STRATEGIC PLANNINGSTRATEGIC PLANNING

STRATEGIC PLANNINGSTRATEGIC PLANNING

DEFINITIONSDEFINITIONS(1)(1)

PLANNING PROCESSPLANNING PROCESS(2)(2)

STRATEGICSTRATEGIC

sstrategic planningtrategic planning::

PLANNING PROCESSPLANNING PROCESS (2)(2)

NORMATIVE to DESCRIPTIVENORMATIVE to DESCRIPTIVE SUBJECTIVE to OBJECTIVESUBJECTIVE to OBJECTIVE

WHY? to HOW? (who? , where?, what?, WHY? to HOW? (who? , where?, what?, when?)when?)

LONG-TERM VISION to IMMEDIATE LONG-TERM VISION to IMMEDIATE ACTIONACTION

Basic VALUES to small STEPSBasic VALUES to small STEPS

strategic planningstrategic planningdefinitionsdefinitions

PLANNING PROCESSPLANNING PROCESS

EXISTENCEEXISTENCE(3)(3)

DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT

Strategic planningStrategic planningdefinitionsdefinitions

planning processplanning process

EXISTENCEEXISTENCE

VVALUESALUES(4)(4)

VVISIONISION

MMISSIONISSION

strategic planning: definitionsstrategic planning: definitionsplanning process: existenceplanning process: existence

VVALUESALUES

Questions: Who are we? What do you believe? Questions: Who are we? What do you believe? Why?Why?

BELIEFS held by a high percentage of the BELIEFS held by a high percentage of the community’s members and stakeholders.community’s members and stakeholders.

CULTURAL NORMS that both encourage certain CULTURAL NORMS that both encourage certain behavior but put limits on peoples’ behavior.behavior but put limits on peoples’ behavior.

strategic planning: definitionsstrategic planning: definitionsplanning processplanning process

EXISTENCE EXISTENCE

VVALUESALUES

VVISIONISION(4)(4)

MMISSIONISSION

strategic planning: definitionsstrategic planning: definitionsplanning process: existence planning process: existence

VVISIONISION Questions: What do we want our world to Questions: What do we want our world to

look like in the future? look like in the future? What are our aspirations for our community, What are our aspirations for our community,

or organization?or organization?

At this stage, go beyond what seems At this stage, go beyond what seems possible. Focus on what seems ideal.possible. Focus on what seems ideal.

Forget the petty differences.Forget the petty differences.

strategic planning: definitionsstrategic planning: definitions planning process planning process

EXISTENCEEXISTENCE

VVALUESALUES

VVISIONISION

MMISSIONISSION (4)(4)

MMISSIONISSION(4)(4)

Questions: Why does oQuestions: Why does ouur organization exist?r organization exist? What are our strengths, capabilities?What are our strengths, capabilities? How do we (can we) promote our How do we (can we) promote our visionvision of the of the

future?future? (in gereral terms) (in gereral terms) What do we do?What do we do? How do we do it?How do we do it? For whom do we do it?For whom do we do it? How do we excel?How do we excel?

strategic planning: definitionsstrategic planning: definitions

PLANNING PROCESSPLANNING PROCESS(2)(2)

EXISTENCEEXISTENCE

DIRECTIONDIRECTION(3)(3)

KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT

strategic planning: definitionsstrategic planning: definitions planning process planning process

DIRECTIONDIRECTION

GGOALSOALS

OOBJECTIVESBJECTIVES

TTARGETSARGETS

strategic planning: definitionsstrategic planning: definitions planning process planning process

DIRECTIONDIRECTION

GGOALSOALS (4)(4)

OOBJECTIVESBJECTIVES

TTARGETSARGETS

strategic planning: definitions: planning processstrategic planning: definitions: planning process: direction: direction

GGOALSOALS

Question: What should we Question: What should we try to achieve?try to achieve?

strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction

Goals Goals (continued)(continued)

State a small State a small numbernumber of generalized of generalized goals to be achieved in a defined, goals to be achieved in a defined, but relatively long period of time. but relatively long period of time.

