STRATEGIC GRANT WRITING (SESSION 2)

Workshop conducted by Rick Olsen

STRATEGIC PLANNING PROCESS

•  STRATEGY PLANNING TEAM: STEERING COMMITTEE •  BOARD OF DIRECTORS: DUTIES OF A DYNAMIC BOARD •  VISION STATEMENT: FUTURE STATE •  MISSION STATEMENT: PURPOSE •  VALUES STATEMENT: STRATEGIC PRIORITIES •  CRITICAL SUCCESS FACTORS •  SWOT ANALYSIS •  GOALS & OBJECTIVES & MEASURES •  INITIATIVES: WHAT BEHAVIORS DRIVE PERFORMANCE •  OPERATIONAL PLANS: WHO DOES WHAT BY WHEN •  COMMUNICATION PLANS •  MONITOR & CONTROL PLANS

STRATEGY PLANNING TEAM: STEERING COMMITTEE

•  The steering committee is made up of the organization’s shareholders: a member of the Board, the staff, the parents, the director/principal, & the community

BOARD OF DIRECTORS: DUTIES

OF A DYNAMIC BOARD

•  The steering committee researches & formulates the first strategic draft. They present this to the board for ratification.

•  The board ratifies only the general direction of the plan insuring that the plan is aligned with the purpose and vision of the organization.

•  The board does not involve itself with the details of the plan; that is left up to the Principal.

•  The board is an active part in raising funds. •  The board involves themselves with overall budget,

making sure funds are available to carry out the strategy, but do not micromanage administration.

VISION STATEMENT: FUTURE STATE

•  Vision and Mission Statements are all about alignment: alignment with strategic direction, goals & objectives, mgmt of resources (budget, roles & responsibilities, time), organizational & personal values…

MISSION STATEMENT: PURPOSE

•  Vision Statement describes a future state. What would you like to be in 5 years?

•  Mission Statement describes your purpose. What are you doing? What would you like to do better?

•  Learn to expand your mission without sacrificing your vision.

VALUES STATEMENT: STRATEGIC PRIORITIES

•  What we will spend limited resources on

•  What we will avoid spending resources on

It is critical that everyone in the organization knows the difference between these two polarities. This is the major alignment tool in directing efforts, time, and money toward a defined goal.

CRITICAL SUCCESS FACTORS The critical success factors are those items that are necessary for

your success. What are the elements that must exist for you to prosper?

•  Stable economy •  Competent staff •  Sufficient population to draw from •  ? •  ? •  ? •  ? •  ? •  ?

SWOT ANALYSIS

Strengths: Opportunities: Weaknesses: Threats:

Leverage these

Eliminate these

GOALS & OBJECTIVES & MEASURES

During your brainstorming session with the steering committee, you create goals and objectives: Goals are broad range; Objectives are short range milestones that help you achieve your Goals.

Both Goals and Objectives must be measurable!!!

INITIATIVES: WHAT BEHAVIORS DRIVE PERFORMANCE

•  Look at the 1st Obj under Goal 1. What can you do to realize this objective?

“Who Does What By When” – This is the operative phrase for turning a strategic plan into an operational plan. Once the Board has ratified your strategic plan, go through each objective and set plans to realize each one.

Communications/Monitor/Control Plans

•  Communicate means talking, explaining, demonstrating, and coaching. It does not mean handing out a binder to read and implement!!

•  If you can’t measure it you can’t manage it.

•  You must know when the use of valuable resources gets out of control.

What does a Coach do?

Insures Execution of the 5 Performance Drivers

1) Intense Focus Sports Teams

•  Focus on ‘1’ goal •  Scoring! •  Every player knows their part •  Know how to play it

In Organizations

•  Employees spend: •  Energy •  Time •  Money

On non-value added work •  Costing the organization $ and Lost opportunities •  Employees don’t know what the business strategy is

2) Relentless Strategizing Sports Teams

•  Review videos •  Hours inventing plays •  Hours inventing counter plays

In Organizations

•  No time or skill in building strategy •  Work on operational level •  Know their competition BUT •  Don’t study their competition •  Don’t know the size of their market •  Don’t know how to get it

3) Flawless Execution Sports Teams

•  Practice •  Practice •  Practice •  1000 person hours with the coach for 1 hr of play

In Organizations

•  Rework •  Poor Quality •  Mistakes •  Poor communications •  Missed work •  No coaches

4) Fanatical Scorekeeping Sports Teams

•  Players know the score •  Knows their batting aver. •  How their talents impact the team. •  He/she can tell you in a heartbeat.

In Organizations

•  Don’t know what the performance measures are •  How the company measures productivity •  Doesn’t know how individual behaviors affects the overall strategy

5) Passionate Accountability Sports Teams

•  Love the game •  Show up on time •  Has heart and soul into practicing •  Heartfelt accountability

In Organizations

•  Compliant vs. commitment •  Can’t wait for the weekend or end of the work day.

If you are to be one of the 3 that implement a great funding strategy,

you must have a Coach!!

Who is your Coach?