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A
Strategic Planning process can take many forms and be tailored to the
needs of the organization. The following structure is relatively easy to
implement in a short period of time, and provides the information the
organization needs for its planning:
A.
Review/Revise the
organization’s Vision and Mission Statements
B.
Conduct analysis of Strengths and Weaknesses (internal factors), and
Opportunities
and Threats (external
factors) that influence the
organization’s
programs aligned with its Vision/Mission
C.
Utilize the results of the SWOTs analysis to develop strategies for action
D.
For each strategy, develop one objective, which should be stated in
terms
of a
measurable target
E.
For each objective, develop at least two or three action items, including
priorities,
accountability and timing
F.
Each objective should be analyzed using a SMART analytic approach.
That
is,
ensure that each objective is:
1. SPECIFIC
2. MEASURABLE
3. ACTIONABLE
4. RESULTS-ORIENTED
5. TIME-ORIENTED
Once the plan has been developed, it needs to be worked in order to be
effective. By worked, I mean kept in the forefront of the attention of the
Board and/or management group of the organization. Specific review should
take place at least twice a year to ensure the organization is on track
with the plan. There should also be a thorough annual review and report
made on the achievement of the objectives, and consideration of adding new
objectives as the previously developed objectives are attained.
In terms of scheduling this process, the organization can conduct its
Vision/Mission review on its own. The consultant can assist with this if
it is desired. Following this step, the consultant will conduct a SWOTs
analysis via a questionnaire to the identified participants. Following
this analysis, the organization should schedule a one-day retreat with the
identified participants. At the retreat, the consultant will report on the
SWOTs analysis, and conduct a process to facilitate the participants in
developing the strategies, objectives, and action items. Following the
one-day retreat, the consultant will provide a summary of the entire
process to the organization.
If there is a desire on the part of the organization to prioritize the
strategies, and develop procedures for measuring progress toward
accomplishment, assign responsibilities to individuals for accountability,
and develop regular reporting procedures, a second day would be required.
Only so much can be accomplished in one day.
One of
the major pitfalls of strategic planning/objective setting processes is
that organizations are prone to try to solve everything that is of concern
to its members at once. Too much is planned, so the follow through is
overwhelming. For this reason, I recommend only one objective per
strategy, and a limited number of strategies to address at a time.
I have
conducted such workshops for schools for the deaf when I was working full
time, and for several non-profit organizations.
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