Emphasis at this stage is not on Emphasis at this stage is not on realism or measurability but on realism or measurability but on directiondirection..

strategic planning: definitions: planning process:strategic planning: definitions: planning process:

DIRECTIONDIRECTION

GOALSGOALS

OOBJECTIVESBJECTIVES (4)(4)

TARGETSTARGETS

strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction

MEASURABLE OBJECTIVESMEASURABLE OBJECTIVES (4)(4)

Question: How do we Question: How do we restate our goals so restate our goals so they are realistic, they are realistic, achievable and achievable and measurable? measurable?

strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction

MEASURABLE OBJECTIVES MEASURABLE OBJECTIVES (Continued)(Continued)(4)(4)

State from one to State from one to threethree objectives for each goal. objectives for each goal. Objectives should be stated in a way that Objectives should be stated in a way that

achievement is achievement is measurablemeasurable. . Measurable means (1) that achievement can be Measurable means (1) that achievement can be

judged, and (2) that degree of judged, and (2) that degree of partial partial achievement achievement can be determined.can be determined.

strategic planning: definitions: planning process: directionstrategic planning: definitions: planning process: direction

MEASURABLE OBJECTIVES MEASURABLE OBJECTIVES (Continued, p.3)(Continued, p.3)(4)(4)

It is possible that progress toward one objective It is possible that progress toward one objective can contribute to more than one goal.can contribute to more than one goal.

Establishment of measurable objectives requires Establishment of measurable objectives requires some knowledge about the situation, &some knowledge about the situation, &

The information required to measure progress The information required to measure progress informs the need to collect certain datainforms the need to collect certain data..

Thus, some ‘knowledge’ comes before ‘objective’ Thus, some ‘knowledge’ comes before ‘objective’ in the chart.in the chart.

strategic planning: definitions: planning process:strategic planning: definitions: planning process:

DIRECTIONDIRECTION

GOALSGOALS

OBJECTIVESOBJECTIVES

TTARGETSARGETS(4)(4)

TTARGETSARGETS (4)(4)

Question: What is Question: What is success in the short success in the short term?term?

How do we know if we How do we know if we are on track? are on track?

TTARGETS ARGETS (continued)(continued)

State short-term (one year) State short-term (one year) measurable objectives that measurable objectives that promote the achievement of promote the achievement of longer-term objectives.longer-term objectives.

Metrics used to quantify targets.Metrics used to quantify targets. Targets used to select metricsTargets used to select metrics

PLANNING PROCESSPLANNING PROCESS

EXISTENCEEXISTENCE DIRECTIONDIRECTION

KNOWLEDGEKNOWLEDGE (3)(3)

ACTIONACTION ASSESSMENTASSESSMENT

strategic planning: definitions: planning process strategic planning: definitions: planning process

KNOWLEDGEKNOWLEDGE

TTHEORYHEORY

IINFORMATIONNFORMATION

MMETRICSETRICS

KNOWLEDGEKNOWLEDGE

Ignore this one. Ignore this one.

strategic planning: definitions: planning process strategic planning: definitions: planning process

KNOWLEDGEKNOWLEDGE

Environmental Scanning MethodologiesEnvironmental Scanning Methodologies SWOTSWOT (Strengths, Weaknesses, Opportunitites, (Strengths, Weaknesses, Opportunitites,

Threats)Threats) PEST analysis (Political, Economic, Social, and

Technological) STEER analysis (Socio-cultural, Technological,

Economic, Ecological, and Regulatory factors) EPISTEL (Environment, Political, Informatic, Social,

Technological, Economic and Legal)

strategic planning: definitions: planning process strategic planning: definitions: planning process

KNOWLEDGEKNOWLEDGE

TheoryTheory (4)(4)

InformationInformation MetricsMetrics

Theory Theory (4)(4)

Questions, How do Questions, How do things work? things work?

Systems Analysis: Systems Analysis: How do different How do different parameters parameters interrelate?*interrelate?*

Educated Guesses.Educated Guesses.

..

