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Strategic Planning

Strategic Planning. What it is A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it What it is used for Increase effectiveness Increase efficiency Improve self awareness and learning

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Strategic Planning

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  1. ©Strategic Policy Concepts March 2004 Strategic Planning • What it is • A disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it • What it is used for • Increase effectiveness • Increase efficiency • Improve self awareness and learning • Better decision-making • Enhance Organizational capacity • Improve communications and public relations • Increase external support

  2. ©Strategic Policy Concepts March 2004 Strategic Planning • What it is not • A business plan • An operational plan • A ‘to do’ list • Rocket Science • Utopian • Unilateral • A solution

  3. ©Strategic Policy Concepts March 2004 ‘Strategery’ • Understanding the big picture • Being responsive to a dynamic, changing environment • Preparing for unforeseen challenges • Strategic thinking and planning leads to strategic management • Being strategic: • Formulate the organization’s mission in light of changing external factors • Development of a well-thought out strategy to achieve the mission • Creation of an organizational structure that will effectively use resources to achieve objectives

  4. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Step 1. Agreement to Initiate Strategic Planning A. Purpose of the plan B. Steps in the process C. Schedule D. Form and timing of reports E. Establishment of a planning committee F. Commitment of resources to carry-out the planning process Step 2.Clarify Organizational Mandates A. Identify formal and informal mandates B. Review, clarify and discuss their implications C. Frame a clear, concise mandate statement Step 3.Identify and Understand Stakeholders Identify all stakeholders, their ‘claim’ on the organization and how it does or should effect the missions and values of the organization

  5. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Step 4. Develop and Refine Mission and Values A. Review current mission statement B. Modify the mission statement to meet the ‘claims’ of stakeholders C. Define the values of the organization Step 5. Identify Strengths, Weaknesses, Opportunities and Threats A. Internal assessment and external environmental scan B. List SWOTs C. Rank each in order of importance D. Develop specific ideas to enhance strengths and opportunities and minimize weaknesses and threats

  6. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Step 6. Identify Strategic Issues* A. Dissect each issue and its influence on the mission, mandates, strengths, weaknesses, opportunities or threats B. Clarify strategic issues from operational challenges C. Identify the implications of addressing or not addressing each issue D. Rank strategic issues in order of importance * A strategic issue is a fundamental challenge affecting the organization’s mandates, mission, services, financing, or management.

  7. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Step 7. Formulate a Plan to Address Strategic Issues A. Identify each issue and desired goal(s) B. Identify barriers to success C. Develop specific action steps to achieve objectives D. Review strategy with key stakeholders and modify as necessary Step 8. Review and Adopt the Strategic Plan A. Identify stakeholders needed to buy-in to the plan B. Communicate the plan C. Prepare for implementation

  8. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Step 9. Implement the Plan A. Identify who is responsible for elements of the plan B. Create a schedule for implementation C. Establish milestones and measurements of success Step 10. Reassess Strategies and the Strategic Planning Process A. Review each element of the plan and its progress B. Communicate progress with key stakeholders C. Conduct Visioning exercise D. Make adjustments as necessary

  9. ©Strategic Policy Concepts March 2004 Strategic Planning – The Process Phase II – Creating the Plan Phase I – Gather Information 2 Clarify Mandates 7 8 6 Plan to Address Strategic Issues 1 3 5 Review & Adopt the Plan Identify Strategic Issues Plan for Planning Identify Stakeholders SWOT Analysis 4 Refine Mission & Values Phase III – Implementing and Evaluating the Plan 10 9 Evaluate and Reassess the Plan Implement the Plan

  10. ©Strategic Policy Concepts March 2004 Important Points • Clear understanding of the process • Fluid vs. Rigid • Agreement on moving forward • Facilitator vs. Consultant • Expectations of the board • Accepted methodologies (surveys, interviews) • Model for other chapters

  11. ©Strategic Policy Concepts March 2004 Keys to Success • Mandate and Commitment • Participate • Honest and direct • ‘Hold Steady’ • Creativity • Practical and reasonable • Innovate • Build consensus • Communication

  12. ©Strategic Policy Concepts March 2004 Strategic Planning Committee • Two or three members of the Board • Decision-making authority on behalf of the Board • Provide ongoing counsel to facilitator • Available to meet separately from Board regular meetings once or twice a month

  13. ©Strategic Policy Concepts March 2004 Timeline and Activities Date Activity Event Responsible March 31st Strategic Planning Overview Board Meeting David Rice April Refine planning process and -- Board agreement to initiate process April Initiate planning – gather data -- David Rice and (surveys, interviews) Planning Cmte. May Review SWOT Analysis and Board Meeting David Rice and identify Strategic Issues the Board May Obtain stakeholder feedback – -- David Rice, survey Planning Cmte., stakeholders

  14. ©Strategic Policy Concepts March 2004 Timeline and Activities Date Activity Event Responsible June Prioritize Strategic Issues and Special Board Meeting David Rice and Create Plan to Address Each the Board June Finalize and adopt the Plan Board Meeting David Rice and the Board June Implement the Plan -- The Board and Stakeholders July Vision for the organization Board Retreat The Board and Key Stakeholders Ongoing Evaluate the Plan and -- The Board and readjust as necessary Stakeholders

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