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Part One: Overview
Strategic Planning That Works
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“Most of our problems upon this planet .. Have been met and solved either partially or as a whole by experiment based on common sense and carried out with courage.”
Frances Perkins, Secretary of Labor
under Franklin Delano Roosevelt,
1st woman appointed to a US presidential cabinet
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What it is
What’s involved
The five elements of strategic thinking
A look at a few cases
Topics
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Other
This is a taste, not the whole meal
Ask questions
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What is Strategic Planning?
Strategic planning 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, with a focus on the future.
(From Alliance for Nonprofit Management adapted from Bryson's Strategic Planning in Public and Nonprofit Organizations)
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Classic Strategic Plan
Mission: Purpose Vision: Transformational aspiration Values: Guidelines for behavior and decisions Organizational Profile & History Critical Issues and Strategies Service/program Goals and Objectives Management Goals and Objectives Critical Benchmarks Budget and Revenue Forecasts
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Classic Planning Process
1. Get Ready
2. Articulate the Mission, Vision and Values
3. Assess your current situation
4. Develop Strategies, Goals and Objectives
5. Create the Written Plan
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Another way to view the process
1. Get ready
2. Identify starting assumptions
3. Conduct research
4. Digest and Analyze
5. Make decisions
6. Plan for implementation
7. Analyze and adjust
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Strategic vs. Long Range Planning What’s the difference?
Long Range Planning – Future is sufficiently reliable to develop a
methodical plan of action Strategic Planning
– Future is dynamic and often unpredictable – Need to grasp an understanding of the changes
and create the flexibility to respond
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But what is “strategy?”
A strategy is typically an idea that distinguishes a course of action by its hypothesis that a certain future position offers an advantage for acquiring some designated gain. -- wikipedia
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At the heart of strategic planning is STRATEGIC THINKING
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What is Strategic Thinking?
A way of thinking that includes five elements:1. Systems Perspective2. Intent Focus3. Intelligent Opportunism4. Thinking in time5. Hypothesis driven
Jeanne Liedtka, Executive Director, Batten Institute, University of Virginia, Darden School of Business, formerly with Boston Consulting Group
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1. Systems Perspective
Used with permission of its creator, Thomas Mandle
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Think “ecosystem” Consider Mental
Models What are your
Interdependencies? Look inside and without Where do you
Cooperate? Compete? Geographic
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What’s in your system?
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Systems Analysis (research)
Gather data: community, clients, demographics History Focus groups, surveys, etc Key informant interviews SWOT, Assets/Needs, internal and external Environment: e.g. social & cultural, legal & political,
environmental, competitive, technological Benchmark
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2. Intent-focused & intent driven
Direction, discovery, destiny VISION
– Directional– Aspirational– Emotional– Sizeable stretch
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Two-sides of a Nonprofit’s Vision
Societal Vision:– Clean and healthy bay that people cherish and
enjoy Organizational Vision
– Dynamic, responsive environmental advocacy organization, with the political clout and financial vibrancy that comes from widespread community support
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3. Intelligent Opportunism
Openness to new experience Requires input from all levels Emergent strategy Evolving
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From Margaret Wheatly Leadership and the New Science
“Innovation is fostered by information gathered from new connections; from insights gained by journeys into other disciplines or places; from active, collegial networks and fluid open boundaries.
“Innovation arises from ongoing circles of exchange, where information is not just accumulated or stored, but created. Knowledge is generated anew from connections that weren’t there before.”
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4. Thinking in Time
“Having seen the future that we want to create, what must we keep from the past, lose from the past and create in the present to get there?”
Charles Handy, author of Age of Unreason and Age of Paradox
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5. Hypothesis Driven
Hypothesis Generation – What if...?
