Strategic Planning
Jen Erickson, UW-Extension
*How do we monitor our progress?
Why Would Anyone Do This?
• "If you don't know where
you are going, any road will
get you there.”
- Lewis Carroll
• Increased efficiency and
effectiveness
• Builds consensus – vision!
• Better understanding of
organization
Why Would Anyone Do This Continued…
• Shapes the future of
the community
• Mutually accepted
goals and vision
• Defines purpose
• Balances goals with
resources
• Metrics to measure
success
SWOC
MANDATES
VALUES
STAKEHOLDERS
VISION
MISSION
What You Can Expect from a Plan
• Identify needs and
opportunities
• Specific goals to address
needs and opportunities
• Available resources
• What strategies best utilize
the resources to meet the
goals?
Phases of Planning
Pre- Planning
• Stakeholders and diagnostics (1 month)
• Assessing the local economy (3-5 months)
• Analysis of information collected (4-6 months)
Planning
• Develop the plan (2 months)
Post Planning
• Review, share and prepare for implementation
(1 month)
Plan for the Plan or Pre-Planning
• IT IS ABOUT EXPECTATIONS.
• Key Questions:
• Does a plan already exist?
• What issues should the plan address?
• Time commitment?
• Barriers we might encounter?
• Process champion?
• Final product?
• Steps needed?
Readiness
What are the underlying
issues?
What the underlying issues
are -- not just address the
obvious symptoms.
Diagnosis is an Art
Stakeholder Analysis
• Group, person or organization
that affects the organization OR
is affected by the organization
• Purpose:
1.) Determine if/how
stakeholders should be
involved in the process.
2.) Identify gaps
For Smallville EDO…
Key
Stakeholders:
Expectations they have of
Smallville EDO:
Village Board
• Measureable impacts
• Fiscally Responsible
• Consistent communication
WHO SHOULD BE
INVLOVLED &
HOW?
Village Council
Chamber Director
Empathy Map
What are the key
stakeholders thinking
and feeling, seeing,
hearing? What are
their pains and gains?
http://innovationgames.com/empathy-map/
Assessing the Environment
• Analysis of local economy,
trends, demographics
• Industry structure, labor force,
tax revenue, physical/cultural
resources
• Positive and negative aspects
of the current economy
• Forecasting future economic
development growth
Developed by Matt Kures, UW-Extension
Assessing the Environment
Purpose:
• This exercise alerts an
organization or community to
conditions that may require a
response.
• It provides a “systems view”
of clues and prompts for
possible issues, vision ideas
and strategies.
Assessing the Environment
Mandates and By-Laws
1.) What mandates can we change?
2.) How do our mandates impact the
future direction of the organization?
3.) What programs are not affected by
mandates?
4.) Is our mission consistent with our
mandates?
Mission, Vision and Values
• Mission: Purpose or reason for
existence.
• Vision: What an organization wants
to look like in the future.
• Values: What an organization
believes, reflected in how it acts.
MISSION: The American Red
Cross prevents and alleviates
human suffering in the face of
emergencies by mobilizing the
power of volunteers and the
generosity of donors.
Mission:
• What are we here to do?
Why?
• Brief
• Today focused
• Remembered
• Provides guidance
Values underpin how the organization operates
• How did your organization choose its core
values?
• What do the core values mean to your
organization?
• How does your organization demonstrate
its core values?
• What actions, decisions, programs etc. are
out of alignment with the organization’s
core values?
The Fundamental Principles for The Red Cross
Humanity
Neutrality
Unity
The Red Cross, born of a desire to
In order to continue to enjoy the
There can be only one Red Cross
bring assistance without
confidence of all, the Red Cross may society in any one country. It must be
discrimination to the wounded on the not take sides in hostilities or engage open to all. It must carry on its
battlefield, endeavors—in its
at any time in controversies of a
humanitarian work throughout its
international and national capacity— political, racial, religious or
territory.
to prevent and alleviate human
ideological nature.
suffering wherever it may be found.
Universality
Its purpose is to protect life and
Independence
health and to ensure respect for the
The Red Cross is a worldwide
human being. It promotes mutual
The
Red
Cross
is
independent.
The
institution in which all societies have
understanding, friendship,
national societies, while auxiliaries equal status and share equal
cooperation and lasting peace
in the humanitarian services of their responsibilities and duties in helping
amongst all peoples.
governments and subject to the laws each other.
of their respective countries, must
Impartiality
always maintain their autonomy so
that they may be able at all times to
It makes no discrimination as to
act in accordance with Red Cross
nationality, race, religious beliefs,
principles.
class or political opinions. It
endeavors to relieve the suffering of Voluntary Service
individuals, being guided solely by
their needs, and to give priority to
The Red Cross is a voluntary relief
the most urgent cases of distress.
movement not prompted in any
manner by desire for gain.
Vision:
A clear description of what the organization
(or community) should look like after it successfully
implements it strategies and achieves its full potential.
