Transcript Seeds for Change Consulting, llc May 2012 Breakfast STRATEGIC PLANNING DO IT BETTER!

Seeds for Change Consulting, llc
May 2012 Breakfast
STRATEGIC PLANNING
DO IT BETTER!
DEFINITION
 a written planning tool that provides guidance in
fulfilling a mission with maximum efficiency and
impact.
 determines where an organization is going over the
next year or more, how it's going to get there and
how it'll know if it got there or not.
 It is not: an annual operating plan, a business plan
or a case statement.
WIKIPEDIA
"What do we do?"
"For whom do we do it?"
"How do we excel?"
KINDS OF PLANS
 GOALS BASED: the most common. Mission
derived, mission focused and mission driven. Goals,
strategies for achieving goals, outlines of who will do
what by when, and evaluation measures to
determine achievement/success.
 ISSUES BASED: examination of issues facing the
organization, strategies for addressing those issues
and action plans.
 ORGANIC: hybrid to meet specific needs and/or
objectives.
HOW MANY YEARS DO YOU INCLUDE?
 We recommend three time frames.
1.
A complete strategic plan of 3 years,
combined with
2. an operating plan of 12 months, and
3. a vision document of long term
(5-7 years) goals and dreams.
WHEN DO YOU RE-DO IT?
 This is one of the most important myth busters:
 To be the most effective, a strategic plan should
NEVER expire.
 The plan should be evaluated annually, and adjusted
to acknowledge



(1) current realities,
(2) successes and challenges, and
(3) re-set for the next three years, including a new/revised 12
month operating plan.
BUT….
1. Our strategic planning
 Make an annual review a
process takes forever. I
would rather rake
leaves all day.
2. We don’t ever get
beyond mission and
vision.
3. No one takes the time
to really evaluate
anything. We just
update the timelines.
part of your culture and
it shouldn’t take more
than a few hours.
 Set ground rules for what
is “up” for discussion.
Stick to that.
 Start with the successes.
People will see the
positives and want to
engage. PS…
Every challenge is an
opportunity!
DON’T LET FOLKS GET DOWN BY
A LACK OF GOAL ACHIEVEMENT.
OPENLY DISCUSS HOW THINGS
COULD BE DIFFERENT. BUILD
THOSE INTO THE NEXT
VERSIONS OF THE DOCUMENT.
AGENCY EXAMPLE
GOAL: TO MEET OR EXCEED BUDGET
GOAL FOR FUNDRAISING
2009 GOAL
$350K
2010 GOAL
$320K
2011 GOAL
$340K
2012 GOAL
$320K
AGENCY EXAMPLE
GOAL: TO MEET OR EXCEED BUDGET
GOAL FOR FUNDRAISING
2009 ACTUAL $119K
2010 ACTUAL
$186K
2011 ACTUAL $255K
2012 PROJECTED $280K
AGENCY EXAMPLE
GOAL: TO MEET OR EXCEED BUDGET GOAL
FOR FUNDRAISING
2009 GOAL
$350K
ACTUAL $119K
2010 GOAL
$320K
ACTUAL
2011 GOAL
$340K
ACTUAL $255K
2012 GOAL
$320K
PROJECTED $280K
$186K
 SPECIFIC
SMARTER  MEASURABLE
 ATTAINABLE
Making goals
that are
SMARTER.
 RELEVANT
 TIMELY
 EVALUATE
 REEVALUATE
Specific
GOAL IS CLEAR.
TYPICALLY ANSWERS THE 5 W’S
WHAT
WHY
WHO
WHERE
WHICH
Measurable
CONCRETE CRITERIA FOR
MEASURING PROGRESS
HOW MUCH?
HOW MANY?
HOW WILL I KNOW WHEN IT IS
ACCOMPLISHED?
I WOULD ADD: WHAT IS THE
BASELINE???
Attainable
GOALS NEED TO BE IMPORTANT
ENOUGH TO BE MEASURED BUT
NOT SUCH A STRETCH THAT
THEY AREN’T POSSIBLE.
HOW?
(HOW CAN IT BE
ACCOMPLISHED?)
Relevant
MAKE IT WORTH MEASURING.
DOES THIS SEEM
WORTHWHILE?
IS IT MISSION DRIVEN?
IS THIS THE RIGHT TIME?
DOES THIS MATCH OUR NEEDS?
Time-bound
GIVE YOUR GOAL SOME
REALISTIC PARAMETERS.
HOW LONG WILL IT TAKE?
WHEN?
Evaluate and Re-evaluate
CREATE AN OPEN DIALOGUE AND
HONEST SPACE FOR CRITICAL
DISCUSSION ABOUT GOALS, SUCCESSES,
CHALLENGES AND PROGRESS. NEED TO
UNDERSTAND WHAT IS WORKING, WHAT
ISN’T, AND WHAT INTERNAL AND
EXTERNAL CIRCUMSTANCES ARE
INFLUENCING IT.
AGENCY EXAMPLE
STRENGTHEN FINANCIAL STABILITY
INCREASE IN $1,000+ INDIVIDUAL AND
CORPORATE DONATIONS
FY10 FY10
FY11 FY11
FY12
GOALACT
GOALACT
GOAL
458
404
496 480
535