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| The Leadership Group |
| Update on: February 19th, 2004 By: TLGRP |
| -turn key organizational weaknesses into strengths -respond to key trends in the community -increase the effectiveness of current strategies Strategic planning assumes that current initiatives will continue as long as they are not considered weaknesses and that new initiatives are limited in number to allow time/energy for both new and current initiatives. Mission Review - The most important board policy, which answers the questions: -what difference does the organization make? -for whom? -what is unique about the way this organization does its' work? The mission does not address how the work is done (lists of services). A strong mission gives clear focus to the parameters of the work (can't be everything to everybody). An organization's mission should be reviewed at the beginning of every planning cycle. Vision - This is the organization's statement of when it can go out of business - what problem will be solved or ameliorated? Vision statements should feel close to impossible and address a compelling social need. Values - The values of an organization, as identified in board policies, identify ethical limits placed on the organization for the long term. They provide answers to the question of what should be always true about the way you do your work (or conversely, what should never be allowed to happen in your work). These policy statements in key areas set the commonly agreed to ethical and prudent behavior of the organization. Environmental Scan - a process used during strategic planning to gather more information from outside the organization about: -response to a revised mission -key trends/needs in the community -perceptions of current strengths and weaknesses Data from the environmental scan is used to determine priorities for new strategic initiatives and mission enhancement. This data collection can be done through literature research, individual/group interview, focus groups or surveys. SWOT Analysis - A brainstorming and/or assessment process done internally to identify strengths, weaknesses, opportunities and threats that impact on an organization's ability to achieve its mission. The environmental scan is the external check to add depth to the information, identify issues that may have been missed and assist with setting priorities within the SWOT results. Tactical Planning - Development of action steps to achieve strategic goals. This is usually done in detail for the first 12-18 months of a plan and revised annually. The action steps include measurable benchmarks of progress, assignment of responsibility and estimates of resource needs (funding, personnel, expertise). Staff prepare a tactical plan for each program/management goal. The Board prepares a tactical plan for governance goals. Setting A Strategic Agenda - After setting strategic direction for the organization for the next 3 years, the board adapts its regular meeting agenda to include monitoring of progress, continued trend analysis and committee tactical plan updates. The strategic plan should come alive in every board meeting and be at the center of board work (governance). Plan Roll-Out - After the strategic plan is approved by the board the tactical plans are implemented. The tactical plans are updated every 12 months and also inform the budget process. Interim changes in direction can be made if continued trend analysis indicates a new compelling priority. New strategic initiatives require the board to identify which of the former initiatives should be replaced or altered to make room/energy for new/additional initiatives. The third year of any planning cycle begins an entire new process starting with mission review. |