why strategic plans gather dust
DESCRIPTION
Why Strategic Plans Gather Dust is a practical and realistic approach to strategic planning that will help your organization achieve growth and success. Be sure to contact Peter at Rennick, Hoppe & Associates if you require professional assistance with your next strategic plan.TRANSCRIPT
WHY STRATEGIC PLANS GATHER DUST A practical and simplified approach to planning for organizational and fund development success.
Peter Hoppe Presented at the 2011 Association of Fundraising Professionals Congress
Toronto
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 Luke’s Place Boys and Girls Club of Peel
Strategic Planning is one of seven core
services we provide.
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 desires
Strategic Planning provides valuable
information about an organization and the
cause they serve.
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 failure
The process of Strategic Planning is as important as
the outcome.
THE DEFINITIVE STRATEGIC PLAN MODEL
There is none
Strategic plans come in many shapes and sizes
Even approaches to strategic planning vary
Build a Strategic Planning model that works for you and your organization.
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 don’t 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
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 does not have to do everything for everyone. Focus your plan
on organizational and fund development priorities.
The more goals and recommendations you try to
incorporate in your plan the more likely your plan will gather dust.
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 Strategic Planning combines
organizational goals with organizational capacity.
STRATEGIC PLANNING GUIDELINES
Simple & Practical Realistic & Achievable Measurable & Trackable Dynamic & Flexible An effective strategic plan
is a living document of the most important goals you want to achieve in the next 3 to 4 years.
STRATEGIC PLAN TIME FRAMES
Two Years: Too brief to incorporate major changes or goals
Three Years: Optimal balance between keeping pace with change and repeating the planning process
Five years: Difficult to project five years in advance
Choose a shorter time frame if your organization is impacted by constant or
rapid change.
WHO SHOULD PARTICIPATE IN THE STRATEGIC PLANNING PROCESS
Volunteer Leadership
Staff leadership
Program & Services Leadership
Fund Development & Marketing Leadership
Financial Leadership
A task force of 5 to 6
motivated and knowledgeable
individuals.
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 Finance
Yes, strategic planning is that important!
MISSION , VISION & CHANGE
Your organization’s greatest challenge is change Change impacts your:
Cause Mission Vision Markets Programs & Services Future
Strategic planning is a great opportunity to
review the relevance of your Mission and Vision
Statement.
STEP 1: ADDRESS THE CHANGE THE DISCOVERY SESSION
A half-day, full day or weekend session to discuss
1. The status of your last strategic plan
2. The primary changes that have occurred in your environment
3. The relevance of your Mission and Vision Statement
4. Three or four key priorities for your organization
Don’t try to accomplish everything here. It’s an opportunity to discover.
STEP 1: ADDRESS THE CHANGE THE DISCOVERY SESSION
The discovery session is your opportunity to include everyone who is important to the organization.
Stakeholders
Beneficiaries
Volunteers
Staff
Funders
Leaders
Community
Everyone should have an opportunity to help
shape the future of your organization.
STEP 2: EVALUATION & ANALYSIS
Fund Development Strategic Plan Key Fund Development Programs
Key Communications & Messaging
SWOT: Focus on Priorities
Organizational Strategic Plan Key Programs & Services
Key Organization & Structure
SWOT: Focus on Priorities
Your SWOT analysis should only focus on 2 or 3 Strengths, Weaknesses,
Opportunities and Threats.
A WORD ABOUT SWOT
Strengths: Characteristics that contribute to success or provide a competitive advantage.
Weaknesses: Characteristics that inhibit success or place you at a disadvantage.
Opportunities: External changes or new elements that may help your organization succeed.
Threats: External changes or new environmental elements that may have a negative impact on your organization.
STEP 2: EVALUATION & ANALYSIS
Competitive Analysis: A look at what 2 or 3 similar organizations are doing
Mission & Vision
Programs & Services
Fund Development and Marketing
Understanding your competition allows you to
evaluate your organization’s unique
nature and contribution.
LET’S REVIEW
You’ve 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
What’s next?
STEP 3: PRELIMINARY RECOMMENDATIONS
A set of preliminary ideas and suggestions that address the changes and priorities you’ve discovered in light of the evaluation and analysis you conducted.
Best accomplished through a core team of two or three individuals
Nothing carved in stone – points for further discussion
Keep it focused – 6 to 8 ideas/suggestions/recommendations
STEP 4: RECONVENE THE TEAM!
Review discovery session discussion and priorities
Review evaluation and analysis SWOT
Discuss Preliminary Recommendations
Choose three to five final prioritized recommendations
Develop shape, structure and substance for each recommendation Goals and objectives
Human and financial resources
Timelines
Measures of success
THE PLAN OF ACTION A series of action steps required each quarter to execute your
recommendation and achieve your goals/objectives.
Establish benchmarks for each quarter that can be measured.
January - March 2012 Research and identify 30
potential corporate partners that have the
capacity to contribute or generate $25,000.
Recommendation Develop corporate
partnership opportunities and secure 5 new partners that can
generate $100,000 in new revenue.
THE PLAN OF ACTION
Think of your Strategic Plan as your architectural
drawings and your Plan of Action as your blueprints.
Recommendation
Stream line programs to eliminate duplication of
services and reduce annual expenditures by
15%.
January - March 2012 Prepare evaluation matrix
for each program and ensure staff/board
approval of measurement criteria.
YOUR STRATEGIC PLAN 1. 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 organization
2. Evaluation & Analysis Key Fund Development Programs
Key Programs and Services
SWOT
Competitive Analysis
YOUR STRATEGIC PLAN 3. Recommendations
Goals and objectives
Human and financial resources
Timelines
Measures of success
4. Plan of Action Quarterly action steps
Quarterly benchmarks
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
Strategic Plan
Plan of Action
Modifications
New Strategic Plan
Quarterly Plan of Action
Quarterly Review
Modifications
Quarterly Reports
KEEP YOUR PLAN ALIVE
1. Focus on your priorities
2. Keep it simple
3. Involve key stakeholders
4. Fewer recommendations & goals = greater probability of success
5. A quarterly plan of action
6. Review progress and benchmarks every quarter
7. Report on plan adjustments and recommendation amendments
8. Stay committed to the process
