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Strategic Planning 101

PARTICIPANT’S WORKBOOK Facilitated by:

Pat Bjerrisgaard

February 14, 2013

Participant’s Workbook Strategic Planning 101

Feb. 2013

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RESOURCE Role of Board and Senior Employees (CEO & Sr. Management) in Strategic Thinking/Planning/Execution1

Task Description Board Role Management Role Strategic Thinking

Collecting, analyzing and discussing information about the external environment, current competition and business models for the future

• Bring outside perspective, accumulated wisdom

• Test consistency of management thinking

• Collaborate with management

• Initiate the process of strategic thinking

• Set the agenda – pose the questions and issues

• Actively participate with the board in discussion

Strategic Decision Making

Making the fundamental decisions about the business portfolio and business model

• Offer input for management’s decision making

• Provide ultimate review and approval on major decisions

• Make critical decisions • Develop proposals to

the board for critical directional decisions and major resource allocation

Strategic Planning

Translating the critical strategic decisions into a set of priorities, objectives and resource actions to execute the strategy

• Review core strategic plans presented by management

• Ensure understanding of the plan, its risks and consequences

• Approve plans as consistent with mission

• Develop operational plans

• Review plans to ensure consistency with mission and priorities

• Present plans to board for review

Strategic Execution

Undertaking actions consistent with the plan, including adjustments to account for external change and unintended outcomes

• Review progress and progress through key predetermined milestones

• Ensure resources & leadership in place

• Monitor execution • Make changes in

execution or plan depending on outcomes

1 Based on information from BoardSource – Building Better Boards: A Blueprint for Effective Governance (Jossey-‐ Bass 2005)


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LEARNING TOOL Environmental Scan -‐ Taking Stock

The Environmental Scan is an opportunity to take stock of where your organization is currently, in terms of its position within the broader environment within which you operate. What other organizations are doing similar work? What competitors or allies are on the horizon? What does this tell you?

Questions Sources of Information Context What aspects of our history are

important for our current planning? Are there any significant changes or events we should keep in mind? What recent progress have we made?

Current/past board members Other key stakeholders (e.g., previous/current clients; other community organizations; research; funders)

Our Brand What are we known for doing really well? What do we feel is our greatest impact in the community? Do we feel we have a “competitive advantage” in the field?

Client or other stakeholder feedback; program evaluations Board Members, staff, other volunteers

Competitors and Allies

What trends are emerging in our field? Are there new partners (or competitors) to consider?

Notes from latest conferences, experts or advocates in field, relevant publications Online research Key stakeholders

Economic Forces

What are the future plans of our current funders? Potential new funders? What affect will current economic trends have?

Personal contact with funders or annual reports/strategic plans available online Current reports, articles, journals

Political Forces

Do we anticipate changes in political leadership? What affect will potential changes have?

Current reports, articles, journals

Social Forces What affect will demographic trends have on our mission?

Census data; city/provincial planning offices

Technological Forces

Are there any innovations in IT that we need to keep in mind?

Current reports, articles, journals


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LEARNING TOOL Defining Success: Creating a Vision

The Vision will articulate “what success looks like”. The pursuit of this shared image of success will inspire and engage the board, staff, volunteers, members, donors, and partners to work together. Vision statements are lofty enough to inspire – and realistic enough to motivate action.

Societal (or External) Vision Organizational (or Internal) Vision

Guiding Question

How will the organization change the world – for the better?

What will the organization itself look like in 3-‐5 years?

Focus Constituencies or clients whose lives are to be impacted by the organization

The organization itself

Pre-‐work for Board and Staff Leadership

Describe how the world would be improved, changed, or different if our organization was successful in achieving its purpose? Frame your response in the following format: We envision a world where…

What are the most important services that we should continue to provide, change, or begin to offer in the next 3 yrs? What do we want to strive for in terms of:

-‐ Staff and/or volunteer engagement? -‐ Image in the community? -‐ Funding? -‐ Planning and evaluation? -‐ Other?

Examples All people in BC will have access to nutritious meals, regardless of ability to pay All communities mindfully engage passionate citizens

We will have doubled our staff We will have our own building We will be seen as the experts in people engagement practices We will achieve a diversified funding base to adequately support our programs


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ACTIVITY Triangle Worksheet

Vision:

Mission:

Measures:

1. 2. 3.

Your Direction

Your Platform

Your Destination

Objectives:

1. 2. 3.

Strategic Goals:

1. 2. 3.

Vantage Point

1183 Melville Street Vancouver, B.C. V6E 2X5 t 604 8759144 facebook.com/vantagepnt e [email protected] linkedin.com/company/vantagepnt www.thevantagepoint.ca @vantagepnt

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strategic planning workbook - patricia bjerrisgaard · page1!of!6! strategic#planning101#!!...

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