1. WHY STRATEGICPLANS GATHERDUSTA practical and simplifiedapproach to planning fororganizational and funddevelopment 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 Lukes Place Planning is one Boys and Girls Club of Peelof five core Golden Rescueservices we provide. 3. WHY DO WE ADVOCATE 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 desiresStrategic Planningprovides valuableinformation about an organizationand the causethey serve. 4. WHY YOU SHOULD ADVOCATE 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 failureThe process ofStrategicPlanning is as important as theoutcome. 5. THE DEFINITIVE STRATEGIC PLAN MODEL There is none Strategic plans come in many shapes and sizes Even approaches to strategic planning varyBuild a StrategicPlanning model that works for you and your organization. 6. WHY DO STRATEGIC PLANS GATHER DUST? Too time consuming and complex Too all encompassing and over-reaching Too many recommendations and goals to track They dont 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 7. STRATEGIC PLANS THAT STAY 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 doesnot have to do everythingfor everyone. Focus your plan on priorities. 8. The more goals and recommendations you try to incorporate in your plan themore likely your plan will gatherdust. 9. 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 StrategicPlanning combinesorganizational goals with organizationalcapacity. 10. STRATEGIC PLANNING GUIDELINESSimple & PracticalRealistic & AchievableMeasurable & TrackableDynamic & Flexible An effective strategic plan is a livingdocument of the most important goals youwant to achieve in thenext 3 to 4 years. 11. STRATEGIC PLAN TIME FRAMES Two Years:Too brief to incorporate major changes or goals Three Years: Optimal balance between keeping pace withchange and repeating the planning process Five years: Difficult to project five years in advanceChoose a shortertime frame if yourorganization isimpacted by constant or rapid change. 12. WHO SHOULD PARTICIPATE IN THE STRATEGIC PLANNING PROCESS Volunteer Leadership Staff leadership Program & Services Leadership Fund Development & Marketing Leadership Financial LeadershipA task force of 5 to 6 motivated and knowledgeable individuals. 13. AN IDEAL STRATEGIC PLANNING 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 FinanceYes, strategic planning is thatimportant! 14. MISSION , VISION & CHANGE Your organizations greatest challenge is change Change impacts your: Cause Mission Strategic planning is Visiona great opportunity to review the Marketsrelevance of your Programs & ServicesMission and Vision Future Statement. 15. STEP 1: ADDRESS THE CHANGETHE DISCOVERY SESSION A half-day, full day or weekend session to discuss1. The status of your last strategic plan2. The primary changes that have occurred in your environment3. The relevance of your Mission and Vision Statement4. Three or four key priorities for your organizationDont try toaccomplisheverything here. Its an opportunity to discover. 16. STEP 1: ADDRESS THE CHANGETHE DISCOVERY SESSIONThe discovery session is your opportunity to include everyone whois important to the organization. Stakeholders BeneficiariesEveryone should Volunteers have an opportunity Staffto help shape the Fundersfuture of your Leaders organization. Community 17. STEP 2: EVALUATION & ANALYSISFund Development Strategic PlanOrganizational Strategic Plan Key Fund Development Programs Key Programs & Services Key Communications & Messaging Key Organization & Structure SWOT: Focus on Priorities SWOT: Focus on PrioritiesYour SWOT analysis should only focus on 2or 3 Strengths, Weaknesses, Opportunities andThreats. 18. A WORD ABOUT SWOT Strengths: Characteristics that contribute to success or providea competitive advantage. Weaknesses: Characteristics that inhibit success or place youat a disadvantage. Opportunities: External changes or new elements that mayhelp your organization succeed. Threats: External changes or new environmental elements thatmay have a negative impact on your organization. 19. STEP 2: EVALUATION & ANALYSIS Competitive Analysis: A look at what 2 or 3 similar organizations are doing Mission & Vision Programs & Services Fund Development and MarketingUnderstanding yourcompetition allows you to evaluate your organizations uniquenature and contribution. 20. LETS REVIEW Youve reviewed 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 Whats next? 21. STEP 3: PRELIMINARYRECOMMENDATIONS A set of preliminary ideas and suggestions that address thechanges and priorities youve discovered in light of the evaluationand analysis you conducted. Nothing carved in stone points for further discussion Keep it focused 8 to 10 ideas/suggestions/recommendations Think of it asfocused brainstorming 22. STEP 4: RECONVENE THE 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 23. THE PLAN OF ACTION A series of action steps required each quarter to execute yourrecommendation and achieve your goals/objectives. Establish benchmarks for each quarter that can be measured.RecommendationDevelop corporate January - March 2012 partnershipResearch and identifyopportunities and 30 potential corporatesecure 5 new partners partners that have thethat can generate capacity to contribute $100,000 in newor generate $25,000. revenue. 24. THE PLAN OF ACTIONStrategic Plan as your architectural Think of yourdrawings and your Plan of Action as your blueprints.Recommendation January - March 2012 Stream line programs to Prepare evaluation eliminate duplication ofmatrix for each services and reduceprogram and ensure annual expenditures bystaff/board approval of15%. measurement criteria. 25. YOUR STRATEGIC PLAN1. 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 organization2. Evaluation & Analysis Key Fund Development Programs Key Programs and Services SWOT Competitive Analysis 26. YOUR STRATEGIC PLAN3. Recommendations Goals and objectives Human and financial resources Timelines Measures of success4. Plan of Action Quarterly action steps Quarterly benchmarks 27. NOW COMES THE IMPORTANT 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 28. ModificationsPlan ofAction Strategic Plan 29. Quarterly New StrategicReportsPlanQuarterlyModificationsPlan of ActionQuarterly Review 30. KEEP YOUR PLAN ALIVE1. Focus on your priorities2. Keep it simple3. Involve key stakeholders4. Fewer recommendations & goals = greater probability of success5. A quarterly plan of action6. Review progress and benchmarks every quarter7. Report on plan adjustments and recommendation amendments8. Stay committed to the process 31. Thank you!Rharms.com.comPeter Hoppephoppe@rharms.com416 281-7816 Ext. 1