1. STRATEGIC PLANNING FORBOARDSBill Taylor Community Development AreaEducatorUniversity of Wyoming Extension

2. WHAT IS IT?A deliberative, disciplined approach to producingfundamental decisions and actions that shape andguide what an organization is, what it does, andwhy.(John M. Bryson in Strategic Planning for Public and NonprofitOrganizations, 2011) To help leaders & managers successfullyaddress major issues or challenges 3. HOW IS IT USED? Gather, analyze, and synthesize information toframe choices Determine desirable and feasible missions,goals, strategies, actions Effectively address organizational issues &challenges Enhance continuous organizational learning Create public value 4. WHEN? Upon formation Can only forecast a few years in advance Most strategic plans are 3-8 years, averaging around 5 years When the present plan is close to expiration Every 5 years? Whenever a major change, internal or external,affects the organization Reorganization, budget change, change in mission,purpose, clientele, etc. 5. MULTIPLE LEVELS Management planning should be done on threelevels Strategic goals Broad, general goals, directions, enterprises, thrusts for the organization Tactical objectives Objectives, plans which support each of the major goals or enterprises at the strategic level Operational plans Specific day-to-day tasks, assignments, timelines needed to carry out the tactical objectives 6. WHAT ARE THE COMPONENTS? Not all plans are made the same Amount of detail depends somewhat on size,complexity, management style, etc. Possible components Strategic Level Values Vision Mission Strengths, Weaknesses, Opportunities, Challenges/ Threats (SWOC/T) Analysis Broad Goals 7. Tactical Objectives A tactical level would exist for each strategic goal Specific Objectives To accomplish the strategic goal Operational Plans An operational level would exist for each tactical objective Action Steps Task Assignments Timelines and deadlines Implementation Plan Monitoring, Measurement of Success 8. HOW LONG? How long should the process take? For a large, complex organization Weeks to months For a small board with a closely defined mission Several hours to several days 9. VALUE DETERMINATION Articulate how the organization will conductitself. How do we want to treat others and how do we want to be treated? Which are the underlying qualities we hold as important or inviolate as we go forward? E.g. honesty, transparency, customer service,fiscal responsibility, cooperation* ValuesStatementWorksheet 10. VISION STATEMENTThe vision statement includes a vivid description of theorganization as it effectively carries out its operations. Draw on the beliefs, mission, and environment of theorganization. Describe what you want to see in the future. Be specific to each organization. Be positive and inspiring. Do not assume that the system will have the sameframework as it does today. Be open to dramatic modifications to current organization,methodology, teaching techniques, facilities, etc. 11. EXAMPLE VISIONS Oxfam: A just world without poverty (5 words) Ducks Unlimited is wetlands sufficient to fill theskies with waterfowl today, tomorrow andforever. (13 words) VFW: Ensure that veterans are respected for theirservice, always receive their earned entitlements,and are recognized for the sacrifices they andtheir loved ones have made on behalf of this greatcountry. (32 words)*Vision StatementWorksheet 12. MISSION STATEMENT Describes the overall purpose of the organization How will this organization achieve the vision? Separates the mission of this organization fromother organizations Management and employees can infer some orderof priorities in how products and services aredelivered The statement against which all actions andprograms of the organization should be referenced 13. EXAMPLE MISSIONS "The mission of Catholic Charities is to provideservice to people in need, to advocate for justicein social structures, and to call the entire churchand other people of good will to do the same." "The mission of the Science Museum of LongIsland is to: Stimulate and nurture childrens natural interest in science and help them to discover the power of science through the fun of science. Provide science education through hands-on learning. Elevate the level of science literacy"*MissionStatementWorksheet 14. SWOC/T ANALYSIS Internal Strengths: Resources or capabilitiesthat help an organization accomplish itsmandates or mission Examples: Highly skilled and motivated staff Board is well-connected to most major external stakeholders 15. Internal Weaknesses: Deficiencies in resourcesor capabilities that hinder an organizationsability to