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Why Strategic Plans Gather Dust 2
- 1. WHY STRATEGIC PLANS GATHER DUST A practical and simplified approach to planning for organizational and fund development success. Peter Hoppe
- 2. OUR EXPERIENCE IN STRATEGIC PLANNING Canadian Association of Naturopathic Doctors Coalition of Family Physicians Scarborough Centre for Healthy Communities Junior Achievement of Central Ontario Pathways for Children and Families in York Region Station Gallery YWCA Canada HIV/AIDS Legal Clinic of Ontario (HALCO) Canadian Childcare Federation Strategic Luke’s Place Planning is one Boys and Girls Club of Peel of five core Golden Rescue services we provide.
- 3. WHY DO WEADVOCATE STRATEGIC PLANNING It allows us to learn where our clients have been It allows us to better understand where our clients want to go It either supports or contradicts fund development goals and desires Strategic Planning provides valuable information about an organization and the cause they serve.
- 4. WHY YOU SHOULDADVOCATE STRATEGIC PLANNING An opportunity to learn about your organization An opportunity to learn about the cause you serve Builds organizational consensus and harmony Helps you to allocate resources effectively and efficiently Allows you to plan for success and prevent failure The process of Strategic Planning is as important as the outcome.
- 5. THE DEFINITIVE STRATEGICPLAN MODEL There is none Strategic plans come in many shapes and sizes Even approaches to strategic planning vary Build a Strategic Planning model that works for you and your organization.
- 7. WHY DO STRATEGICPLANS GATHER DUST? Too time consuming and complex Too all encompassing and over-reaching Too many recommendations and goals to track They don’t have benchmarks to measure progress Not viewed as an ongoing process Not dynamic or flexible enough to accommodate change Lack of commitment to the process No strategy to measure progress
- 8. STRATEGIC PLANS THATSTAY ALIVE Focused on priorities Three to five key recommendations Simple to read and comprehend Easy to adapt Easy to track & measure A commitment to the process after the plan has been finished Your strategic plan does not have to do everything for everyone. Focus your plan on priorities.
- 9. The more goalsand recommendations you try to incorporate in your plan the more likely your plan will gather dust.
- 10. STRATEGIC PLANNING OPTIONS Plans to advance your organization and mission Plans to promote your cause – public awareness Plans to improve revenue generation Plans that blend all of the above Effective Strategic Planning combines organizational goals with organizational capacity.
- 11. STRATEGIC PLANNING GUIDELINES Simple& Practical Realistic & Achievable Measurable & Trackable Dynamic & Flexible An effective strategic plan is a living document of the most important goals you want to achieve in the next 3 to 4 years.
- 12. STRATEGIC PLAN TIMEFRAMES Two Years: Too brief to incorporate major changes or goals Three Years: Optimal balance between keeping pace with change and repeating the planning process Five years: Difficult to project five years in advance Choose a shorter time frame if your organization is impacted by constant or rapid change.
- 13. WHO SHOULD PARTICIPATEIN THE STRATEGIC PLANNING PROCESS Volunteer Leadership Staff leadership Program & Services Leadership Fund Development & Marketing Leadership Financial Leadership A task force of 5 to 6 motivated and knowledgeable individuals.
- 14. AN IDEAL STRATEGICPLANNING TEAM Board of Directors President or Vice-President Organization President, CEO or Executive Director Director of Fund Development & Marketing Director of Programs and Services Director of Finance Yes, strategic planning is that important!
- 15. MISSION , VISION& CHANGE Your organization’s greatest challenge is change Change impacts your: Cause Mission Strategic planning is Vision a great opportunity to review the Markets relevance of your Programs & Services Mission and Vision Future Statement.
- 17. STEP 1: ADDRESSTHE CHANGE THE DISCOVERY SESSION A half-day, full day or weekend session to discuss 1. The status of your last strategic plan 2. The primary changes that have occurred in your environment 3. The relevance of your Mission and Vision Statement 4. Three or four key priorities for your organization Don’t try to accomplish everything here. It’s an opportunity to discover.
