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Strategic Planning. Sharon Chontos Sage Project Consultants, LLC. Strategic Planning. In your experience, What went well? What did not go well? What were some pitfalls? What were some benefits?.
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Key Planning Sharon Chontos Sage Project Consultants, LLC

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Strategic Planning as far as you can tell, What went well? What did not go well? What were a few pitfalls? What were a few advantages?

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Benefits Source: Bryson, J. M., Alston, F. K. (2005) Creating and Implementing your Strategic Plan. An exercise manual for Public and Nonprofit associations. Expanded adequacy Increased proficiency Improved understanding and better adapting Better basic leadership Enhanced authoritative abilities Improved correspondences and advertising Increased political support

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Nonprofit and Public Strategic Planning Models The Drucker Model Drucker , Peter F. (1999) The Drucker Foundation Self Assessment Tool, Process and Participant Workbook. The Peter F. Drucker Foundation for Nonprofit Management and Jossey - Bass Publishers, San Francisco, CA Amherst Wilder Foundation Amherst Wilder Foundation. (1987) Strategic Planning Workbook for Nonprofit Organizations. Distributed Center for Cultural Resources, New York, NY Strategic Change Cycle Model Bryson, John M. what\'s more, Alston, Farnum K. (2005) Creating and actualizing your Strategic Plan, A Workbook for Public and Nonprofit Organizations

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Relevance Organizations Parts of Organizations Programs Projects Networks Coalitions Communities

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When to defer arranging Source: Sumption & Wyland Impending official turnover or no present official Board precariousness Financial unsteadiness Media investigation or embarrassment Significant board and CEO strain

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Strategic Planning: Process Source: Bryson, J. M., 2005, Creating and Implementing your Strategic Plan Phase Four: Implementing Strategies Evaluation Monitoring Implementation Phase Three: Developing Strategies and Action Plans Budgets Action Plans Phase Two: Identifying and Analyzing Strategic Issues Goals and Objectives Strategic Issues Vision Mission Values Phase One: Organizing the Process and Analyzing the Environment Readiness Assessment Plan the Plan Stakeholder Assessment Mandate Analysis Environmental Scan

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Phase 1: Readiness Assessment Source: Sumption & Wyland Does your association have a current vital arrangement? At the point when was it created? How was it created? How is it functioning? Does your association have a set up statement of purpose that mirrors the association now? What\'s more, vision and qualities? Does your association have steady, expanded financing to convey its central goal? Does your association have a group that will complete and make the vital arranging operational through yearly work arranges and evaluative exercises and additionally through direct serves?

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Phase 1: Organizing the Process Source: Bryson and Alston (2005) Whose arrangement is it? What timeframe will the arrangement cover? Who is the arrangement\'s sponsor(s)? Who is the arrangement\'s champion(s)? Will\'s identity on the arranging venture group? Who ought to be required in the improvement of the arrangement? Who ought to survey the arrangement? Who are gatherings of people for the arrangement? What assets do we have to finish arrange? What criteria ought to be utilized to judge the adequacy of the vital arrangement?

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Should we employ an expert? Do you have the inside ability to encourage an arrangement? Would an outside point of view be helpful in giving fair-minded input and assistance? Do your patrons and champion have sufficient energy to encourage the procedure and archive the arrangement? Do you have the subsidizing assets to pay for a specialist? Can an expert do a few undertakings and interior assets isn\'t that right? Would it be useful to have an outside expert address uncomfortable subjects?

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Phase 1: Mandate Analysis Do you have a national or parent association that requires a vital arrangement? Do they order your association have a key arrangement? In the event that yes, Do they have a recommended or obliged procedure to take after? Do they have required deliverables? Do they have assets (specialists, financing, layouts) that you can draw upon?

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Phase 1: Stakeholder Assessment Identify key partners Internal External Gain their criticism with respect to the present state and future needs through: Surveys Focus Groups Interviews

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Phase 1: SWOT Analysis Source: Bryson and Alston (2005) S trengths: What are the qualities of your association and by what method will you keep up or enhance those properties? W eaknesses: What are the association\'s shortcomings and by what method will you defeat those shortcomings? O pportunities: What outer open doors might be accessible to your association? T hreats: What are dangers or difficulties that your association will confront? By what means will you beat every test?