meet its mandates, fulfill itsmission, and create public value. Examples: Poor internal and external communications Unclear mission or vision Structural misalignments Noncompetitive pay scales Low morale Inadequate resources 16. External Opportunities: Outside factors orsituations that the organization can takeadvantage of to better fulfill its mission, meetits mandates, or create public value if anyrelated challenges or threats can be mitigated. Examples: New funding source New potential service partner Chance to modify an outdated mandate Opportunity to pay off or refinance debt 17. External Challenges/Threats: Outside factorsthat can affect your organization in a negativeway making it harder to fulfill its mandates,or create public value. Examples: Loss of funding from an external source New unfunded mandates Poor organizational image or reputation Poor union relations Lack of public support for key programs*SWOC/T Worksheets 18. ANALYZE SWOC/T RESULTS Use table, chart, board, etc. divided into 4 sections for eachlist: Strengths, Weaknesses, Opportunities, Challenges/Threats Determine interaction of factors and how to use strengths andopportunities, mitigate weaknesses and challenges Determine Critical Success Factors 19. CRITICAL SUCCESS FACTORS The things the organization must do, or criteriait must meet, in order for it to be successful With the external environment With key stakeholders List those competencies, capabilities, actionsnecessary to accomplish these factors *Critical Success Factor Worksheet 20. STRATEGIC GOALS Long term outcomes The broad strokes for the organization Stated in general terms and answer: What is it we wish to accomplish over the next threeto five years? Need to be SMART Specific Measurable Attainable Related Time-based*SMART Goals Handout 21. GOAL COSTS Each goal and objective should have a cost andtimeline attached We will use the latest and most secure inventory program for customer satisfaction and convenience. Has little meaning until we know how much it will cost toachieve and when we intend to have it done After each goal and objective has a cost andtimeline, prioritize by importance, logicalsuccession, and resources available(Each goal will have multiple tactical objectives)*Strategic Goals Worksheet*Strategic Goal List Worksheet 22. TACTICAL OBJECTIVES Tactical objectives should exist for eachstrategic goal Goal specific programs, efforts, projects which accomplish the goal Use the same SMART questions to test your objectives Establish a separate objective for each distinct effort toward goal accomplishment(Each tactical objective will have multipleoperational plans)*Tactical Objectives Worksheet 23. OPERATIONAL PLANS Specific day-to-day plans to accomplish a tactical objective Where the rubber actually meets the road Tasks identified Personnel assigned Resources needed Costs incurred Task dates and timelines Contingency plans*Operational Plans Worksheet 24. IMPLEMENTATION PLAN A strategic plan is a waste of effort unlessimplemented Write a plan describing how the Strategic Planwill be implemented Steps, dates (for individual goals, for fullimplementation), responsibilities, resourcesneeded, hurdles or challenges to meet, etc. 25. MONITORING PLAN Develop a system to monitor the progress of theStrategic Plan Look at the Measurable section of eachStrategic Goal and Tactical Objective worksheet Determine what needs to be measured to show success Establish a monitoring schedule and method to checkthe progress of each Goal and Objective Establish a reporting schedule or system to keep theorganization informed of the progress in achievedthose Goals and Objectives in the Plan 26. STRATEGIC PLAN Pull all of these components together into onedocument to share with board members,stakeholders, clientele, sponsors and supporters,etc. Use it as a constant monitor of activities andpriorities Periodically gauge the organizations progressagainst the measurables (monitoring) Hold the organization accountable to the StrategicPlan 27. REFERENCES Bryson, John M. Strategic Planning for Public andNonprofit Organizations: A Guide to Strengthening andSustaining Organizational Achievement. John Wiley &Sons, 2011. Bryson, John M.; Alston, Farnum K. Creating YourStrategic Plan: A Workbook for Public and NonprofitOrganizations. John Wiley & Sons, 2011. Taylor, William R.; Hewlett, John; Weigel, RandyEnterprising Rural Families: Making it Work Strategic Planning and Goal Setting. University ofWyoming Extension, 2007. 28. Free Management Library StrategicPlanning. http://managementhelp.org/ Strategic Planning: Understanding theProcess. BoardSource, 2011 29. QUESTIONS? COMMENTS?