Transcript objective - Nonprofit Capacity Conference

Decision Making Tools for Strategic
Planning
• Clarify your strategic plan hierarchy of goals, objectives,
and strategies
• Integrate logic model thinking into your strategic plan
decision making
• Develop realistic strategic planning timelines and
milestones
2014 Nonprofit Capacity Conference
Margo Bailey, PhD
April 21, 2014
Questions to Ask When Developing a
Strategic Plan
What is the current situation?
What results do we want?
Do we know “what works”?
What methods will we use?
What actions will we take?
What progress are we making, and should we make
adjustments?
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Clarify your hierarchy of goals, objectives, and strategies
STRATEGIC PLAN HIERARCHY
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A Living Plan - Framework For
Implementation
Vision
Mission
Broad initiatives that enable a plan’s
mission and vision to be realized
Changes, outcomes, and impact a plan
is trying to achieve
Choices about how to best
accomplish objectives
Activities that will be done to
achieve your objectives
Reports on action step progress,
successes, and challenges
Goals
Evaluate
Re-Align
Strategic initiative
Objectives
Goal/Strategy
Strategies
Objective/Action
Actions
Activities
Progress Reports
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Integrate logic model thinking into your strategic plan decision making
LOGIC MODELS
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Helps Answer
Strategic Planning Questions
CONTEXT
INPUTS
OUTPUTS
Activities
Participation
OUTCOMES - IMPACT
Short-Term
Medium-Term
Long-Term
What results do we want?
What is
the
current
situation?
Do we know “what works?”
What methods will we use
What actions will we take?
What progress are we
making, and should
we make
adjustments?
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MISSION: Plan’s purpose
VISION: What will be different if the Plan’s goals and objectives
are achieved?
Strategic Goal; Change social
norms around tobacco use
Strategic Goal; Leverage HHS systems and
resources to create a society free of tobaccorelated disease and death
GOAL:
Broad initiatives that enable
the plan’s mission and vision to be realized
OBJECTIVE: change, outcome, impact
the plan is trying to achieve
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
STRATEGIES:
Set of related activities needed to fulfill
the objectives
PERFORMANCE MEASURES & TARGETS
PROGRESS REPORTS & PERFORMANCE MEASURES
Outcome
Indicator
Outcome
Indicator
Input
Indicator
Efficiency
Indicator
Milestone
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MISSION
VISION
Strategic Goal; Change social
norms around tobacco use
Strategic Goal; Leverage HHS systems and
resources to create a society free of tobaccorelated disease and death
GOAL
OBJECTIVE
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
STRATEGIES
PERFORMANCE MEASURES & TARGETS
Input
Indicator
Milestone
Output
Indicator
Efficiency
Indicator
Outcome
Indicator
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Focus on answering logic model questions, not developing a logic model
MISSION
What is the Plan’s
purpose?
Why does the Plan
exist?
INPUTS
ACTIVITIES
OUTPUTS
What investments
are available to
achieve the Plan’s
goals?
What works? What must
the contributors do well to
help change the conditions
the Plan is to address?
Who will
contribute?
Who must they engage in
the process?
What will be
developed or
delivered from the
Plan’s completed
activities and
strategies?
INTERMEDIATE OUTCOMES
VISION
Does your plan
need a vision
statement?
GOALS
What are the broad
initiatives to enable
the Plan’s mission to
be realized?
STRATEGIES
What are the set of related activities the
contributors will focus on to meet the Plan’s
objectives?
What benchmarks or data should be
reported to show the Plan is on track to meet
its goals?
What are the internal
END OUTCOMES
external barriers and
challenges?
What must be tracked and reported on at the
beginning and end of the Plan timeline to
show mission/vision achievement?
OUTCOME
MEASURES
“Progress against achieving
the intended result of a
program”
What changed conditions do the contributors
want to see to show they are achieving the
Plan’s goals?
INTERMEDIATE
MEASURES/ MILESTONES
“progress against achieving an
intermediate outcome that
contributes to an ultimate
outcome”
OBJECTIVES
OUTPUT
MEASURES
“describe the level of
product or activity that
will be provided over a
period of time”
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Develop realistic planning timelines
STRATEGIC PLANNING WORKFLOW
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Strategic Planning Process

affirming plan purpose, summarizing
accomplishments, reviewing existing
performance, and identifying
challenges, gaps, opportunities.
Prepare

Implement
Your
Plan
Prepare: includes pre-planning,
Engage: Clarifying roles and timelines,
manage expectations, identifying key
partners and stakeholders
Engage

Develop Plan: Setting goals,
objectives and strategies, identifying
risks, and completing consultations.
Develop

