TAKING THE COMPLEXITIES OUT OF YOUR STRATEGIC PLANNING...

TAKING THE COMPLEXITIES OUT OF YOUR STRATEGIC PLANNING PROCESS. ! !OCTOBER 10, 2012

NONPROFIT RESOURCE CENTER 2012 ANNUAL CONFERENCE

AGENDA •  Handouts? •  Introductions •  Ground Rules •  Four Phase Approach •  Some Tools and Comments •  Questions Anytime (Please!)

Because we have 1:15 to cover a “Simplified Process”

INTRODUCTIONS •  25+ Years in financial services •  Business & strategic planning •  Strategic technology planning •  Six Sigma Black Belt training (ASQ) •  New market acquisition •  Board roles on many non-profit

agencies throughout Riverside.

•  Built multiple strategic business plans for both for-profit and non-profit organizations.

•  Now, more importantly, who do we have with us today?

For Your Planning •  Stay strategic •  Decide on nomenclature •  Track all ideas (PL) •  Everyone participates •  Keep all documentation •  Take your time! •  Communicate progress •  No Parking Lot meetings

For Today •  Anytime is a good time for

questions and answers

•  If I don’t have the answer, I’ll get it for you. I won’t make stuff up.

•  This is YOUR workshop!

GROUND RULES

•  Phase I –  Foundation

•  Vision •  Mission •  Values

•  Phase II –  Strategic Initiatives

•  The Environment •  Critical Success Factors •  Your Goals

•  Phase III –  Core Competencies

•  What makes you who you are today?

–  The Operation •  It must become efficient

to accommodate new initiatives and goals.

•  Phase IV –  Communication

FOUR PHASED METHODOLOGY

Not 100% sequential

•  Phase III •  Phase IV

•  Phase II •  Phase I

Vision Mission Values

Strategic Environment

Metrics Goals

Core Competencies

Operation

Communicate Communicate Communicate

PHASE I





Metrics Goals

Core Competencies

Operation


PHASE II





Metrics Goals

Core Competencies

Operation


PHASE III





Metrics Goals

Core Competencies

Operation


PHASE IV





Metrics Goals

Core Competencies

Operation


PHASE I

Your vision is a clear and powerful message that identifies your Desired Future. It defines where you want to take your agency.

The Riverside Technology Relevance Agency will eliminate the digital divide in all households

throughout the Inland Empire.

VISION

The Riverside Technology Relevance Agency will eliminate the digital divide in all households

throughout the Inland Empire.

•  A Vision is very-long term. •  A Vision is your Desired Future, not just a goal.

–  You will have a variety of goals to move closer to the Vision over the next few decades.

VISION

Your Mission Statement articulates: What You Do Today.

It is a snapshot, not a goal. This can be an early roadblock in your planning.

The Riverside Technology Relevance Agency educates individuals and families to access

personal and public technology.

MISSION

The Riverside Technology Relevance Agency educates individuals and families to access

personal and public technology.

•  Mission statements are often misconstrued as a goal or desired state.

•  It is why you get in your car and go to work. •  Shifting from Vision to Mission can become

extremely challenging in the planning room.

MISSION

Example Values •  Integrity •  Honesty •  Empathy •  Respect •  Excellence

Means or Outcome •  Service Quality •  Error free processing •  Solid Brand •  Image •  Client loyalty

VALUES

We aspire to live up to our core values – And they are never compromised.





Metrics Goals

Core Competencies

Operation


PHASE II

STRATEGIC ENVIRONMENT In order to support your Vision & Mission, what are your strengths? Any opportunities? •  Strengths & Opportunities v. SWOT •  Possibly Obstacles

• Don’t get distracted by weaknesses & threats • Focus on the opportunities • (Enlightened Leadership by Ed Oakley and Doug Krug)

•  Thee (3) to six(6) •  One category. Not long and short-term •  Don’t worry about nomenclature •  Word-smith at the end •  Must align with your Vision/Mission •  Measurable, achievable, relevant •  Define a champion •  You must have or be able to obtain the necessary resources. (CPI) •  W/O support, at all levels, goals die a slow and agonizing death •  … So leadership, communication, and resource allocation matter.

YOUR STRATEGIC GOALS





Metrics Goals

Core Competencies

Operation


PHASE III

CORE COMPETENCIES Systems that make us who we really are, difficult to re-create, confirm our purpose in the community. •  Grant Writing •  Strategic Partnership / Alliances •  Specific Operational or

Strategic Process Varies from for-profit to non-profit.

•  Are your systems prepared to tackle the future? •  Is “Everyone” on the same page? •  Leadership or Continuous Process Model

–  Listen –  Plan –  Deliver –  Improve

YOUR OPERATION





Metrics Goals

Core Competencies

Operation


PHASE IV

•  Include everyone throughout the process •  Develop a script – And stick to it •  Keep the facilitator’s fingerprints off of the plan •  Multiple Versions? •  Record all comments and ideas during training •  Allow people to modify processes to

accommodate new strategic goals. (CPI)

COMMUNICATION

•  Keep a copy on hand at all decision making events, and use it as a litmus test.

•  Keep the size of the plan wafer-thin. •  Ensure everyone understands why we do what we do. •  Use Quality / Continuous Process Improvement tools. •  Ask everyone how they can and will contribute to the

success of achieving your strategic goals. •  Create a Business Alignment Model to link the operation:

–  Strategy to Operation …..EXAMPLE:

A FEW CLOSING NOTES AND TOOLS

SAMPLE BUSINESS ALIGNMENT MODEL

SAMPLE BUSINESS STRATEGY TEMPLATE

Questions? [email protected] 951-505-2299

THANK YOU

TAKING THE COMPLEXITIES OUT OF YOUR STRATEGIC PLANNING...

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