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Decision Making Tools for Strategic Planning
2014 Nonprofit Capacity ConferenceMargo Bailey, PhD
April 21, 2014
• Clarify your strategic plan hierarchy of goals, objectives, and strategies
• Integrate logic model thinking into your strategic plan decision making
• Develop realistic strategic planning timelines and milestones
Questions to Ask When Developing a Strategic Plan
What is the current situation?
What results do we want?
Do we know “what works”?
What methods will we use?
What actions will we take?
What progress are we making, and should we make adjustments?
STRATEGIC PLAN HIERARCHY
Clarify your hierarchy of goals, objectives, and strategies
A Living Plan - Framework For Implementation
EvaluateRe-Align
Vision Mission
Goals
Objectives
Strategies
Actions
Progress ReportsReports on action step progress, successes, and challenges
Activities that will be done to achieve your objectives
Choices about how to best accomplish objectives
Changes, outcomes, and impact a plan is trying to achieve
Broad initiatives that enable a plan’s mission and vision to be realized
Goal/Strategy
Strategic initiative
Objective/Action
Activities
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LOGIC MODELS
Integrate logic model thinking into your strategic plan decision making
Helps Answer Strategic Planning Questions
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Short-Term
INPUTSINPUTS
Medium-Term Long-Term
OUTCOMES - IMPACTOUTCOMES - IMPACTOUTPUTSOUTPUTS
CONTEXT
ActivitiesActivities ParticipationParticipation
What is the current situation?
What results do we want?
What methods will we use
Do we know “what works?”
What actions will we take?What progress are we
making, and should we make
adjustments?
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MISSION: Plan’s purpose
VISION: What will be different if the Plan’s goals and objectives are achieved?
GOAL: Broad initiatives that enable the plan’s mission and vision to be realized
Strategic Goal; Change social norms around tobacco use
Strategic Goal; Leverage HHS systems and resources to create a society free of tobacco-
related disease and death
OBJECTIVE: change, outcome, impact the plan is trying to achieve
STRATEGIES:Set of related activities needed to fulfill the objectives
PERFORMANCE MEASURES & TARGETS
Outcome Indicator Outcome Indicator InputIndicator
EfficiencyIndicator Milestone
INPUTS ACTIVITIES OUTPUTS OUTCOMES
PROGRESS REPORTS & PERFORMANCE MEASURES
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MISSIONVISION
GOALStrategic Goal; Change social norms around tobacco use
Strategic Goal; Leverage HHS systems and resources to create a society free of tobacco-
related disease and death
OBJECTIVE
STRATEGIES
PERFORMANCE MEASURES & TARGETS
OutputIndicator
Outcome Indicator
InputIndicator
EfficiencyIndicatorMilestone
INPUTS ACTIVITIES OUTPUTS OUTCOMES
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MISSION
What is the Plan’s purpose?
Why does the Plan exist?
GOALS
What are the broad initiatives to enable the Plan’s mission to be realized?
INTERMEDIATE OUTCOMES
What benchmarks or data should be reported to show the Plan is on track to meet its goals?
STRATEGIESWhat are the set of related
activities the contributors will focus on to meet the
Plan’s objectives?
END OUTCOMES
What must be tracked and reported on at the beginning and end of the Plan timeline to show mission/vision achievement?
OBJECTIVES
What changed conditions do the contributors want to see
to show they are achieving the Plan’s goals?
What are the internal external barriers and
challenges?
VISION
Does your plan need a vision statement?
INTERMEDIATEMEASURES/ MILESTONES
“progress against achieving an intermediate outcome that contributes to an ultimate outcome”
OUTCOMEMEASURES
“Progress against achieving the intended result of a
program”
INPUTS
What investments are available to achieve the Plan’s goals?
Who will contribute?
ACTIVITIES
What works? What must the contributors do well to help change the conditions the Plan is to address?
Who must they engage in the process?
OUTPUTS
What will be developed or delivered from the Plan’s completed activities and strategies?
OUTPUT MEASURES
“describe the level of product or activity that will be provided over a period of time”
Focus on answering logic model questions, not developing a logic model
Your Plan
Prepare
Engage
Develop
Implement
Prepare: includes pre-planning, affirming plan purpose, summarizing accomplishments, reviewing existing performance, and identifying challenges, gaps, opportunities.
Engage: Clarifying roles and timelines, manage expectations, identifying key partners and stakeholders
Develop Plan: Setting goals, objectives and strategies, identifying risks, and completing consultations.
