1. Strategic Planning

2. What is Strategic Planning
Used by community groups, government departments, organizations and businesses to develop blueprint for action and change
the process should be community based, inclusive and participatory to allow for maximum stakeholder involvement and input.
Participant Manual Page 9
Review the benefits of strategic planning.

3. Benefits of Strategic Planning
Defines mission, vision & values
Establishes realistic goals, objectives & strategies
Ensures effective use of resources
Provides base to measure progress
Develops consensus on future direction
Builds strong teams
Solves major problems
Participant Manual Page 9

4. Types of Planning Types of planning Strategic planning
Business planning
Project planning
Program planning
Municipal planning
Planning as a profession
Professional “planners”
Planning functions in other professions
Participant Manual Page 14
rovide a brief overview of the different types of planning
Can use it to follow up on exercise # 2 or generate discussion on types of planning participants have been involved in

5. Strategic Planning Models
Type of organization usually dictates type of strategic planning
Non-profit
Likely focus on board development, management, fundraising, policies
For- Profit
Likely focus on profit and strategic directions
Participant Manual Page 23
Briefly refer to this and then complete exercise #3 which gives participants an indication of how different perspectives are brought to the strategic planning process through different people. The exercise will give participants an opportunity to learn a little about themselves and their level of personal flexibility.
You can discuss how different personalities bring different aspects to a board and a strategic planning process.
The next section then deals with the various types of strategic plans that are carried out.
Note that most groups you deal with will use the basic model but the others are presented for information.

6. Types of Strategic Planning
Basic Strategic Planning
Issue-Based or Goals-Based Strategic Planning
Alignment Model
Scenario Planning
Organic (or Self-Organizing) Planning
Participant Manual Page 24 to 29
Discuss these types.
Most will undergo the basic strategic planning process.
State that there is no perfect model...

7. Planning to plan requires: Organizational readiness
Recognition of need to plan
Commitment to plan
Organizational commitment
Board and volunteer commitment
Staff commitment
Participant Manual page 35
Discuss the importance of having all these components in place before embarking on a strategic plan.

8. Planning to Plan Organizational Capacity Human resources Staff
Volunteers
Board committees
Special/Standing committees
Financial resources
Identify budget
Determine resources
Time
Allocate organizational time
Determine realistic time lines
Participant Manual Page 36

9. Reasons for Strategic Planning
Change
Renewal
Funding requirement
Financial forecasting
Mandate
Build consensus
Improve staff and board relations
Develop ownership
Build community support
Other (discussion)
Participant Manual Page 37
Use this in conjunction with Exercise 5

10. Strategic Planning Process
Planning to Plan
Strategic Planning Team
Board, staff, community volunteers
Strategic Planning Budget
Establish budget, identify funding sources
Strategic Planning Facilitator(s)
Identify a facilitator to lead the process
Strategic Planning Partners
Internal board and staff
External community groups/government departments/others
Participant Manual Page 41

11. Developing the Plan Mission Core purpose of your organization
Presented in a clear, short statement that focuses on attention in one clear direction by stating purpose of the group’s uniqueness.
Participant Manual Page 43
Discuss each of these – additional material is provided in each

12. Developing the Plan Vision
What is your organization’s vision of excellence
Has to be realistic and not something impractical
Participant Manual Page 43

13. Developing the Plan Values
What are the principles, standards, and actions considered worthwhile in the organization
Includes how people treat each other, how groups conduct business and what is most important to the organization
Participant Manual Page 43

14. Developing the Plan Strategic Analysis Environmental Scan
gathering of information that concerns the organization’s environments
analysis and interpretation of this information
application of this analyzed information in decision making
Participant Manual Page 46

15. Developing the Plan Strategic Analysis SWOT Analysis Strengths
What are some internal positive things about your organization?
What does the community see as your strengths?
Weaknesses
What are some weaknesses in organization?
What does the community see as your weaknesses?
Participant Manual Page 48

16. Developing the Plan Strategic Analysis SWOT Analysis Opportunities
What are some opportunities in your community or region?
What are some emerging trends?
Threats
What are some provincial or national issues facing the organization?
What are some technology issues that face the organization?
Participant Manual - Page 49

17. Strategic Planning Process
Developing the Plan (continued)
Goals
Identify long-term outcomes to provide focus for the planning process
Strategies
Outline how you will achieve your goals
Objectives
Identify specific, measurable results produced while implementing strategies.
Participant Manual Page 50-51
Discuss each of these – additional material is provided on each one

18. Strategic Planning Process
Goals and Objectives Should Be SMARTER
Specific
Measurable
Acceptable
Realistic
Timeframe
Extending
Rewarding
Participant Manual Page 52

19. Strategic Planning Process
Developing the Plan (continued)
Implementation
Tasks – assigned to various board and staff responsible for specific items
Timelines - established for implementation of the plan for implementation
Funding the plan
What is required to fund the goals in the plan
Participant Manual Page 53
Discuss each of these – additional material is provided on each one

20. Strategic Planning Process
Developing the Plan (continued)
Communicating the plan
How will you communicate the plan to stakeholders?
Monitoring and evaluation
Critical to plan’s success and credibility
Must be built into the plan
Critical for continuous improvement
Continuous improvement
focuses on improving customer satisfaction through continuous and incremental improvements to processes
Participant Manual Page 55-57
Discuss each of these – additional material is provided on each one

21. Strategic Planning Tools & Techniques
Appreciative Inquiry
Effective for changing organizational culture
Based on 4-D model
Discover, Dream, Design and Destiny
Open Space Technology
new method for working effectively with large groups ( participants)
Participant Manual Page 81
Have participants read about each of these tools

22. Strategic Planning Tools & Techniques
Public Consultation
Involve public and stakeholders in your planning process
Achieve public consultation through
Interviews
Facilitated meetings
Open houses
Website discussion papers/surveys
Participant Manual Page 82

23. Strategic Planning Tools & Techniques
Public Meeting
Provides opportunity for input for all stakeholders through
Open house to review plans, maps, charts
Facilitated meeting with presentation on what you plan to do
Facilitated meeting on interim and final report
Participant Manual - Page 82

24. Strategic Planning Tools & Techniques
Focus Groups
Provides opportunity to address specific issues
Provides opportunity for maximum participation
Provides maximum information in short period of time
Participant Manual - Page 82

25. Strategic Planning Tools & Techniques
Website feedback
Online survey
Online discussion paper to generate comments
Surveys
Community survey
Can be developed and administered locally
Can be conducted by firm specializing in surveys
Research
Focus groups, surveys (primary)
Literature review (secondary)
Participant Manual - Page 82

26. Parking Lot Summary Evaluation Strategic Planning
Participant Manual Page 85