Strategic Planning is the road map by
which organizations can reach their destination (their
vision) from their starting point (their mission),
by establishing goals and objectives, an action plan
and an evaluation process. If your organization does
not currently have a strategic plan, here are some
things to consider:
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The process and the product are
both important-remember that in order to have buy
in from board and staff, both need to be involved
in the process.
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The written plan must be a document
that is vibrant and living, it should be flexible
enough to be changed when circumstances dictate
that a particular goal or objective is no longer
viable.
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A good plan will take several months
to develop and input must be obtained by various
stakeholders. This can be done through focus groups,
questionnaires and participation in the planning
meetings.
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The plan must always be grounded
in the mission and vision of the organization; each
goal should be evaluated according to its relevance
to the mission and vision before being included
in the plan.
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Goals are the broad based areas
in which the organization wants to achieve success--for
example goal might be to increase public awareness
of the organization.
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Objectives must be SMART--Specific,
Measurable, Attainable yet visionary, Realistic,
and Time defined. Objectives are the more specific
subcategories under goals--for example an objective
relating to the goal listed above might be to create
a website by September 2006. This objective is specific,
measurable (did we develop the website or not?)
and a there is definite timeline attached to it
that is realistic but aggressive.
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Action steps must be developed
that include budgets, timelines and areas of responsibility.
It will not get done unless you establish who will
do it, when will it get done, and how much will
it cost.
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A planning retreat helps solidify
goals and objectives and at this retreat there should
be an outside facilitator to lead the process. Remember
that both board and executive staff must participate
in goals setting.
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Specific action plans are best
left to staff in the various departments that are
affected by these actions. Board members typically
do not get involved in setting the day-to-day actions
that need to take place.
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The planning document must be reviewed
and evaluated at least quarterly preferably monthly.
One person or committee should be assigned to assure
that there is an evaluation process in place.
If you need help with or strategic planning process,
CAPITAL
VENTURE
SM consultants are available
to lead planning retreats, develop strategic plans
and help with specific action plans in the development
and governance areas. Call us today to discuss your
needs.
Please
contact CAPITAL
VENTURE
sm
for your Capital Campaign needs!
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