- 18. STEP 1: ADDRESSTHE CHANGE THE DISCOVERY SESSION The discovery session is your opportunity to include everyone who is important to the organization. Stakeholders Beneficiaries Everyone should Volunteers have an opportunity Staff to help shape the Funders future of your Leaders organization. Community
- 19. STEP 2: EVALUATION& ANALYSIS Fund Development Strategic Plan Organizational Strategic Plan Key Fund Development Programs Key Programs & Services Key Communications & Messaging Key Organization & Structure SWOT: Focus on Priorities SWOT: Focus on Priorities Your SWOT analysis should only focus on 2 or 3 Strengths, Weaknesses, Opportunities and Threats.
- 20. A WORD ABOUTSWOT Strengths: Characteristics that contribute to success or provide a competitive advantage. Weaknesses: Characteristics that inhibit success or place you at a disadvantage. Opportunities: External changes or new elements that may help your organization succeed. Threats: External changes or new environmental elements that may have a negative impact on your organization.
- 21. STEP 2: EVALUATION& ANALYSIS Competitive Analysis: A look at what 2 or 3 similar organizations are doing Mission & Vision Programs & Services Fund Development and Marketing Understanding your competition allows you to evaluate your organization’s unique nature and contribution.
- 22. LET’S REVIEW You’vereviewed your last strategic plan Discussed changes in your environment Addressed the relevance of your mission Agreed on organizational and/or fund development priorities Evaluated your key fundraising and communication programs Evaluated your key services and programs Completed your SWOT analysis Reviewed organizations similar to yours What’s next?
- 23. STEP 3: PRELIMINARY RECOMMENDATIONS A set of preliminary ideas and suggestions that address the changes and priorities you’ve discovered in light of the evaluation and analysis you conducted. Nothing carved in stone – points for further discussion Keep it focused – 8 to 10 ideas/suggestions/recommendations Think of it as focused brainstorming
- 24. STEP 4: RECONVENETHE TEAM! Review discovery session discussion and priorities Review evaluation and analysis SWOT Discuss Preliminary Recommendations Choose three to six final prioritized recommendations Develop shape, structure and substance for each recommendation Goals and objectives Human and financial resources Timelines Measures of success
- 25. THE PLAN OFACTION A series of action steps required each quarter to execute your recommendation and achieve your goals/objectives. Establish benchmarks for each quarter that can be measured. Recommendation Develop corporate January - March 2012 partnership Research and identify opportunities and 30 potential corporate secure 5 new partners partners that have the that can generate capacity to contribute $100,000 in new or generate $25,000. revenue.
- 26. THE PLAN OFACTION Strategic Plan as your architectural Think of your drawings and your Plan of Action as your blueprints. Recommendation January - March 2012 Stream line programs to Prepare evaluation eliminate duplication of matrix for each services and reduce program and ensure annual expenditures by staff/board approval of 15%. measurement criteria.
- 27. YOUR STRATEGIC PLAN 1.Introduction & background Status of your last strategic plan Primary changes that have occurred in your environment Relevance of your Mission and Vision Statement Key priorities for your organization 2. Evaluation & Analysis Key Fund Development Programs Key Programs and Services SWOT Competitive Analysis
- 28. YOUR STRATEGIC PLAN 3.Recommendations Goals and objectives Human and financial resources Timelines Measures of success 4. Plan of Action Quarterly action steps Quarterly benchmarks
- 29. NOW COMES THEIMPORTANT PART! KEEP THAT PLAN OFF THE SHELF 1. Quarterly Plan of Action = Quarterly Review 2. Reconvene the team 4 times a year 3. Review progress and benchmarks 4. Adjust Plan of Action 5. Amend recommendations 6. Produce a quarterly report – 2-3 pages 7. Attach report to your strategic plan
- 30. Modifications Plan of Action Strategic Plan
- 31. Quarterly New Strategic Reports Plan Quarterly Modifications Plan of Action Quarterly Review
- 32. KEEP YOUR PLANALIVE 1. Focus on your priorities 2. Keep it simple 3. Involve key stakeholders 4. Fewer recommendations & goals = greater probability of success 5. A quarterly plan of action 6. Review progress and benchmarks every quarter 7. Report on plan adjustments and recommendation amendments 8. Stay committed to the process
- 33. Thank you! Rharms.com.com Peter Hoppe [email protected] 416281-7816 Ext. 1