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Page 1 of 6
Strategic Planning 101
PARTICIPANT’S WORKBOOK Facilitated by:
Pat Bjerrisgaard
February 14, 2013
Participant’s Workbook Strategic Planning 101
Feb. 2013
Page 2 of 6
RESOURCE Role of Board and Senior Employees (CEO & Sr. Management) in Strategic Thinking/Planning/Execution1
Task Description Board Role Management Role Strategic Thinking
Collecting, analyzing and discussing information about the external environment, current competition and business models for the future
• Bring outside perspective, accumulated wisdom
• Test consistency of management thinking
• Collaborate with management
• Initiate the process of strategic thinking
• Set the agenda – pose the questions and issues
• Actively participate with the board in discussion
Strategic Decision Making
Making the fundamental decisions about the business portfolio and business model
• Offer input for management’s decision making
• Provide ultimate review and approval on major decisions
• Make critical decisions • Develop proposals to
the board for critical directional decisions and major resource allocation
Strategic Planning
Translating the critical strategic decisions into a set of priorities, objectives and resource actions to execute the strategy
• Review core strategic plans presented by management
• Ensure understanding of the plan, its risks and consequences
• Approve plans as consistent with mission
• Develop operational plans
• Review plans to ensure consistency with mission and priorities
• Present plans to board for review
Strategic Execution
Undertaking actions consistent with the plan, including adjustments to account for external change and unintended outcomes
• Review progress and progress through key predetermined milestones
• Ensure resources & leadership in place
• Monitor execution • Make changes in
execution or plan depending on outcomes
1 Based on information from BoardSource – Building Better Boards: A Blueprint for Effective Governance (Jossey-‐ Bass 2005)
Participant’s Workbook Strategic Planning 101
Feb. 2013
Page 3 of 6
LEARNING TOOL Environmental Scan -‐ Taking Stock
The Environmental Scan is an opportunity to take stock of where your organization is currently, in terms of its position within the broader environment within which you operate. What other organizations are doing similar work? What competitors or allies are on the horizon? What does this tell you?
Questions Sources of Information Context What aspects of our history are
important for our current planning? Are there any significant changes or events we should keep in mind? What recent progress have we made?
Current/past board members Other key stakeholders (e.g., previous/current clients; other community organizations; research; funders)
Our Brand What are we known for doing really well? What do we feel is our greatest impact in the community? Do we feel we have a “competitive advantage” in the field?
Client or other stakeholder feedback; program evaluations Board Members, staff, other volunteers
Competitors and Allies
What trends are emerging in our field? Are there new partners (or competitors) to consider?
Notes from latest conferences, experts or advocates in field, relevant publications Online research Key stakeholders
Economic Forces
What are the future plans of our current funders? Potential new funders? What affect will current economic trends have?
Personal contact with funders or annual reports/strategic plans available online Current reports, articles, journals
Political Forces
Do we anticipate changes in political leadership? What affect will potential changes have?
Current reports, articles, journals
Social Forces What affect will demographic trends have on our mission?
Census data; city/provincial planning offices
Technological Forces
Are there any innovations in IT that we need to keep in mind?
Current reports, articles, journals
Participant’s Workbook Strategic Planning 101
Feb. 2013
Page 4 of 6
LEARNING TOOL Defining Success: Creating a Vision
The Vision will articulate “what success looks like”. The pursuit of this shared image of success will inspire and engage the board, staff, volunteers, members, donors, and partners to work together. Vision statements are lofty enough to inspire – and realistic enough to motivate action.
Societal (or External) Vision Organizational (or Internal) Vision
Guiding Question
How will the organization change the world – for the better?
What will the organization itself look like in 3-‐5 years?
Focus Constituencies or clients whose lives are to be impacted by the organization
The organization itself
Pre-‐work for Board and Staff Leadership
Describe how the world would be improved, changed, or different if our organization was successful in achieving its purpose? Frame your response in the following format: We envision a world where…
What are the most important services that we should continue to provide, change, or begin to offer in the next 3 yrs? What do we want to strive for in terms of:
-‐ Staff and/or volunteer engagement? -‐ Image in the community? -‐ Funding? -‐ Planning and evaluation? -‐ Other?
Examples All people in BC will have access to nutritious meals, regardless of ability to pay All communities mindfully engage passionate citizens
We will have doubled our staff We will have our own building We will be seen as the experts in people engagement practices We will achieve a diversified funding base to adequately support our programs
Participant’s Workbook Strategic Planning 101
Feb. 2013
Page 5 of 6
ACTIVITY Triangle Worksheet
Vision:
Mission:
Measures:
1. 2. 3.
Your Direction
Your Platform
Your Destination
Objectives:
1. 2. 3.
Strategic Goals:
1. 2. 3.
Vantage Point
1183 Melville Street Vancouver, B.C. V6E 2X5 t 604 8759144 facebook.com/vantagepnt e [email protected] linkedin.com/company/vantagepnt www.thevantagepoint.ca @vantagepnt
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