Implementation: Developing
implementation plans, reporting
progress, reviewing plan, and updating
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General Workflow – Nonprofit Strategic Planning
Pre-planning &
Initial Priority
Setting
Draft Plan
Development
Select
representatives to
Workgroup
Workgroup
recommends
vision
Select facilitation
approach
Planning retreat
to identify goals,
objectives,
strategies, risks
Complete and
assess pre-planning
activities
Workgroup
summarizes preplanning results;
identifies priorities
Consultation
Draft plan
presented to
Board, key
stakeholders
Comments
from review
incorporated
into draft as
appropriate
Partnership
assessment
Prepare revised
draft
Final Plan
Development &
Publication
Comments
incorporated
into plan as
appropriate
Workgroup
prepares draft
plan
Staff, board draft
implementation
plans
Review, address
risks
Workgroup
reviews and
revises plan
Alignment with
program and
budget
planning
Board approves
plan
Alignment to
program,
budget planning
Draft submitted
for review
Implementation
Prepare for
publication and
dissemination
Establish
milestones,
select
performance
measures
targets
Progress Reporting
Data collection
Review
successes,
challenges
Identify
solutions,
improvements
Adjust
implementation,
performance
expectations
Implementation
plans approved
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Pre-Planning & Initial Priority Setting
Strategic Planning Question: What is the current situation?
Pre-Planning & Initial
Priority Setting
Select representatives to
Workgroup
Select facilitation
approach
Complete and assess preplanning activities
Workgroup summarizes
pre-planning results,
identifies priorities
• How will you organize to complete the strategic planning
process and the strategic plan?
• Will there be board and staff representatives to a workgroup?
• At initial meeting, important to let representatives know
meeting schedule, deadlines, expectations,
responsibilities, deliverables
• Take time to build common understanding.
•
Who will facilitate the process?
•
Will it be helpful to have an consultant help with the
process?
•
What pre-planning activities will be conducted?
•
How will it be determined that more information is
needed?
•
What gaps, challenges, and opportunities have been
identified?
•
What are the best ways to present the summary?
•
Who will write the summary?
•
What is the strategic planning process timeframe?
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Draft Plan Development
Strategic Planning Questions: What results do we want?
Do we know “what works?” What methods will we use?
Draft Plan Development
Workgroup recommends
vision
•
•
•
•
Planning retreat to identify
goals, objectives, strategies,
risks
•
Partnership assessment
•
•
•
Alignment to program,
budget planning
Workgroup prepares draft
plan
To what extent does the Board want a Workgroup to make
recommendations about strategic direction?
Will our mission stay the same?
Seeking agreement on the OUTCOMES and objectives of activities,
not the activities themselves – e.g., what you want to change.
Will a planning retreat be useful approach for board discussion and
decision making?
What are the best ways to engage staff and other stakeholders to
provide specific input about their priorities and tasks?
How important are partnerships with other organizations for
achieving goals and objectives?
Clarify alignment of plan priorities to budget, program and funding
expectations?
How will the plan be written?
• Who will write the plan sections?
• Can divide up the responsibility of writing, but one editor
needs to put it in one voice at end
• Who will conduct the final edit?
• Who will review the draft plan?
• Allow ample time for reviews and revisions
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Consultation
Consultation
Draft plan presented to
Board, key stakeholders
Comments from review
incorporated into draft as
appropriate
Draft submitted for another
review
Prepare revised draft
• Do you need to consult with anyone?
• Key partners? Funders? Parishes?
• Should you engage them earlier in the plan
development?
• Do they need to see the entire plan or sections
of the plan?
• Do you have to give multiple opportunities for
comment?
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Final Plan Development &
Publication
Final Plan Development & Publication
Comments incorporated into plan as
appropriate
Workgroup reviews and revises plan
Board approves plan
• Sharing the plan
• Who will provide the final edits?
• Who should receive copies of the
plan?
• Who will take the lead to disseminate
the plan?
• How will you communicate the new
plan with stakeholders?
• Will you prepare a one-page summary
of the plan?
Prepare for publication and
dissemination
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Implementation
Strategic Planning Questions: What methods will we use?
What actions will we take?
Implementation
•
Implementation plan
• Clarifies the annual process for completing activities, and
setting expectations for outputs, outcomes and
commitments related to the strategic plan goals and
objectives
• Identifies challenges to achieving the strategic plan
• Is a living document to reflect change
• Can remain an internal document
• Decide if existing performance measures are aligned, be
revised, or develop new measures
•
Engagement
• How much time do you want to spend on the
implementation planning process? What are the best ways
to leverage existing meetings?
• Who will write the draft and final implementation plans?
• What leadership has to see the implementation plan?
• Will the Workgroup continue to be engaged?
Staff, board draft
implementation plans
Review, address risks
Establish milestones, select
performance measures,
targets
Implementation plans
approved
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Progress Reporting
Strategic Planning Question: What progress are we making?
Progress Reporting
•
Data collection
Review successes,
challenges
•
Identify solutions,
improvements
•
Adjust implementation,
performance expectations
Strategic Plan monitoring and reporting
• Clarify current data sources for reporting and reporting
frequency
• Determine how to gather and track data, and facilitate
reporting
• Develop reporting templates or consistent reporting
formats
• Schedule regular times to review the plan’s progress
• Can a dashboard make reporting easier?
Annual reporting of progress
• What are the best ways to share progress on the
strategic plan?
• Will a formal report be useful?
• How much time do you want to spend?
Use progress reporting information to make decisions
• Encourage sharing information about challenges,
barriers, and risks
• Acknowledge external factors and the changes you
can control
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