Hypothesis Testing– If ... Then
Includes inductive, deductive and abductive reasoning
Creative and critical
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Ultimately, Strategic Thinking is a desired way of being
Embedded throughout the organization
Next actions captured in strategic planning
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Strategic plans are guaranteed to sit on the shelf when they fail to integrate ongoing strategic thinking
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Strategy Making: Liedtka
Strategic Thinking:Disrupting Alignment
Strategic Planning:Creating Alignment
Current Reality
DesiredFuture
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Leaders and Strategists see
BIG PICTURE
OPERATIONAL IMPLICATIONS
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Making mindful change
Focus is power Expectation shapes
reality Change is painful
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What strategic planning is not
An attempt to make future decisions– All decisions are made in the present – They are the best action at this point in time &
under these circumstances Linear & Fixed
– Systemic, circles back, may feel like a roller coaster
– Constantly in need of reevaluation
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CASES
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Land Trust: 1999 plan
In first 10 years: Slowly preserved 300 acres of
land Success measured in members
and community awareness Volunteers & 2 part time staff Given large grant & told “to do
something”
Strategic Plan Decisions Set real objectives for acres of
land saved Strategy to hire Executive
Director who could raise significant funds and get properties saved
TODAY 1,855 acres under their
protection, 4,424 total acres among all agencies
Highly respected, professional land trust providing support to other local trusts
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Community Development Corporation: 2005
Situation 27 years old Shifting focus from housing to lead
paint removal to microenterprise to housing, driven by funding
Most recent Executive Director had alienated many of the key players in community – unable to access needed capital funds for housing
Significant property acquisition without funding to pay for it
About five board members remaining
Strategic Planning Process mattered – Created alignment on mission, vision,
constituents, programs, values, critical assumptions, livable neighborhood criteria
Created measurable goals & objectives Executive director leftResults New ex. director + new staff Dramatic shift community perceptions Completed phase one of neighborhood
project to community accolades Expanded include neighborhood
organizing Grew the board Discussing strategic partnerships and
possible mergers
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Latino Service Organization
Situation Grew from small neighborhood
advocacy organization to $1.1 million social service provider in literacy, health, child care, youth programming – state funding dependent
Executive Director led, uninvolved board
Experienced funding ups and downs, major community foundation grant for Executive Director position running out
Strategic Plan Process Engaged key audiences: staff,
board, funders, providers, clients Created community outcomes:
direct services, behavioral change and systems change
Built ownership by getting feedback & next steps with stakeholders
Approved by Board & embraced with excitement by community foundation
Started gap analysis to begin internal alignment
WHEN...
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Latino Service Organization (continued)
Executive Director resigned Board faced with large funding gap, by emergency furnace
replacement, loss of some state funding Led to major staff layoffs New Executive Director hired Strategic Plan abandoned
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Moral
For strategic planning to work, You need a compelling vision of change The way The will AND the leadership to make it happen
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Courage
The moment one definitely commits oneself, then providence moves too. A whole stream of events issues from the decision, raising in one's favor all manner of unforeseen incidents, meetings and material assistance, which no man could have dreamt would have come his way. I learned a deep respect for one of Goethe's couplets:
Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it!By W.H. Murray, The Scottish Himalayan Expedition (1951):
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QUESTIONS?
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Thank you
Part Two:
Tools, Tips and Solutions
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Gayle L. Gifford, ACFRE
President of Cause & Effect Inc, Gayle is a respected consultant, provocative writer, and creative strategist with a lifetime of experience working, volunteering, & consulting in the nonprofit sector.
Gayle is the author How to make your board dramatically more effective, starting today and, Meaningful Participation, an activist’s guide to collaborative policy making and co-author of Bringing a Development Director on Board.
Gayle holds the advanced fundraising credential ACFRE. She has an M.S. in organization and management from Antioch University New England. She has taught at Simmons College in the Masters in Communications Management and teaches at Brown University in the Masters in Public Humanities and Cultural Studies program.
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Cause & Effect Inc. can help you make a difference in the world by creating the internal change that will strengthen your governance, improve your programming, build stronger relationships with your constituencies, or boost your revenues. We’ll work with you on Board development and training, organizational development, strategic planning, group facilitation, public engagement, program development, organizational communications or fundraising.
Contact us at: 401.331.2272, [email protected] or [email protected]
www.CEffect.comGayle L. Gifford, ACFRE or Jonathan W. Howard