- Bryson
Vision: Long & Short of It
• Brief Vision Statement
- Can be short and sometimes slogany
• Vision Sketch – created throughout the plan
- More detailed, may be a step early in the planning process
used to help identify issues.
• Full Blown ‘Vision of Success’
- Includes a detailed description of the future state for
multiple aspects of a community/organization
Creating a Vision Sketch: HOPES & CONCERNS
1.) Describe the organization as it is today.
2.) What it could be like in the future?
People
Services
Mission
Structure
Resources
Processes
Culture
University of Wisconsin-Extension • Cooperative Extension © 2009
External Support
Baraboo Economic
Development Commission (BEDC)
The mission of BEDC is to encourage economic growth
throughout the Baraboo region by strengthening the City's
competitive position and facilitating investments that build
capacity, create jobs, generate economic opportunity and improve
quality of life.
University of Wisconsin-Extension • Cooperative Extension © 2009
BEDC’s vision for economic development…
Vision for a Diverse Regional Economy
The Baraboo area will have:
• A diverse economy recognizing its strengths in agriculture, advanced manufacturing,
education, healthcare and natural resources.
• A supportive, catalytic, yet predicable environment for
entrepreneurs and business expansions.
• A respected, reliable workforce with diverse skills that earn
living wages.
• A targeted, proactive business recruitment program built on
competitive advantages.
• A strong tourism sector based on exceptional outdoor
recreational opportunities, a robust arts and culture scene,
and a premier dining and shopping experience.
Identifying Strategic Issues:
The Heart of Strategic Planning
...a fundamental challenge
affecting an organization’s
mandates, mission, product
or service, clients, costs,
financing, organization or
management about which
something can be done.
STRATEGIC ISSUES/GOALS
EXAMPLE STRATEGIC ISSUE:
How should we manage our revenue and investments
so that we are able to fund long term priorities as well
as provide for shorter term operational requirements?
Internal Weaknesses/External Threat Addressed
• Our endowment is too small
• We don’t have a good way to recognize donors
• We’re competing with other environmental organizations for resources
Catherine Neiswender, UWEX 2009
How Do You Know When You’re Strategic?
•
When will this issue affect your
organization?
•
What kind of an impact will it have on
your organization?
•
Is there major financial risk?
•
Is the issue on the radar screens of
powerful stakeholders?
•
Will addressing this issue require a new
service, product, staff, and/or significant
increase in financial resources.
Strategy Formulation
Strategies are a
pattern of purposes,
policies, actions,
decisions, and /or
resource allocations
that address a
strategic issue.
Baraboo’s Strategies
• Strategy: Investigate and address the barriers to
business startups (i.e. resources, training, policies,
permits). This could include developing a physical and/or
virtual small business incubator.
• Strategy: Develop a plan to reinvest in and better utilize
existing spaces within the community for economic
development.
• Strategy: Develop and keep current an inventory of all
existing businesses.
• Strategy: Partner with educational entities and
employers to ensure job training corresponds to employer
needs. Communicate progress with local businesses and
the public.
Identifying, Evaluating and Prioritizing
Strategies
Criteria 1
TIME
Criteria 2
COST
TOTAL:
Inventory of Businesses
3
3
6
ID Barriers to Start-ups
2
2
4
Targeted Recruitment
Plan
5
5
10
Action Planning
For each goal
Specific
Actionable
What, Who and by
When?
• Explain Deviations
• On-going
•
•
•
•
Measuring Success: “Accountability and Results”
• If you don’t measure results, you can’t tell
success from failure.
• If you can’t see success, you can’t reward it.
• If you can’t reward success, you’re probably
rewarding failure.
• If you can’t see success, you can’t learn from
it.
• If you can’t recognize failure, you can’t
correct it.
• If you can demonstrate results, you can win
public support.
---Tom Peters
Measuring Success – Outcome Based
What difference will
this program /
initiative make in the
lives of those served?
“Never Confuse Activity with Accomplishment” – John Wooden
Kolzow, 2012
Measuring Success at 3 Levels
1. Monitor
2. Assess Performance
Are you doing a good job?
3. Outcome and Impact Analysis
1.
2.
3.
4.
5.
Number of new businesses attracted
Net gain in jobs
Improved unemployment rate
Improved real estate occupancy rates
Improved local wage and income level
Adopt, Implement and Share
• Adopt
• Develop implementation
process – CHAMPION
• Who should know about
your plan?
Monitor, Evaluate & Retool
• Ensure strategies
are effective
• Ensure goals are
met
• Early detection of
problems
• Celebrate success
Costs
$15,000-$500,000
Consultants and RFPs
When not to do planning?
Common Problems
• Failure to involve broad spectrum of leadership
• Not involving the public in a meaningful way
• Don’t understand strategic planning
• Too much time spent on visioning
• No clear identification of priority issues
• Wish list of action items that don’t address key problems
• Failure to assign action items
• No means to evaluate performance
• Lack of commitment to keep the process going after the initial effort