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Defining current and future state
Why is strategy important?
What are the components of strategy?
− Mission Statement
− Vision Statement
− Strategic Goals Initiatives
− Performance Management
Cross-Cutting Observations, Updates, and Useful Tips
Agenda
Objectives
Understand your organization’s current environment
Identifying where you want to be in the future and the gap that exists to get there
Identifying your mission and the vision that supports your future state
Taking ownership to your business process to define the initiatives that drive the transformation of the organization
Understand the stepping stones over the 3-5 years to actively meet your expectations
A disciplined strategic planning effort allows an organization to:
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How does current and future state fit into strategic planning
What business issues and barriers to change exist in the organization?
Which business initiatives will drive the most value in our organization?
How can we most effectively execute against goals and objectives?
What is the organization’s mission and vision and how well are we aligned to deliver the strategy?
How will we communicate the plan, monitor progress, and demonstrate results?
RecommendedStrategic PlanningApproach
5. Monitor and manage effectiveness
4. Implement business initiatives
3. Confirm and prioritize strategic initiatives
2. Define “future state” vision
1. Conduct “current state” assessment
Our approach helps clients link strategy development with day-to-day implementation activities to overcome organizational resistance and inertia
Current State
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Current
Can you describe the current state of your organization?
What is your organization’s structure?
Do you have dedicated facilities? Does it meet your needs?
How many staff do you have including full-time/part-time, coaches, volunteers, and administrative?
What programs do you offer?
How many participants in the programs?
Do you have a Board of Directors or other oversight group?
What is your budget?
What percentage is focused on staff?
Where do you get your funding?
What is your community footprint?
What is the awareness of your footprint?
What do they know?
How do you get the information to the community and participants?
Are you comfortable with your Mission statement?
Let’s take a look at current state questions:
Future State
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Future (In 5 Years...)
Can you describe the future expectations of your organization?
What would you like your organization’s structure to look like?
Do you want an upgrade or new dedicated facilities?
How many staff do you want to have including fulltime/part-time, coaches, volunteers, and administrative?
Do you want to sustain programs you have and/or build on new programs?
How many participants do you want in the programs?
Do you want to increase the number and types of programs?
Do you want to build on or establish a Board of Directors or other oversight group?
What is your budget?
What breakdown in budget between programs and staff do you need to meet your expectations?
What additional funds/ sponsors/ advocates do you need?
What is your community footprint?
What do you need to do to increase awareness of your footprint?
What are your expectations with increased awareness?
Let’s take a look at future state questions:
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Clear understanding of the future state is critical
What you thought you needed
What your staff heardHow the BOD
understood the requestWhat the community
heard How the volunteers
understood the need
What you really wanted
How it was supportedWhat the stakeholders
envisionedWhat the fundraising
team focused onHow the strategy was
documented
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Components of strategy: Mission Statement
Strategic Goal 1
Mission
Initiative 1 Initiative 2 Initiative 3
Strategic Goal 2
Vision
Initiative 1 Initiative 2 Initiative 3
Performance
Management
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Mission StatementSeveral characteristics to consider when drafting a mission statement
Characteristics of a Mission StatementCharacteristics Description
Conveys Overall
Purpose
Explanatory: Describes fundamental reason for which the Organization existsComprehensive: States the services the Organization provides the community it serves
Clear Statement
Understandable: Comprised of clear, concise statementsMemorable: Is easily remembered and noteworthy
Long-Term
Lasting: Includes statements that will be valid years after they are developedEnduring: Conveys core values and philosophy of the Organization
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What does your organization’s mission say about you?
Clear Statement
Covers Overall Purpose
Long-Term
“The Coca-Cola Company exists to benefit
and refresh everyone it touches.”
“To deliver measurable value to our clients through a global network of diverse professionals who bring unmatched
depth & breadth of expertise"
Deloitte
USOC
“To support U.S. Olympic and Paralympic athletes in achieving sustained competitive
excellence and preserve the Olympic ideals, and thereby inspire all Americans.”
Coca-Cola
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Components of strategy: Vision Statement
Strategic Goal 1
Mission
Initiative 1 Initiative 2 Initiative 3
Strategic Goal 2
Vision
Initiative 1 Initiative 2 Initiative 3
Performance
Management
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Vision StatementSeveral characteristics to consider when drafting a vision statement
Characteristics of a Vision StatementCharacteristics Description
Comprehensive
Overarching: Concise statement that encompasses all Organization activities (1-2 sentences)Informative: Captures Organization's desired spirit Representational: Gives a better understanding of how an individual purpose can be realized in the group
Stimulating
Challenging: Compels the Organization to stretch to goals beyond what is comfortableForward Thinking: Describes a meaningful and preferred future state
MotivationalInspirational: Challenges and encourages employees Attainable: Perceived as something the Organization can achieve
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What does your organization’s vision say about you?