Systems AnalysisSystems Analysis(5)(5)

Unexpected feedbackUnexpected feedback Why common sense doesn’t work.Why common sense doesn’t work. Why attacking problems never solves Why attacking problems never solves

problems.problems. Science v. Expert System (Educated Science v. Expert System (Educated

Intuition)Intuition) ModelingModeling Critical pathCritical path

strategic planning: definitions: planning process strategic planning: definitions: planning process

KNOWLEDGEKNOWLEDGE

THEORYTHEORY

IINFORMATION NFORMATION METRICSMETRICS

Information Information (4)(4)

QUESTIONSQUESTIONS: What do we know about the : What do we know about the past and the present?past and the present?

Do these provide hints about the future?Do these provide hints about the future? Straight-line trends.Straight-line trends. Exponential trendsExponential trends Tipping points*Tipping points*

TIPPING POINT TIPPING POINT (5)(5)

*Epidemiology*Epidemiology

*System feedback*System feedback

and reinforcementand reinforcement

* Positive synergy.* Positive synergy.

InformationInformation

Quantitative and Non-quantitative DataQuantitative and Non-quantitative Data

KNOWLEDGEKNOWLEDGE

TheoryTheory InformationInformation

MMetricsetrics

METRICS p.1METRICS p.1

DefinitionDefinition

Standards of measurement by which Standards of measurement by which efficiency, performance, progress, or quality of efficiency, performance, progress, or quality of a plan, process, or product can be assessed.a plan, process, or product can be assessed.

METRICS p.2METRICS p.2

ISSUESISSUESData AvailabilityData Availability

ExpenseExpense PrivacePrivace ConsistencyConsistency

Selection: Parsamonious Data Selection: Parsamonious Data CollectionCollection

METRICS p.3 METRICS p.3

Look to Look to Measurable Objectives Measurable Objectives & & Targets.Targets.

Data Elements to Scan for ThreatsData Elements to Scan for Threats Consistency of Both Data Element & Consistency of Both Data Element &

Methodology.Methodology. Data Element Dictionary.Data Element Dictionary. Community Indicators.Community Indicators.

METRICS p. 4METRICS p. 4

MANAGEMENT INFO SYSTEM (MIS)MANAGEMENT INFO SYSTEM (MIS) Interrelate data elementsInterrelate data elements

Balanced ScorecardBalanced Scorecard DashboardDashboard Share Metrics as Quickly as Possible with Share Metrics as Quickly as Possible with

all Stakeholdersall Stakeholders

PLANNING PROCESSPLANNING PROCESS

EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE

ACTIONACTION ASSESSMENTASSESSMENT

ACTIONSACTIONS

Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary Secondary

ConsequescesConsequesces

ACTIONACTION

Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces

DescriptionDescription

Brief.Brief. Understandable to All Involved.Understandable to All Involved.

ACTIONACTION

Description*Description*

Location*Location* Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces

LocationLocation

Where?Where? Centralized or Decentralized?Centralized or Decentralized? Accessible?Accessible?

ACTIONACTION

Description*Description* Location*Location*

Process / TasksProcess / Tasks Actors*Actors* ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces

ActorsActors

Actors You ControlActors You Control Actors You Influence: How?Actors You Influence: How? Other Stakeholders Who Many Be Self Other Stakeholders Who Many Be Self

MotivatedMotivated Self-ActualizationSelf-Actualization

ACTIONACTION

Description*Description* Location*Location* Process / TasksProcess / Tasks Actors*Actors*

ResourcesResources ResultsResults Secondary ConsequescesSecondary Consequesces

PLANNING PROCESSPLANNING PROCESS

EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION

ASSESSMENTASSESSMENT

PLANNING PROCESSPLANNING PROCESS

EXISTENCEEXISTENCE DIRECTIONDIRECTION KNOWLEDGEKNOWLEDGE ACTIONACTION ASSESSMENTASSESSMENT

PLANNING PROCESSPLANNING PROCESS

NORMATIVE TO DESCRIPTIVENORMATIVE TO DESCRIPTIVE SUBJECTIVE TO OBJECTIVESUBJECTIVE TO OBJECTIVE WHY to HOW (who, what, where, when)WHY to HOW (who, what, where, when) Long-term VISION to immediate ACTIONLong-term VISION to immediate ACTION basic human VALUES to baby STEPSbasic human VALUES to baby STEPS