Implementation: Developing implementation plans, reporting progress, reviewing plan, and updating
Strategic Planning Process11
General Workflow – Nonprofit Strategic Planning
Pre-planning & Initial Priority
Setting
Select representatives to
Workgroup
Select facilitation approach
Complete and assess pre-planning
activities
Workgroup summarizes pre-planning results;
identifies priorities
Draft Plan Development
Workgroup recommends
vision
Planning retreat to identify goals,
objectives, strategies, risks
Partnership assessment
Alignment to program,
budget planning
Workgroup prepares draft
plan
Consultation
Draft plan presented to Board, key
stakeholders
Comments from review incorporated into draft as appropriate
Prepare revised draft
Draft submitted for review
Final Plan Development &
Publication
Comments incorporated into plan as appropriate
Workgroup reviews and revises plan
Board approves plan
Prepare for publication and dissemination
Implementation
Staff, board draft implementation
plans
Review, address risks
Alignment with program and
budget planning
Establish milestones,
select performance
measures targets
Implementation plans approved
Progress Reporting
Data collection
Review successes, challenges
Identify solutions,
improvements
Adjust implementation,
performance expectations
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Pre-Planning & Initial Priority Setting Strategic Planning Question: What is the current situation?
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Pre-Planning & Initial Priority Setting
Select representatives to Workgroup
Select facilitation approach
Complete and assess pre-planning activities
Workgroup summarizes pre-planning results, identifies priorities
• How will you organize to complete the strategic planning process and the strategic plan?
• Will there be board and staff representatives to a workgroup?• At initial meeting, important to let representatives know
meeting schedule, deadlines, expectations, responsibilities, deliverables
• Take time to build common understanding. •Who will facilitate the process?
• Will it be helpful to have an consultant help with the process?
•What pre-planning activities will be conducted?• How will it be determined that more information is
needed? • What gaps, challenges, and opportunities have been
identified?• What are the best ways to present the summary? • Who will write the summary?
•What is the strategic planning process timeframe?
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Draft Plan DevelopmentStrategic Planning Questions: What results do we want? Do we know
“what works?” What methods will we use?
Draft Plan Development
Workgroup recommends vision
Planning retreat to identify goals, objectives, strategies,
risks
Partnership assessment
Alignment to program, budget planning
Workgroup prepares draft plan
• To what extent does the Board want a Workgroup to make recommendations about strategic direction?
• Will our mission stay the same?• Seeking agreement on the OUTCOMES and objectives of activities,
not the activities themselves – e.g., what you want to change.• Will a planning retreat be useful approach for board discussion and
decision making?• What are the best ways to engage staff and other stakeholders to
provide specific input about their priorities and tasks?• How important are partnerships with other organizations for
achieving goals and objectives?• Clarify alignment of plan priorities to budget, program and funding
expectations?• How will the plan be written?
• Who will write the plan sections?• Can divide up the responsibility of writing, but one editor
needs to put it in one voice at end• Who will conduct the final edit?• Who will review the draft plan?• Allow ample time for reviews and revisions
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Consultation
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Consultation
Draft plan presented to Board, key stakeholders
Comments from review incorporated into draft as
appropriate
Draft submitted for another review
Prepare revised draft
• Do you need to consult with anyone?• Key partners? Funders? Parishes?• Should you engage them earlier in the plan
development?
• Do they need to see the entire plan or sections of the plan?
• Do you have to give multiple opportunities for comment?
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Final Plan Development & Publication
Final Plan Development & Publication
Comments incorporated into plan as appropriate
Workgroup reviews and revises plan
Board approves plan
Prepare for publication and dissemination
• Sharing the plan• Who will provide the final edits?• Who should receive copies of the
plan? • Who will take the lead to disseminate
the plan? • How will you communicate the new
plan with stakeholders?• Will you prepare a one-page summary
of the plan?
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ImplementationStrategic Planning Questions: What methods will we use? What actions
will we take?
Implementation
Staff, board draft implementation plans
Review, address risks
Establish milestones, select performance measures,
targets
Implementation plans approved
• Implementation plan • Clarifies the annual process for completing activities, and
setting expectations for outputs, outcomes and commitments related to the strategic plan goals and objectives
• Identifies challenges to achieving the strategic plan• Is a living document to reflect change• Can remain an internal document• Decide if existing performance measures are aligned, be
revised, or develop new measures
• Engagement• How much time do you want to spend on the
implementation planning process? What are the best ways to leverage existing meetings?
• Who will write the draft and final implementation plans?• What leadership has to see the implementation plan?• Will the Workgroup continue to be engaged?
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Progress ReportingStrategic Planning Question: What progress are we
making?
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Progress Reporting
Data collection
Review successes, challenges
Identify solutions, improvements
Adjust implementation, performance expectations
• Strategic Plan monitoring and reporting• Clarify current data sources for reporting and reporting
frequency• Determine how to gather and track data, and facilitate
reporting • Develop reporting templates or consistent reporting
formats• Schedule regular times to review the plan’s progress• Can a dashboard make reporting easier?
• Annual reporting of progress• What are the best ways to share progress on the
strategic plan?• Will a formal report be useful?• How much time do you want to spend?
• Use progress reporting information to make decisions• Encourage sharing information about challenges,
barriers, and risks• Acknowledge external factors and the changes you
can control
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