strategic planning: concepts and process
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Strategic Planning:Concepts and Process
Bob Kazmierski and Mike Kornmann
University of Wisconsin Extension
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Strategic Planning is about …
• Where your organization is
• Where your organization wants to go
• How to get there
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Strategic Planning Defined:• Is a disciplined effort to produce fundamental
decisions and actions that shape and guide an organization and what it does
• Is a set of concepts, procedures, and tools designed to assist leaders with the tasks of making decisions for their organization
John Bryson
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Why strategic planning?• Changing demands for programs and services• There is more pressure to be efficient• There is a need to integrate at many levels –
avoid duplication, take advantage of synergies, public sector partnering, public-private sector partnering
• Diminishing resources – budget battles
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Benefits to strategic planning
• Increased effectiveness
• Increased efficiency• Improved
understanding of situation
• Better decision making
• Enhanced organizational capabilities
• Improved community & public relations
• Increased organizational and community support
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Why not strategic planning?
• It is not a substitute for conflict resolution
• Insufficient resources or commitment to implement the plan
• It’s also not a silver bullet
• It’s not a substitute for leadership
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A ten step strategic planning process
– Other models are possible– The ten step strategic planning process can
be adapted; it is a “model” process– Usually can be done through an all-day
retreat or several (usually 6) 2 hour meetings
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– Decisions to make• Who will be involved-• Purposes of the effort• Desired outcomes of the effort• Expectations of participants• Resources needed to complete the effort• A process timeline• How will the plan get buy in through out the
organization?
Step 1: Prepare for Planning
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– Mandates describe what must or should be done under the organization’s charter and policies, as well as under federal, state, and local laws, codes, and regulations.
– A mandate can be expressed formally or informally through elections, community expectations, legislation, policy, procedures, and budget policies.
Step 2: Identify Organizational Mandates
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Step 3: Stakeholder Analysis and Mission Assessment
– A stakeholder is any person, group or organization that can place a claim on the organization’s resources, attention, or output, or is affected by its output.
– A mission statement is a definition of the organization’s reason for existence – its true purpose.
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Step 4: Assess the Environment
• An internal and external look at your– Strengths: internal capabilities that help an
organization accomplish its mission– Weaknesses: internal deficiencies that hinder
an organization in accomplishing its mission– Opportunities: external factors that affect an
organization positively– Challenges: external factors that affect an
organization negatively
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Situation: Internal/External Assessment
–Trends analysis –Demographics–Financial reports–Focus groups–Surveys–Community input meetings–Agency Assessment Tool
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Step 5: Identify Strategic Issues
– A strategic issue is a fundamental challenge affecting an organization’s mandates, mission, product or service level mix, clients or users, costs, financing, organization, or management.
– Key challenges or questions facing an organization
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Step 6a: Strategies Development
– Brainstorm a set of strategies (actions) that the organization can take to address the strategic issues identified
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Step 6b: Action Planning and SMART TOOL
Example:
• S-Specific Goal Lose Weight
• M-Measurables 15 lbs
• A-Action Steps Exercise daily
• R-Resources Support group
• T-Timeline May, 2010
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Step 7: Review & Adopt Plan
• Gain formal approval of plan and permission to work on implementation (may come in stages)– You may adopt the mission statement or a set
of issues before the full plan is adopted
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Step 8: Establish an Organizational Vision for the Future
• Outline the organization’s vision of what it should look like as it successfully implements the strategies.– This can also occur much sooner– Sometimes establishing the vision earlier is
more helpful
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Step 9: Overall Implementation Process
• Design a process to ensure work is done and progress is gauged.
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Step 10: Reassess the Strategies and Process
• This is finding how the planning worked, pluses, and minuses. Consider future efforts in light of findings. Basically, having an evaluation and monitoring system.
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Things To Remember• Remember some of
this is an art, not a science
• Your plan will only be good if it can be implemented
• Consider stakeholder analysis a very important step
• Have a significant sponsor
• Have a significant process champion
• Need dedicated facilitators
• Be prepared for those who won’t participate until the very end
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Final Points• The importance of pre-planning can not be over
stated!• Be flexible and creative in how you look at and
frame issues• Consider completing only parts of the planning
process you need – action planning for instance• Planning never stops, it is an ongoing process!