StimulatingComprehensive Motivating
“To become the world's leading Consumer
Company for automotive products and services”
“Our professionals should do more than delivering value to clients. They should
excel in all aspects of the business, in all regions of the world”
Deloitte
“To Enable Paralympic Athletes to Achieve Sporting Excellence and Inspire and Excite
the World”
International Paralympics Committee
Ford Motor Company
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Components of strategy: Strategic Goals
Strategic Goal 1
Mission
Initiative 1 Initiative 2 Initiative 3
Strategic Goal 2
Vision
Initiative 1 Initiative 2 Initiative 3
Performance
Management
Understanding the strategic goals
Focus on the long-term objectives of your organization over 3-5 years (tied closely to the future state discussion earlier)
Focus on the following areas at a minimum:− People/Staffing− Process and Procedures− Programs− Budget− Technology/Facilities
Goals are strategic and normally don’t change – doesn’t mean they can’t if the environment changes
Goals drive the business planning decisions of the organization
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Components of strategy: Business Planning
Strategic Goal 1
Mission
Initiative 1 Initiative 2 Initiative 3
Strategic Goal 2
Vision
Initiative 1 Initiative 2 Initiative 3
Performance
Management
Tactical business planning
Initiatives are specific measureable steps that you implement over your period of performance to achieve your future state
− Develop a business plan that defines the specific initiatives that you need to accomplish the first year
− Yearly initiatives need to define the actions that need to be successfully implemented to continue the process into year two
Example – An increase in program support by year 5 requires the development of an impact plan in year one, negotiating more facilities and identifying potential participants in year two, identifying and hiring staff in year three, etc.)
Initiatives enhance the previous year initiatives
With the initiatives in place you now have the information to provide effective performance management
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After developing the current and future state, you understand the gaps that need to be addressed
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Components of strategy: Performance Management
Strategic Goal 1
Mission
Initiative 1 Initiative 2 Initiative 3
Strategic Goal 2
Vision
Initiative 1 Initiative 2 Initiative 3
Performance
Management
Effective performance management
Measures and metrics should be associated with the initiatives
Metrics should provide insight into the progress of the specific initiative as well as providing success of the overall goal
To be successful, the metrics should be consistent with SMART− Specific− Measurable− Attainable− Realistic− Timely
SMART approach helps you in defining the content and expectations of your initiatives
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Cross-cutting observations
Clear definition of a future state (what do you want to be when you grow up)
Development of a clear strategy with initiatives focused on a future state
Definition, development and implementation of an effective board of Directors
Clear and effective marketing approach
Better use of social networks (internet, blogs, twitter, etc.)
Sustained commitment to community while developing new programs for the future
Effective fundraising approaches
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Observations of challenges collected through workshops with PSC
Challenges faced by all types of organizations
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Cross-cutting themes
Need to add staff or develop internal
competencies to meet future state
Lack of or inconsistent understanding of overall strategy
Lack of or inconsistent communication to
internal and external stakeholders
Lack of clear fundraising strategy
Lack of or inconsistent branding of organization
An absent or inactive Board of Directors
Lack of independence from local Government
regulation
Inability to say no to programs that may not be a strategic priority
Updating your strategic plan
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A variety of signals can indicate that it is time for you to update or change your strategic plan
Update or change your strategic plan when you notice changes in:Funding environment: Are you seeing major shifts in the type and level of support to your organization?
Policy changes: Have new policies created challenges or opportunities for your organization?
Competitive environment: Have new competitors or collaborators entered the space you operate in?
Organizational leadership: Do you have a new executive director or Board leadership?
Useful tips
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Extensive strategic planning experience yields the following insights for implementation:
Use your strategic plan as a decision tool: Ensure your tactical and organizational decisions align with your strategic goals
Stay flexible in your approach: Maintain a balance between consistent focus and adapting to changing circumstances
Constantly communicate your strategy: Ensure that your stakeholders are acutely aware of your strategy
Identify and empower change champions: Identify those people that will drive the process forward
Presenter Contact Information
Chuck [email protected]
Johan Van Der [email protected]
Abbi [email protected]
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