Brief Description of My
Approach to Strategic Planning
I utilize an issues based approach to strategic
planning that proceeds through the following steps:
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Gathering Information – Strengths and weaknesses of
the organization; needs and service expectations of markets and
constituent groups; external changes and trends that will have an impact
on the organization in the future.
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Determining the most critical issues, choices, and
challenges facing the organization over the next 5 years.
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Affirming the mission or fundamental purpose of the
organization - "Why do we exist?"
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Developing a shared vision for the organization’s
future - "If we could create the organization of our dreams and have the
impact we most desire, what would this look like in 5 years?"
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Developing Goals and Strategies - the major results
(goals) we want to achieve over the next 3-5 years and how (strategies)
we will achieve those goals.
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Formulating Objectives - the description of
projects and activities carried out on an annual basis to implement
selected strategies -- thereby achieving the goals.
I find it helpful to think of strategic planning as a
journey. Imagine an organization as a sailboat at sea, at the mercy of
ever-changing conditions, ocean currents and winds. Now think of planning as
a journey through sometimes-rough waters to a destination we have
determined. Strategic Planning is how we determine the destination and how
we get there. If planning is a journey, the first two steps of the process -
information gathering and analysis and identifying strategic issues tell us
where we are. The next step - Developing a Vision - helps us determine the
destination. And Mission - reminds us why we're on the journey in the first
place. We get to the vision through the accomplishment of goals. We
accomplish our goals by means of the strategies we devise for each goal.
Finally, we translate goals and strategies into concrete action through
development of objectives.
Strategic planning in nonprofits is most effective when
the following elements are present:
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First, establishment of a strategic planning
committee to guide the process.
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Second, there needs to be a thorough and shared
understanding of strategic planning as well as agreement on outcomes of
the planning process.
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There needs to be real
commitment to the process on the part of leadership to engage in
planning.
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There also needs to be
involvement of individuals representing all constituencies of the
nonprofit: staff, constituents, funders and donors, as well as other key
community supporters.
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Finally, the strategic
plan needs to be translated into concrete detailed plans of action.
I work closely with a strategic planning committee
composed of board and staff leadership. Ultimately, the planning committee
is accountable to the Board of Directors. I view my role as facilitating and
supporting the work of the planning committee. I’m not the decision maker
and it is not my role to write the strategic plan “for” an organization.
I encourage clients to expand their strategic planning committees to include
some carefully selected “outsiders”. These are individuals who know the
organization and the communities served, are not on the board or staff and
are able to bring fresh perspectives to the planning process. During the
data gathering and analysis phase, I encourage clients to look in unfamiliar
places for new information and insights that can challenge "business as
usual". These discoveries set the stage for creativity and innovation and
help to assure that the strategic planning process is, in fact, “strategic”
in nature.
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