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Planning Today for a Successful Tomorrow: A Strategic Planning Process
Judy Villard
Extension Agent, 4-H Youth Development and Chair
Ohio State University Extension, Richland County
Why do organizations need to plan?
Without a plan, the only way you get where you are going is by accident.
Strategic planning allows for all other planning (i.e., budgets, staffing, fundraising) to be coordinated
Brinckerhoff, 1994
Current need
“Define where the organization is going or where it is supposed to go”.
– Luther, 1995
Tool for gathering information
Process using organized, systematic feedback
Strategic Planning
Disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what is does and why it does it.
Bryson, 1995, p. 4-5
Strategic Planning:
“An ongoing, future-oriented, values-based process that empowers an organization and its members to identify action strategically necessary to accomplish its mission in an ever-changing and diverse environment
Safrit, 1998
Barriers to Planning
No TimeStaff resistanceBoard members or stakeholdersPlanning is non-productive use of timePrevious bad planning experiencePoor management
Values:
What organization stands for
What is important to an organization
Takes into account the current situation noting strengths, weaknesses, opportunities and threats
Mission:
Why organization exists
Vision:
What organization will look like in the future
Action Strategies:
Specific work plans leading the organization toward positive and desired future
Stakeholders:
Current users of the organization
Potential users of the organization
People affected by the work of the organization
Strategic Planning Process
Learn about the background of the organization: History Status of the organization Staffing Budget
Strategic Planning Process:
Identify stakeholders to participate in the pre-planning process
Send S.W.O.T. Profile (use color codes for different groups of stakeholders; compile all responses with the most frequent response first; divide into themes)
S.W.O.T. Profile of the XYG Organization
Take a few minutes to think about the XYZ Organization as it exists today. What are: 1) the things the organization does best (i.e.,strengths), 2) the things the organization is currently doing that it could be doing better (i.e., weaknesses), 3) the things theorganization should be doing that it is currently not (i.e., opportunities) and 4) the things that could threaten the organization’scontinued existence (i.e., threats). Please list below those things you believe to be the organization’s most important………………
(1) Strengths (3) Opportunities
(2) Weaknesses (4) Threats
Strategic Planning Process:
Identify key stakeholders
Take care to select individuals who will not monopolize conversation
Invite key stakeholders to a strategic planning process meeting
Strategic Planning Process:
Ground rules for the group meeting: All participants have the opportunity to
speak Challenge ideas, not people Input adds to others’ ideas and responses Respect the strategic planning process
schedule
Strategic Planning Process
Share the S.W.O.T. results at group meeting Responses are not to be taken
personally Responses are not out for debate Responses are the “view” of what
people see at this point in time
Strategic Planning Process
Separate large group into smaller work groups (4-6 people) Facilitator to divide prior to group
meeting
Separation should evenly divide knowledge, talent and experience
Strategic Planning Process
Distribute “Values” worksheets Look for congruence between values and
daily action/behavior of members and leaders
Suggest 4 – 7 values for consideration KISS method for wording Values used as a “yardstick” to see if
organization measures up to what it believes is important
Strategic Planning Process
Distribute “Mission” worksheets Look for basic, most critical goal/purpose Based on WHAT is the organization’s
reason for existence, WHOM served (audience), HOW audience is served and WHY organization is unique/benefits to society
Today’s vision statement might be someone’s mission 20 years from now
Strategic Planning Process
Distribute “Vision” worksheets What would organization be like with
unlimited time, energies and resources? Look at organization as being perfect Should be easy to understand and
emotionally inspiring “Stretch” the organization from today to
aim for the future
Strategic Planning Process
Consolidate values, mission and vision 1 member from group to collaborate ideas
Develop Action Strategies by identifying factors critical to success of organization Action statements to accomplish critical
success factors
Strategic Planning Process
Action Strategies “What” needs to be done “Who” is going to do it “When” is it going to get done “How” is it going to get done
Safrit, 1998
Resources
Brinckerhoff, P.C. (1994). Mission-based management: Leading your not-for-profit into the 21st century. Oak Park, IL: Alpine Guild, Inc.
Bryson, J.M. (1989). Strategic planning for public and non-profit organizations. San Francisco: Jossey-Bass Publishers.
Caffarella, R. (1994). Planning programs for adult leaders: A practical guide for educators, trainers and staff developers. San Francisco: Jossey-Bass Publishers.
Additional Resources
Conklin, N.L., Jones, J. and Safrit, R.D. (Winter, 1992). Values: Acting on our shared beliefs. Journal of Home Economics, p. 127-131.
Luther, D.B. (1995). Putting strategic planning to work, Leadership.
Additional Resources
Safrit, R.D. (Autumn, 1998). Program planning, Unpublished course notes, Agriculture Education 823, The Ohio State University, p. 14-25.
Safrit, R.D. (1990). Values stratification in the strategic planning process for adult education organizations, Unpublished doctoral dissertation, North Carolina State University, Raleigh.