•
•
•
2014 Nonprofit Capacity Conference
Margo Bailey, PhD
April 21, 2014

What is the current situation?
What results do we want?
Do we know “what works”?
What methods will we use?
What actions will we take?
What progress are we making, and should we make adjustments?
margobailey@mac.com
2

Clarify your hierarchy of goals, objectives, and strategies
margobailey@mac.com
3

Broad initiatives that enable a plan’s mission and vision to be realized
Evaluate
Re-Align
Strategic initiative
Changes, outcomes, and impact a plan is trying to achieve
Goal/Strategy
Choices about how to best accomplish objectives
Objective/Action
Activities that will be done to achieve your objectives
Activities
Reports on action step progress, successes, and challenges
margobailey@mac.com
4

Integrate logic model thinking into your strategic plan decision making
margobailey@mac.com
5

CONTEXT
What is the current situation?
INPUTS OUTPUTS
Activities Participation
OUTCOMES - IMPACT
Short-Term Medium-Term Long-Term
What results do we want?
Do we know “what works?”
What methods will we use
What actions will we take?
What progress are we making, and should we make adjustments?
6 margobailey@mac.com

INPUTS
MISSION
: Plan’s purpose
VISION:
What will be different if the Plan’s goals and objectives are achieved?
Strategic Goal; Change social norms around tobacco use
GOAL:
Broad initiatives that enable the plan’s mission and vision to be realized
Strategic Goal; Leverage HHS systems and resources to create a society free of tobaccorelated disease and death
ACTIVITIES OUTPUTS
OUTCOMES
Indicator
Outcome
Indicator
PERFORMANCE MEASURES & TARGETS
Input
Indicator
Efficiency
Indicator
Milestone
7 margobailey@mac.com

INPUTS
Strategic Goal; Change social norms around tobacco use
ACTIVITIES
OUTPUTS
Strategic Goal; Leverage HHS systems and resources to create a society free of tobaccorelated disease and death
OUTCOMES
Input
Indicator
Milestone
PERFORMANCE MEASURES & TARGETS
Output
Indicator
Efficiency
Indicator
Outcome
Indicator
8 margobailey@mac.com

Focus on answering logic model questions, not developing a logic model
MISSION INPUTS ACTIVITIES OUTPUTS
GOALS
What is the Plan’s purpose?
Why does the Plan exist?
What investments are available to achieve the Plan’s goals?
Who will contribute?
What works? What must the contributors do well to help change the conditions the Plan is to address?
Who must they engage in the process?
What will be developed or delivered from the
Plan’s completed activities and strategies?
What are the broad initiatives to enable the Plan’s mission to be realized?
VISION
Does your plan need a vision statement?
INTERMEDIATE OUTCOMES STRATEGIES
What are the set of related activities the
What benchmarks or data should be reported to show the Plan is on track to meet its goals?
END OUTCOMES contributors will focus on to meet the Plan’s
What are the internal external barriers and challenges?
objectives?
OBJECTIVES
What must be tracked and reported on at the beginning and end of the Plan timeline to show mission/vision achievement?
What changed conditions do the contributors want to see to show they are achieving the
Plan’s goals?
OUTCOME
MEASURES
“Progress against achieving the intended result of a program”
INTERMEDIATE
MEASURES/ MILESTONES
“progress against achieving an intermediate outcome that contributes to an ultimate outcome”
OUTPUT
MEASURES
“describe the level of product or activity that will be provided over a period of time”
9 margobailey@mac.com

Develop realistic planning timelines
margobailey@mac.com
10

11
Prepare : includes pre-planning,  affirming plan purpose, summarizing accomplishments, reviewing existing performance, and identifying challenges, gaps, opportunities .
Prepare

Engage: Clarifying roles and timelines, manage expectations, identifying key partners and stakeholders
Implement
Your
Plan
Engage

Develop Plan : Setting goals, objectives and strategies, identifying risks, and completing consultations.
Develop

Implementation: Developing implementation plans, reporting progress, reviewing plan, and updating margobailey@mac.com
11

12
Pre-planning &
Initial Priority
Setting
Draft Plan
Development
Consultation
Final Plan
Development &
Publication
Implementation Progress Reporting
Select representatives to
Workgroup
Select facilitation approach
Workgroup recommends vision
Planning retreat to identify goals, objectives, strategies, risks
Complete and assess pre-planning activities
Workgroup summarizes preplanning results; identifies priorities
Partnership assessment
Alignment to program, budget planning
Workgroup prepares draft plan
Draft plan presented to
Board, key stakeholders
Comments from review incorporated into draft as appropriate
Prepare revised draft
Comments incorporated into plan as appropriate
Workgroup reviews and revises plan
Board approves plan
Draft submitted for review
Prepare for publication and dissemination margobailey@mac.com
Staff, board draft implementation plans
Review, address risks
Alignment with program and budget planning
Establish milestones, select performance measures targets
Implementation plans approved
Data collection
Review successes, challenges
Identify solutions, improvements
Adjust implementation, performance expectations
12

