1. Nonprofit Capacity Conference 2014: The Power of Proactive Planning

2. Agenda 1. Strategic Planning Overview 2. Best Practices / Pitfalls 3. Planning Model 4. Q&A

3. What is Strategic Planning? The process by which leaders of an organization determine what it intends to be in the future, and how it will get there

4. Benefits of Strategic Planning Builds consensus for goals, objectives & priorities Provides a basis for resource allocations & operational planning Defines baselines for measuring & controlling outcomes Helps evaluate departmental performance

5. The Power of Planning Strategy Alone =

6. The Power of Planning Strategy + Implementation = Business Results

7. Cascading the Plan Dept. Plan TEXT Dept. Plan Strategic Plan Project PlanPolicy/ProcedureProject PlanPolicy/Procedure Top down planningBottom up results

8. Common Pitfalls Business as usual Not my problem Lack of Ownership Anxiety Misunderstanding Lack of Communication Mired in day to day Goals seem irrelevant Lack of Integration/ Measurement Confusion Frustration Lack of Relevance Failure to produce intended results

9. Best Practices Buy-in Ownership Involve/Assign Staff Clear understanding Excitement Regular Communication Activities tied to goals Clear line of sight Integrated into Operations & Measured Clear understanding of departmental role and unique contribution Goals are Relevant Business results!

10. Steps in Planning STEP 1 Analysis Department-specific Information gathering (SWOT or SPOT) Understanding the business Evaluation of departmental role in impacting the outcomes

11. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role Where are we going as a department? What is our purpose with respect to the larger organization? What is our role in achieving organizational goals?

12. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role STEP 3 Broad Goals What results generally do we want to accomplish? How will our department help achieve organizational goals?

13. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role STEP 3 Broad Goals STEP 4 Objectives What specifically will we each do to reach our department’s goals? The organization’s goals? Does it meet the “SMART” criteria?

14. SMART Objectives: Provide clear direction to supervisors and employees about outcomes, not actions Provide a common frame of reference for performance management Define success, and cultivate a sense of fulfillment Help clarify the specific expectations of the supervisor and employee

15. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers.

16. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Specific: Why Specific: What Specific: How

17. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Measurable: Is the performance system operational by August 1?

18. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Attainable: Do you have the skill set, resources and ability to achieve the goal?

19. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Results Focused: What is the result of reaching the goal?

20. SMART Objectives: By August 1, 2014, implement a new performance management system for all staff using clearly defined processes and guidelines so employees and managers can more competently evaluate performance and develop their careers. Time Based: By when will you achieve the goal?

21. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role STEP 3 Broad Goals STEP 4 Objectives STEP 5 Barriers CSF’s What could stand in our way? What needs to go right in order to succeed?

22. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role STEP 3 Broad Goals STEP 4 Objectives STEP 5 Barriers CSF’s STEP 6 Tactics What specific products, services or initiatives will we undertake?

23. Steps in Planning STEP 1 Analysis STEP 2 Vision Mission Role STEP 3 Broad Goals STEP 4 Objectives STEP 5 Barriers CSF’s STEP 6 Tactics STEP 7 Communicate Review Adjust How will we measure our progress? How often will we review ourselves? Are our efforts helping to achieve organizational goals?

24. Communicating Strategy

25. Audience Mission/ Vision Strategic Objectives Goals Individual Actions KPI’s Board Managers Staff Community Funders Tip: Consider Message, Channel and Frequency

26. Strategy Dashboard Strategic Priority ObjectivesTacticsOwnerTimelineKPI’s Goal or Priority 1 Obj. 11. 2. 3. Obj. 21. 2. 3.

28. Thank You! Mary-Claire Burick 703-951-7723 mburick@rosslynva.org