenario into the first
    draft of your strategic plan.

17
Steps using a Goals Approach
  1. Set strategic goals or guidelines
  2. Develop strategies and plans to achieve goals
    this may be accomplished program by program
  3. Incorporate these goal and strategies into a
    first draft of your strategic plan

18
Steps using an Alignment Approach
  1. Outline current plans, using a mission/program/res
    ources framework
  2. Identify whats working well and what needs
    adjusting in each dimension
  3. Determine how needed adjustments can be made
  4. Incorporate this revised picture of the
    organization into the first draft of your
    strategic plan

19
Regardless of what approach is selected Design a
planning process that fits is realistic by
considering
  • Your experience with planning should you engage
    a consultant?- engage the staff at ISA?
  • The time available
  • Leadershipwho will be responsible for each step
  • Number of people or groups to be involved
  • Will Mini-plans be developed?
  • Technical expertise Political issues
  • Identify the most critical issues facing the org.

20
STEP 4Refine and Adopt the Plan
  • Review and refine the plan
  • Adopt the plan

21
STEP 5Implement the Plan
  • Implement the plan
  • Monitor progress
  • Make adjustments
  • Periodically update the plan

22
  • Thanks to Bryan W. Barry, the author of,
    Strategic Planning Workbook for Nonprofit
    Organizations, Revised and Updated.which provide
    narrative and illustrations for this presentation
  • Thanks also to Board Source The Nonprofit
    Boards Role in Mission, Planning and Evaluation
  • Board Source Presenting Strategic Planning
    Choosing the Right Method for your Organization
  • Deborah L Kocsis Susan A Waichter Driving
    Strategic Planning a Nonprofit Executives Guide.
  • Peter Drucker- Managing the nonprofit
    Organization
  • THANK YOU FOR ATTENDING GET STARTED

23
Thank you for your attentionPLEASEGET STARTED
  • Dave Guthrie, Executive Director Indiana Soccer
    Association
  • AGM workshop 2-8-2014
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