1. Strategic Planning
Frameworks:
Choosing What Fits
Your Organization
While you wait…
• What do you think of when you hear
someone use the term “strategic
planning?”
• Take a note card and jot down one or two
thoughts.
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2. Getting Started…
• Now, get up and walk around. Exchange
cards with someone. Discuss what you’ve
each written.
• Keep the card you’ve been given and find
someone else to exchange with.
• You are looking for new ideas, new
insights, something interesting.
Today’s Goals
• Participants will develop an understanding
of the purpose of strategic planning.
• Participants will understand the board’s
and the staff’s roles in the strategic
planning process.
• Participants will be introduced to some
best practices in planning.
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3. Workshop Philosophy
• Each participant is responsible for their own
learning.
• Ask questions
• Ask for clarification
• Ask to speed-up or to slow down.
• Share your ideas with the group.
• Idea board – for “let’s get back to that”
• Please turn off (or put on silent) all cell
phones, pagers and other communication
devises.
Benefits…
• Strategic planning does
– Focus the organization’s energy.
– Ensure the board, staff, and volunteers are
working toward the same goals.
– Help the organization assess and adjust its
direction in response to a changing
environment.
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4. Cautions…
• Strategic planning does not
– Make future decisions for your organization
– Substitute for best judgment of leadership.
– Solve serious problems or a crisis.
– Typically flow smoothly from one step to the
next.
– It does not “end” when your facilitator hands
you your typed plan it just begins.
Roles and Responsibilities
– Board: Has primary responsibility for strategic
planning.
– Staff: plays a supporting role in the process.
Providing information, advice, and
administrative support.
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5. Roles and Responsibilities
– Staff: Has primary responsibility for tactical
planning
– Board: approves tactical plans (assuring they
are consistent with their intent), monitors
implementation, and evaluates outcomes.
Planning Models
• Goals-Based Planning
• Issues-Based Planning
• Scenario Planning
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6. Goals-based Planning
1. Review and affirm mission, vision, and
values
2. Review and affirm internal and external
environment
3. Establish strategic goals
4. Specify strategies
5. Develop tactics (action plan)
6. Implement, monitor, adjust
Issues-based Planning
1. Situational analysis (internal & external)
2. Identify critical issues
3. Identify strategies to address critical
issues
4. Establish strategic goals
5. Examine mission, vision, and values in
light of situational analysis
6. Develop tactics (action plan)
7. Implement, monitor, adjust
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7. Scenario Planning
1. For various points in the future, identify the major
driving forces that will affect your organization, its
clients, funders, community, etc. (3 yrs, 5 yrs, 10, yrs).
2. Develop a worst-case scenario and a best-case
scenario based on how you believe these driving forces
will affect your organization.
3. Develop a “most realistic” scenario – blending worsecase, best-case and how you’ve been conducting
“business as usual” over the past 3-5 years.
4. For each scenario (best-case, worst-case, and most
realistic-case) the planners are required to examine
their mission, vision, values, and think about strategies
and tactics.
Implementation…
• Where do you go
from here?
• What needs to be in
place before a
strategic planning
session can begin?
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8. Consider this…
• Why strategic planning?
• Do you need an outside
facilitator?
– Why or why not?
• What kind of
representation do you
need?
• Do you need more
information before you
start?
• What method is most
applicable to your
organization?
• Are you working under a
timeframe?
• Are there issues that
need to be handled
before you begin?
Next Steps
• Select a committee.
• Select a date.
• Select a facilitator.
Now What?
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9. Pre-Consultation w/ Board
• Introduction to process (Drivers Model)
• Roles and Responsibilities of Board & Staff
• Discussion of Community Input
• Discussion of data needed to inform
decision making
Community Input Session
Critical Questions
What is the public perception of your org?
What challenges do you need to overcome to
be successful?
What should your top priorities be in the next
three to five years?
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10. First Session
• Review of Appreciate Inquire interviews
and community input.
• S.W.O.T analysis
• Strategic Areas
• Goal(s) for each Strategic Area
Second Session
• Goal(s) for each Strategic Area
• Objectives
• Strategies
• Tactics
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11. Third Session
• Yearly Planning (Prioritization)
• Tactics
• Accountability Charts
• Mission & Vision Review
Recommend Plan to the Board
It is important to
let your committee
know that this plan
is simply a
recommendation.
Only the board as
a whole can adopt
this plan.
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12. Contact info:
Jillian M. (Miller) Henry
Indiana Nonprofit Resource Network
765-413-6049
jmiller@uw.lafayette.in.us
www.INRNWEST.blogspot.com
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