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Phase 1: Environmental Analysis Competition Are there other philanthropic, open or revenue driven organizations that give similar administration or item you do? How would they think about in value, quality and esteem? Who has contact with your gathering of people? Customers Funders Sustainable Funding What are your subsidizing sources now? Is it accurate to say that they are reasonable? What number of wellsprings of subsidizing do you have? What are your subsidizing challenges?

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Forces of Change Source: Mobilizing for Action through Planning & Partnerships (MAPP), National Association of County and City Health Officials (NACCHO) Forces are an expansive widely inclusive classification that incorporates patterns, occasions, and elements. Patterns will be examples after some time ,, for example, movement all through a group or a developing disappointment with government. Variables are discrete components ,, for example, a group\'s vast ethnic populace, a urban setting, or a locale\'s vicinity to a noteworthy conduit. Occasions are one-time events ,, for example, a clinic conclusion, a characteristic debacle, or the entry of new enactment. What Kind of Areas or Categories Are Included? Social, financial, political, specialized, ecological, logical, legitimate, moral

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Institution Data List your center abilities. Be straightforward. Examine your own particular information: Financial Client Statistics Surveys Quantitative Qualitative Public Reviews

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Tying it all together

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Phase 2: Mission What is our association here to do? What is our motivation? What business would we say we are in? Who do we serve? How are we one of a kind?

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Mission: Tips on drafting Provide key partners a question(s) with respect to association\'s motivation. Have people compose their own considerations. In a little gathering, have people share their thoughts and request that gathering draft a statement of purpose. Present to bigger gathering for altering. Statement of purpose ought to be: Concise Geography Services

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Phase 2: Values Source: Bryson and Alston (2005) How would we like to treat others? Audit your association\'s qualities by and by as of now. Are these qualities attractive or not? Are there extra values your association ought to receive? Pick 8 – 10 values you need to keep or receive and characterize each in your own words. Fuse into the vision proclamation.

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Phase 2: Vision Source: Bryson and Alston (2005) A dream explanation reflects what the association will look like in the event that it effectively actualizes its systems. Portray your association now. Envision providing details regarding your association a long time from now. Direct a hole examination. In what manner will you close the hole amongst now and five year vision?

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Phase 2: Strategic Issues Source: Bryson and Alston (2005) During Phase 1, note key issues that emerge from amid the information accumulation and investigation. Outline the issues as inquiries or concerns the association can take care of. Figure out whether the issue is vital, operational or strategic. Table or appoint the operational and strategic issues for the time being.

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Phase 2: Goals Source: Bryson and Alston (2005) Goal: "A long haul hierarchical target or heading of improvement. It states what the association needs to achieve or get to be throughout the following quite a while. Objectives give a premise to choices about the nature, degree, and relative needs of all undertakings and exercises. Everything the association does ought to help it move toward achievement of at least one objectives." Goal 1: Increase the quantity of customers served while keeping up high consumer loyalty.

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Phase 2: Strategy Source: Bryson and Alston (2005) Strategy: "The methods by which an association plans to achieve an objective or target. It outlines an example crosswise over arrangement, programs, activities, choices, and asset allotments." Strategy recognizing tips: Review each vital issue. By what method would you be able to enhance or address the issue? What are pragmatic choices? What real activities can be sought after to address the issue?

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Phase 2: Objectives Source: Bryson and Alston (2005) Objective: "A quantifiable focus on that must be met while in transit to accomplishing an objective." Objective Defining Tips: Each goal ought to have a perceptible estimation with a pattern and end target. Objective 1.1 Increase the quantity of customers accepting our advising administrations from the recorded normal of 120 every year (standard normal 2004 to 2008) to 150 every year (target normal from 2009 to 2014 amid 5 year arrange period). Objective 1.2 Maintain consumer loyalty in light of a 5 point Likert scale at 4.5 (standard normal 2004 to 2008) over the 5 year arrange period.

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Phase 3: Action Plans

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Phase 3: Budget Initially, your association might need to rundown spending contemplations as it were. The accompanying are venture spending classes for most allow applications: Personnel Fringe Benefits Equipment Supplies Construction Contractors Indirect Expenses

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Sustainability Plan

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Phase 3: Timeline Table Microsoft Excel Microsoft Project

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Phase 4: Implementation If you have representatives, their targets ought to straightforwardly mirror the

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