Strategic Planning

as Organizational Development

Presented by:
To:
I have always found
that plans are useless,
but that planning is indispensable.
Dwight D. Eisenhower
Why Plan?
Circumstance

Operations
Wisdom
Cultivation
Organizational Development
Integrated Planning

INTEGRATED PLANNING
Strategic Planning Process
Prepare

Assess
Engage

Plan
Implement
Strategic Planning: 1. Prepare

Board Commitment

Committee Chair
Documentation
Process Design
Committee
Strategic Planning: 1. Prepare
Typical Timeline Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Board Meetings Initial Retreat Review Review Adopt Plan

PREPARATION
Review and pre-plan
ASSESSMENT
Identify Critical Issues
Benchmarking / Research
ENGAGEMENT
Initial Retreat Initial Retreat
Constituency Meetings
Survey (by ISB)
PLANNING
Develop Goals & Objectives
Shape Actions, Measures, Timeline, Costs
Assemble Full Plan & Report
Revise and Refine
IMPLEMENTATION
Design
Monitor
Strategic Planning: 2. Assess

Examine Component Plans

Gather Data
Interview Key Players
Identify Critical Issues
Conduct a Board Self-Assessment
Strategic Planning: 2. Assess
Board Self Assessment Tool 1 Board Self-Assessment tool by
BoardSource.

•  Strength 8 Understand board / staff relationship 3.26

Excellent scores for some questions (mutual trust & respect between
head & board: 20% Satisfied, 80% Very Satisfied; adequate authority
•  Concern given to the head 30% Satisfied, 65% Very Satisfied) mask some
confusion elsewhere in this section (mutual responsibilities of board
committees & staff: 30% Dissatisfied, 5% Very Dissatisfied).
•  Actions
Strategic Planning: 2. Assess
Board Self Assessment Tool 2
Policies and Processes
Strategic Planning: 3. Engage

Board Retreat

Constituency Meetings
Surveys and Group Discussions
Communication
Strategic Planning: 3. Engage
Mission & Mission Statement
Strategic Planning: 3. Engage
Situation

Strengths Weaknesses Opportunities Threats

External Environment:
Opportunities Threats
Internal Environment:
Strengths Weaknesses
•  Inputs (Human resources, funding, facilities)
•  Processes (Programs, operations, governance)
•  Outputs (Quality of programs, social change)
Strategic Planning: 3. Engage
Polarities*: Some conflicts cannot be resolved — they must be managed
MANAGEMENT *Source: Oswald, Roy M. & Robert E. Friedrich, Discerning Your Congregation’s Future. Alban
Institute, 1996.

by Budget by Mission
Sustainability Purpose
+ Fulfillment of mission
Service to community
Bottom-line decision making Requires extraordinary leadership &
- Cut programs if budget can’t be balanced Involvement
Not attuned to ultimate purpose of Requires full commitment to fundraising
Institution

FUNDING PRIORITY
Facilities Programs

+
-
Strategic Planning: 3. Engage
Surveys
Strategic Planning: 3. Engage
Survey analysis Analysis tool by Survey Monkey.
Strategic Planning: 4. Plan

Mission

Mission-Based Goals
Supporting Objectives
Board Endorsement
Measurable Actions
 Strategic Planning: 4. Plan
Mission-Based Goals i[2]y
Mission
End isolation & improve quality of life for young adults affected by cancer.
Mission-Based Goals
Program: Access
Offer access to resources for young adults with cancer, their families, and their care providers
Program: Connections
Create opportunities for young adults with cancer to make meaningful connections to each other.
Program: Quality of Life
Have an impact on the quality of life of young adults with cancer
Fundraising
Develop a sustainable funding stream from foundations, individuals and corporate sponsors
Marketing
Make i[2]y a visible resource to all diagnosed young adults, survivors, their families and care providers
Governance
Shape the board and its activities to support sustainably the mission of i[2]y
Finance / Operations
Put i[2]y on a sound, sustainable footing.
Strategic Planning: 4. Plan
Goals & Objectives i[2]y
Mission
End isolation & improve quality of life for young adults affected by cancer.

Mission-Based Goal: Access

Offer access to resources for young adults with cancer,
their families, and their care providers
Supporting Objective 1:
Upgrade the website to the state of the art, with full Web 2.0 capabilities.
Supporting Objective 2:
Develop a robust presence in cancer treatment centers.
Supporting Objective 3:
Develop new/improved promotion strategies.
Strategic Planning: 4. Plan
Action Plan WS
Strategic Planning: 5. Implement

Action items absorbed into job descriptions

Ongoing renewal of action items
Monitoring and reporting: Actions and metrics
Repeat
Strategic Planning: 5. Implement
Plan tracking and monitoring
Northwood School Long Range Plan
Milestone checklist
Area II: External Relations
Timeline Milestones Responsibility
01 2002 2003 2004 2005 2006 01 02 03 04 05 06
A: Marketing and Admissions
Goal 1: Understanding of the market
a: Campus tours Director of Admissions
Academic Plan Implementation
b: Survey non-enrollees Director of Admissions
c: Survey early departures 2008 2009 Director of Admissions
d: MarketingJ plan
F M & annual
A report M J J A S O N D J F M A M J J A S ODirector
N of Admissions
Goal 2:
Goal 1: Enhance CAurriculumcademic standards
Objective 1: Clarify goals
a: Define desired profile Head & Director of Admissions
1 Review with parentsb: Recruit to the profile Director of Admissions
2 Track progress c: Use the web site (II:B:1:c) Head & Director of Admissions
Objective 2: Benchmarkd: financialpractices
Tailorbest aid Head & Director of Admissions
1 Benchmark curriculum Goal3: Three-and four-year students
Examine history of success
2 Benchmark teachinga:practices Academic Director
3 Benchmark resourcesb: Define best profile Head & Academic Director
Objective 3: 21st cnturyGoal 4: Attract boarding girls
curriculummore
1 Review curriculum a: Examine the welcome Head & Academic Director
Implement recommendations
2 Apply brain researchb:findings Head & Academic Director
3 Sustainability and globalc: Use financial
educationaid Head & Academic Director
d: Enhance
Objective 4: Areas for growthathletic options Athletic Director
1 Review methods and procedures
Goal existing network
a: Event for
2 Review vertical integration5: Usealumni children Admissions & Development Di r
Goal 2: Best faculty and staff
b: Connect to home towns Director of Development
B: Communications
as 1: Communications plan
Head, Ass't Head, Devel Dir
Head & Dir of Admissions
PA R T N E R S H I P
Head & Dir of Admissions
Strategic Planning: 5. Implement
Dashboards

from Blue Avocado (http://www.blueavocado.org)

from
Maryland Report Card