Strategic Direction Janice Melnychuk Russ Dahms If you don’t know where you are going Any path will get you there

VISION : desired future MISSION : purpose of the organization VALUES : guiding principles GOAL : describes the desired result OUTCOME : is the result

Strategy a high level plan to achieve goals under conditions of uncertainty Being Strategic focusing on core directional choices that advances achieving the organization’s vision

What is Strategic Direction? o An organization’s roadmap o Links organization vision with reality o Leads to achieving goals and desired results/impact o Enables: o Sound decision making o Effective resource allocation o Alignment of staff and volunteer effort o Performance measurement

Strategy or Strategic Direction – What’s the Difference ?

Strategic Thinking Generation and application of unique insights and opportunities Creates “strategic foresight” capacity for the organization Done collaboratively among key people who can positively alter the organization’s future Explores all possible organizational futures and challenge conventional thinking to foster decision making today

Strategic Thinking Activities o define the strategic issue & what success looks like o analyze the situation - internal /external influences o formulate alternatives (reach out) o evaluate alternatives – risk, capacity, sustainability o implementation – get it done o monitor and reassess

External Influences o SWOT : strengths, weaknesses, opportunities, threats o census data (demographics, ethnocultural) o global, national, regional, local economy o environmental scans – government, industry o political environment – 2016 election o themes : innovation and collaboration o perceptions and reputation of your organization

Internal Influences o SWOT : strengths, weaknesses, opportunities, threats o fierce commitment to a shared vision o organization culture – enabling or disabling o collaborative orientation – implications o the right people? leadership, diversity, skills, knowledge o sound operational systems and business processes

The Board’s Challenge o have a systems perspective o resist distraction o be in the past, present and future o be inclusive – reach out o be open to radical ideas – one thing leads to another o communicate communicate communicate