Strategic Planning for Leaders

1. Strategic Planning for Leaders American College Health Association 2009 Annual Meeting San Francisco, California Leadership Day - May 26, 2009 Alice Cahill MSN, MPH, MS, MA(Ed) Organizational Consultant amc2120@columbia.edu Alice Cahill June 2009

2. Critical Steps in Strategic Planning for Leaders Planning to Plan • Articulating Mission, Vision, Values • Taking Stock • Assessing the Environment • Synthesizing to Identify Key Issues • Crafting Strategic Goals & Objectives • Implementing the Plan and Follow-up Alice Cahill June 2009

3. Critical Steps in Strategic Planning for Leaders Planning to Plan Alice Cahill June 2009

4. Planning to Plan • Assess readiness • Select the planning team • Outline the planning process • Ensure commitment to follow through • Enlist the necessary assistance Alice Cahill June 2009

5. Mandates Internal Environment Analysis Strategic Issues SWOT • Goals • Objectives External Environment Analysis Resources Measure/Evaluate Strategic Planning Elements – Bryson Model Annual Plan Customer- Stakeholder Analysis Data analysis & Information Mission Vision Values

6. Critical Steps in Strategic Planning for Leaders Planning to Plan Articulating Mission, Vision, Values Taking Stock Alice Cahill June 2009

7. Mandates Strategic Planning Elements - Bryson Customer- Stakeholder Analysis Data analysis & Information Mission Vision Values

8. Articulating Mission, Vision, Values and Taking Stock Mission •Clarifies organization’s purpose • Describes Who you are, What you do and Who you do it for Vision •Image of a desired future •Describes where you want to be Alice Cahill June 2009

9. A Powerful Vision Statement • Presents where we want to go • Easy to read and understand • Describes a preferred and meaningful future state • Captures the desired spirit of the organization • Gets people's attention • Can be felt/experienced/gives people goose bumps when they hear it • Provides a motivating force, even in hard times • Is perceived as achievable • Is challenging and compelling, stretching beyond the status quo

10. Articulating Mission, Vision, Values and Taking Stock Values •Shared beliefs •Guidelines for day to day behaviors Mandates •Requirements – formal or informal •Regulations imposed from external source Alice Cahill June 2009

11. Articulating Mission, Vision, Values and Taking Stock Customer – Stakeholder Analysis •Focus groups, interviews, questionnaires •Organizational assessments • Internal & External stakeholder input Data Analysis & Information •Review of organization’s present situation •Synthesis of existing data & identification of trends Alice Cahill June 2009

12. Articulating Mission, Vision, Values and Taking Stock Customer – Stakeholder Analysis •Focus groups, interviews, questionnaires •Organizational assessments • Internal & External stakeholder input Data Analysis & Information •Review of organization’s present situation •Synthesis of existing data & identification of trends Alice Cahill June 2009

13. Critical Steps in Strategic Planning for Leaders Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Alice Cahill June 2009

14. Mandates Internal Environment Analysis SWOT External Environment Analysis Strategic Planning Elements - Bryson Customer- Stakeholder Analysis Data analysis & Information Mission Vision Values

15. Assessing the Environment Conduct an environmental scan or create a “context map” identifying influences from: • Political • Economic • Social • Technological • Organizational arenas Alice Cahill June 2009

16. Context Map for a Church Organization

17. Assessing the Environment Conduct a SWOT Analysis: Strengths – Looking internally, what are we doing well? What are we good at? (BUILD on these) Weaknesses – Looking internally, what are we not doing well, what do we need to improve? (ELIMINATE or COPE with these) Alice Cahill June 2009

18. Assessing the Environment Conduct a SWOT Analysis: Opportunities– Looking externally, what factors should we capitalize on? (EXPLOIT these) Threats – Looking externally, what are potential dangers that we need to prepare for or mitigate their effect (EASE or LOWER these) Alice Cahill June 2009

19. Strengths Opportunities Threats Weaknesses

20. Critical Steps in Strategic Planning for Leaders Planning to Plan Articulating Mission,Vision,Values Taking Stock Assessing the Environment • Synthesizing to Identify Key Issues Alice Cahill June 2009

21. Identifying Strategic Issues •Previous steps provided several sources of information to help identify topic areas, policy choices, necessary changes or concerns facing the organization •List those issues that require attention in the future and that will affect accomplishment of mission and the stretch toward vision • Keep at the strategic level, issues may be posed in question format Alice Cahill June 2009

22. Opportunities _____________ _____________ _____________ Threats _____________ _____________ _____________ Strengths ___________ ___________ ___________ Defend Mobilize Resources Strategic Alliances Invest Weaknesses ___________ ___________ ___________ Divest or Prevent Damage Invest or Collaborate

23. Opportunities _____________ _____________ _____________ Threats _____________ _____________ _____________ Strengths ___________ ___________ ___________ Weaknesses ___________ ___________ ___________

24. Key Strategic Issues (Identify your ideas here) Alice Cahill June 2009

25. Mandates Internal Environment Analysis Strategic Issues SWOT • Goals • Objectives External Environment Analysis Strategic Planning Elements - Bryson Customer Stakeholder Analysis Data analysis & Information Mission Vision Values

26. Critical Steps in Strategic Planning for Leaders Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Synthesizing to Identify Key Issues Crafting Strategic Goals and Objectives Alice Cahill June 2009

27. Crafting Goals and Objectives •Goals are stated as desired outcomes •Objectives are written in the SMART format: ~ Specific ~ Measurable ~ Achievable ~ Realistic ~ Time Phased Alice Cahill June 2009

28. Youth Ministry Strategic Plan Alice Cahill June 2009

29. * Objectives highlighted in Yellow will become first Action Plans Alice Cahill June 2009DRAFT 10 JUNE 2008

30. Mandates Internal Environment Analysis Strategic Issues SWOT • Goals • Objectives External Environment Analysis Resources Strategic Planning Elements - Bryson Annual Plan Customer Stakeholder Analysis Data analysis & Information Mission Vision Values

31. Critical Steps in Strategic Planning for Leaders Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Synthesizing to Identify Key Issues Crafting Strategic Goals and Objectives Implementing the Plan and Follow-up Alice Cahill June 2009

32. Implementation and Follow-up •Assign “Champions” at the Goal level to be responsible for all objectives and to guide Action Plan teams •Schedule regular reviews of progress on Action Plans • Track natural progress on all other objectives • Use Strategic Plan for decision-making and as a “blueprint for change” Alice Cahill June 2009

33. Alice Cahill June 2009DRAFT 10 JUNE 2008

34. Action Plan for Strategic Goal: Place Goal Name Here Objective:___________________________ Metrics for this Objective : _____________________ Alice Cahill June 2009

35. Mandates Internal Environment Analysis Strategic Issues SWOT • Goals • Objectives External Environment Analysis Resources Measure/Evaluate Strategic Planning Elements - Bryson Annual Plan Customer Stakeholder Analysis Data analysis & Information Mission Vision Values

36. Resources • Bryson, J. M. Strategic Planning for Public and Non-Profit Organizations. Jossey-Bass Publishers, 2004. • Allison, M. & Kaye, Jude. Strategic Planning for Non-Profit Organizations. John Wiley & Sons, 2005. • Scott, C.D., Jaffe, D.T, & Tobe, G.R. Organizational Vision, Values, and Mission. Azzo Press, 1993. • The Grove Consultants International , San Francisco, CA Strategic Visioning Visual Graphic Process. (www.grove.com) Alice Cahill June 2009