13
Strategic Planning Question: What is the current situation?
Pre-Planning & Initial
Priority Setting
Select representatives to
Workgroup
Select facilitation approach
Complete and assess preplanning activities
Workgroup summarizes pre-planning results, identifies priorities
• How will you organize to complete the strategic planning process and the strategic plan?
• Will there be board and staff representatives to a workgroup?
• At initial meeting, important to let representatives know meeting schedule, deadlines, expectations, responsibilities, deliverables
• Take time to build common understanding.
• Who will facilitate the process?
• Will it be helpful to have an consultant help with the process?
• What pre-planning activities will be conducted?
• How will it be determined that more information is needed?
• What gaps, challenges, and opportunities have been identified?
• What are the best ways to present the summary?
• Who will write the summary?
• What is the strategic planning process timeframe?
margobailey@mac.com
13

14
Strategic Planning Questions : What results do we want?
Do we know “what works?” What methods will we use?
Draft Plan Development
Workgroup recommends vision
Planning retreat to identify goals, objectives, strategies, risks
Partnership assessment
Alignment to program, budget planning
Workgroup prepares draft plan
• To what extent does the Board want a Workgroup to make recommendations about strategic direction?
• Will our mission stay the same?
• Seeking agreement on the OUTCOMES and objectives of activities, not the activities themselves – e.g., what you want to change.
• Will a planning retreat be useful approach for board discussion and decision making?
• What are the best ways to engage staff and other stakeholders to provide specific input about their priorities and tasks?
• How important are partnerships with other organizations for achieving goals and objectives?
• Clarify alignment of plan priorities to budget, program and funding expectations?
• How will the plan be written?
• Who will write the plan sections?
• Can divide up the responsibility of writing, but one editor needs to put it in one voice at end
• Who will conduct the final edit?
• Who will review the draft plan?
• Allow ample time for reviews and revisions margobailey@mac.com
14

15
Consultation
Draft plan presented to
Board, key stakeholders
Comments from review incorporated into draft as appropriate
Draft submitted for another review
Prepare revised draft
• Do you need to consult with anyone?
• Key partners? Funders? Parishes?
• Should you engage them earlier in the plan development?
• Do they need to see the entire plan or sections of the plan?
• Do you have to give multiple opportunities for comment?
margobailey@mac.com
15

16
Final Plan Development & Publication
Comments incorporated into plan as appropriate
Workgroup reviews and revises plan
Board approves plan
• Sharing the plan
• Who will provide the final edits?
• Who should receive copies of the plan?
• Who will take the lead to disseminate the plan?
• How will you communicate the new plan with stakeholders?
• Will you prepare a one-page summary of the plan?
Prepare for publication and dissemination margobailey@mac.com
16

17
Implementation
Strategic Planning Questions: What methods will we use?
What actions will we take?
Staff, board draft implementation plans
Review, address risks
Establish milestones, select performance measures, targets
Implementation plans approved
• Implementation plan
• Clarifies the annual process for completing activities, and setting expectations for outputs, outcomes and commitments related to the strategic plan goals and objectives
• Identifies challenges to achieving the strategic plan
• Is a living document to reflect change
• Can remain an internal document
• Decide if existing performance measures are aligned, be revised, or develop new measures
• Engagement
• How much time do you want to spend on the implementation planning process? What are the best ways to leverage existing meetings?
• Who will write the draft and final implementation plans?
• What leadership has to see the implementation plan?
• Will the Workgroup continue to be engaged?
margobailey@mac.com
17

18
Strategic Planning Question: What progress are we making?
Progress Reporting
Data collection
Review successes, challenges
Identify solutions, improvements
Adjust implementation, performance expectations
• Strategic Plan monitoring and reporting
• Clarify current data sources for reporting and reporting frequency
• Determine how to gather and track data, and facilitate reporting
• Develop reporting templates or consistent reporting formats
• Schedule regular times to review the plan’s progress
• Can a dashboard make reporting easier?
• Annual reporting of progress
• What are the best ways to share progress on the strategic plan?
• Will a formal report be useful?
• How much time do you want to spend?
• Use progress reporting information to make decisions
• Encourage sharing information about challenges, barriers, and risks
• Acknowledge external factors and the changes you can control margobailey@mac.com
18