Writing our own roadmap A case study of a 15-year strategic plan

1. Writing our own roadmapA case study of a 15-year strategic plan

2. Strategic planning • Strategic planning contributes to organisational success • Strategic planning is easy to neglect

5. Setting the scene I think the fact that we are a long-term organisation influenced our thinking There was a danger that we would inadvertently become an organisation that did particular things because we were 'chasing the tenders' • We were feeling buffeted by change • One thought was perhaps we’d own our own building (community space/Y office) but was this the right decision?

6. What were the enabling factors? • A long-term perspective • Understanding the consequences of pursuing opportunities (for opportunity’s sake) • Having the space and resources to develop a strategic plan • Leveraging the opportunities of an uncertain environment

7. The strategic planning process • Working group of the Board established • Scenario planning model chosen • Research brief developed • Consultant contracted to do background research and scenario development • Stakeholder consultation • Time for reflection and discussion • Board planning day

8. Take-home messages • A strategic plan should be based on a good understanding of the environment and community • Scenario planning can be a useful tool for developing a robust plan • Developing a plan requires a significant investment

9. Our current planning and reporting framework • Vision, mission and values • 15-year strategic plan • 3-year strategic plan • Results-based accountability framework

11. STRATEGIC GOALS 2010 – 2013 • The YWCA of Canberra works towards the following ends: • Women influencing, leading and deciding • Expand our advocacy work and play a greater role in representing issues of concern to women and disadvantaged families and individuals • Expand and increase the influence of our leadership programs for women, with a strong focus on young women and women as decision makers • Expand membership of the YWCA and find new ways to tap and utilise the expertise and resources within our membership • Continually improve the quality and impact of our community services and other programs

12. Reflections on the plan • Reached the first five-year milestone at this planning day • Met and exceeded many goals • Past board members can see the effects of the strategic plan • Current board members can see the value of the strategic plan

13. Perspective of the ED • It has been an incredibly empowering process for me. I have such a clear view of what we are working towards, and so this really provides great parameters in relation to seeking out opportunities.

14. Challenges • A long-term plan requires investment • It can be difficult to communicate and operationalise • A plan needs to have a good balance of clarity and flexibility

15. Benefits There were five 1-year board chairs in a row – this could see a long-term plan disappear but actually the plan helped with stability Flying by the seat of your pants is not conducive to outcomes • We have to be agents of our own destiny.  There are such fundamental questions about the sector and how it will evolve, organisations can not afford not to do long term planning

16. Tips • Plans need to be the work of the collective board – not an individual • A long-term plan is only part of the picture • Planning is an ongoing process – the process is important and so are the outcomes

17. Q&A • What does your organisation have in place for strategic planning? • What methods do you use to develop a strategic plan? • What would you like to do differently around strategic planning?

18. Get in touch! www.ywca-canberra.org.au Ruth Pitt| rulypitt@gmail.com Jo Allebone| jo.allebone@gmail.com @YWCACanberra @RooPitt @JoAllebone