Transcript Click to add title - Science Education Council of Ohio

Strategic Planning
April, 2010
Table of Contents
1. Challenge
Agenda
2. What is strategic planning?
3. Definition of strategic planning?
4. Finding the Fit
5. Steps in developing a plan
Challenge
SECO –
• With today’s current atmosphere, our financial situation looks
very tight this year and the future is unsure.
• The rules seem to be changing. School climates have
changed, and despite the best efforts of our organization and
many others, things are not improving.
• We are constantly contacted with professional opportunities,
but we have no quick distribution system.
• We are being criticized for losing our focus and not being
responsive to our membership.
What is Strategic Planning?
Strategic Planning is the process of determining:


What SECO intends to accomplish, and
How SECO will direct its resources toward
accomplishing these goals over the coming months and
year:
1. Mission, goals, or vision;
2. Whom we serve;
3. Kinds of programming, services, or products offered;
4. Resources needed to succeed; and,
5. How to best combine these resources, programming,
and relationships to accomplish SECO’s goals.
Strategic vs. Operational
Strategic Planning is often distinguished from another kind
of planning – operational or short-range planning.
Policies of Operation are usually more narrow in scope than
strategic plans and focus on a shorter period.
Strategic Planning is developing a shared vision of the
future, then determining the best way to make this vision
occur.
Finding the Fit
Three forces key to determine the best course for the
future:
• The mission -- What does SECO intend to accomplish; our overall
goal, the reason SECO exists.
• Opportunities or threats SECO faces – related to the resources and
needs of our membership and science education in Ohio.
• SECO’s capabilities – the resources or competence that SECO has
or could develop.
Finding the Fit
What do we
want to
accomplish?
• Capabilities
• Resources
Strengths and
Weaknesses
Mission
What is SECO
capable of
doing?
THE
FIT
Opportunities and
Threats
• Needs of membership
• Social, economic, and
technological forces
What is
needed and
feasible?
Strategic Planning?
Strategic Planning is the process of developing
a shared vision of the organization’s future, and
the major steps needed to move the
organization in that direction. Such planning
will help SECO find the best fit between its
mission, its capabilities, and its opportunities.
Steps in Developing a Plan
1. Get organized
2. Take stock (Situation Analysis)
Agenda
3. Set direction
4. Refine and adopt the plan
5. Implement the plan
Get Organized
• Note why SECO needs to plan and any concerns.
• Select a steering committee and assign board-ofdirector members to function.
• Outline the planning process that fits SECO.
• Worksheet 1: BENEFITS AND CONCERNS
Situation Analysis
• Pull together necessary background
information.
• Review SECO’s present and future situation.
• Identify key issues or choices.
• Worksheet: ORGANIZE THE PLANNING EFFORT
Set Direction
• Develop a mission for SECO’s future
• Critical issues
• Organizational functions
• Determine how to move SECO toward it future.
• Develop a first draft of the plan.
• Worksheets: QUESTIONS ABOUT MISSION
STRENGTHS AND WEAKNESSES
OPPORTUNITIES AND THREATS
MEMBERSHIP NEEDS
CRITICAL ISSUES FOR THE FUTURE
Organizational Functions
• Marketing
• Membership Data Management
• Communications
• Services Delivery
• Reporting
• Day-to-day Operations
• Training and Education
Refine and Adopt the Plan
• Review and Define the Plan
• Adopt the Plan
Implement the Plan
• Monitor progress
• Make adjustment
• Adopt the plan
• Periodically update the plan
Five Steps
SECO Strategic Planning
Get
Organized
Take
Stock
Set
Direction
Refine and
Adopt
Plan
Kay Wagner
Executive Director
[email protected]
Implement and
Monitor
SECO‘s
Strategic
www.secoonline.org
Plan