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Needs Assessment and Strategic Planning

This Q&A session explores the attributes of a useful strategic plan, including its understandability, credibility, alignment with needs assessment, and its role as a management tool. It also discusses the phases of strategic planning and components of a plan document.

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Needs Assessment and Strategic Planning

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Presentation Transcript

  1. Needs Assessment and Strategic Planning Day 2

  2. Q&A From Yesterday

  3. What are some attributes of a useful strategic plan? Write 2-3 thoughts, each on a separate index card. Each thought should be only a few words. Write BIG! Use marker if you have one. Strategic Planning

  4. What are some attributes of a useful strategic plan? Understandable Credible Explains what you are going to do and why Management tool Basis for measuring success Process develops clarity and alignment Strategic Planning

  5. What are some attributes of a useful strategic plan? Keeps you focused on outcomes Tests, affirms, corrects and codifies intuition and theory of change Keeps you attuned to market forces and customer attitudes Strategic Planning

  6. Phases of Planningand Components of a Plan Document

  7. Phases of Strategic Planning Strategy Direction Understanding

  8. 7. Resources 6. Production Goals 5. Programs and Services 4. Strategic Goals 3. Outcomes and Measures 2. Mission 1. Summary of Needs Assessment Components of the Plan Document

  9. 2: Redefining or Recommitting to the Mission Based on Needs Assessment Direction

  10. 2: Redefining or Recommitting to the Mission Based on Needs Assessment Thoughtful Alignment Direction

  11. 2: Redefining or Recommitting to the Mission Based on Needs Assessment Self-Assessment: 0-1 General idea 2-3 Used for brochures & grants 4-5 Last 2 years 6-7 Actively used Direction

  12. 2: Parts of a Mission Statement Direction

  13. 2: The Mission Test Does it describe • The end to which the organization exists? • Who it serves? • How it does that? Direction

  14. 2: The Mission Test Is it consistent with your assessment of needs and market trends for the next 3-5 years? Direction

  15. 2: The Mission Test Do the board and staff know it, understand it, and use it to guide the work and decisions of the organization? Direction

  16. 2: The Mission Test Bonus question: Would it make sense to an outsider? Direction

  17. 2:Tips for a Mission Review and Recommitment • Board and staff mission test • Pair exercise • Other? Direction

  18. 2: Review Direction

  19. 2: Review Direction

  20. 2: Review Direction

  21. 3: Identifying Outcomes and Measures of Success That Link Directly to Needs Assessment Direction

  22. Outcomes Measures of success Outcomes are the desired consequence or effect of the outputs – the expected benefits of your work, accrued either to individuals or places. Measures of success are the indicators you plan to track to measure your progress toward achieving the outcomes Direction

  23. Inputs + Activities = Outputs + Outcomes -individual level -community level Direction

  24. Inputs-Activities-Outputs-OutcomesGame • Open your envelope • Everyone take one thing • Discuss/decide where it goes on the wall charts • As called, use removable tape to stick it on the right chart Direction

  25. Example: Affordable Housing Direction

  26. Example: Affordable Housing Direction

  27. Example: Affordable Housing Direction

  28. Example: Affordable Housing Direction

  29. Example: Community Renewal Direction

  30. Example: Community Renewal Direction

  31. Example: Community Renewal Direction

  32. 3: Review Direction

  33. 3: Review Direction

  34. 3: Review Direction

  35. Worksheet Planning for Strategic Planning

  36. 4: Setting Strategic Goals to Achieve the Outcomes Strategy

  37. 4: Setting Strategic Goals to Achieve the Outcomes A strategic goal expresses the approach your organization will take to achieve the outcomes. Strategy

  38. Example: Affordable Housing Strategy

  39. Example: Community Renewal Strategy

  40. 4: Setting Strategic Goals to Achieve the Outcomes Strategic goals should be based on the needs assessment, mission, and outcomes – as well as an assessment of the organization’s strengths and weaknesses. Strategy

  41. Case Studies: Aligning Strategic Goals with Needs Assessment • Read your assigned case study. • Choose a reporter. • Discuss questions at your table. • Report out. Strategy

  42. 4: Review Strategy

  43. 4: Review Strategy

  44. 4: Review Strategy

  45. Worksheet Planning for Strategic Planning

  46. 5: Identifying Programs and Services That Will Operationalize the Strategic Goals Strategy

  47. 5: Identifying Programs and Services That Will Operationalize the Strategic Goals Programs and services are the activities we do to enact strategic goals and achieve outcomes. Strategy

  48. Things to Watch Out For Reliable funding sources can sometimes grow to be confused with programs. 5: Identifying Programs and Services That Will Operationalize the Strategic Goals Strategy

  49. Things to Watch Out For Programs are only tools for accomplishing outcomes - effective organizations are careful to be outcome-driven rather than program-driven. 5: Identifying Programs and Services That Will Operationalize the Strategic Goals

  50. Things to Watch Out For Remember to align the programs with the needs assessment and the outcomes. 5: Identifying Programs and Services That Will Operationalize the Strategic Goals

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