alice cahill june 2009 strategic planning for leaders american college health association 2009...

Alice Cahill June 2009

Strategic Planning for Leaders

American College Health Association2009 Annual Meeting

San Francisco, California

Leadership Day - May 26, 2009

Alice Cahill MSN, MPH, MS, MA(Ed) Organizational [email protected]


Critical Steps in Strategic Planning for Leaders

Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Synthesizing to Identify Key Issues Crafting Strategic Goals & Objectives Implementing the Plan and Follow-up



Planning to Plan


Planning to Plan

Assess readiness Select the planning team Outline the planning process Ensure commitment to follow

through Enlist the necessary assistance

InternalEnvironmentAnalysis

ExternalEnvironmentAnalysis

SWOT

StrategicIssues

• Goals• Objectives

Measure/Evaluate

Annual Plan

Strategic Planning Elements – Bryson Model

ResourcesMissionVisionValues

Mandates

Customer-Stakeholder

Analysis

Data analysis &Information



Planning to Plan Articulating Mission, Vision,

Values Taking Stock

Strategic Planning Elements - Bryson

MissionVisionValues

Mandates


Analysis



Articulating Mission, Vision, Values and Taking Stock

Mission • Clarifies organization’s purpose • Describes Who you are, What

you do and Who you do it forVision

• Image of a desired future• Describes where you want to be

A Powerful Vision Statement Presents where we want to go Easy to read and understand Describes a preferred and meaningful future state Captures the desired spirit of the organization Gets people's attention Can be felt/experienced/gives people goose bumps when they hear it Provides a motivating force, even in hard times Is perceived as achievable Is challenging and compelling, stretching beyond the status quo



Values

• Shared beliefs

• Guidelines for day to day behaviors

Mandates

• Requirements – formal or informal

• Regulations imposed from external source



Customer – Stakeholder Analysis • Focus groups, interviews,

questionnaires• Organizational assessments• Internal & External stakeholder input

Data Analysis & Information• Review of organization’s present

situation• Synthesis of existing data &

identification of trends


Articulating Mission, Vision,

Values and Taking Stock

Customer – Stakeholder Analysis • Focus groups, interviews,

questionnaires• Organizational assessments• Internal & External stakeholder input

Data Analysis & Information• Review of organization’s present

situation• Synthesis of existing data &

identification of trends



Planning to Plan Articulating Mission, Vision,

Values Taking Stock Assessing the Environment



SWOT


MissionVisionValues

Mandates


Analysis



Assessing the Environment

Conduct an environmental scan or create a “context map” identifying influences from:

Political Economic Social Technological Organizational arenas

Context Map for a Church Organization



Conduct a SWOT Analysis:

Strengths Strengths – Looking internally, what are we doing well? What are we good at? (BUILD on these)

WeaknessesWeaknesses – Looking internally, what are we not doing well, what do we need to improve? (ELIMINATE or COPE with these)



Conduct a SWOT Analysis:

OpportunitiesOpportunities – Looking externally, what factors should we capitalize on? (EXPLOIT these)

ThreatsThreats – Looking externally, what are potential dangers that we need to prepare for or mitigate their effect (EASE or LOWER these)

Strengths Opportunities

Weaknesses

Threats



Planning to Plan Articulating

Mission,Vision,Values Taking Stock Assessing the Environment Synthesizing to Identify Key

Issues


Identifying Strategic Issues

• Previous steps provided several sources of information to help identify topic areas, policy choices, necessary changes or concerns facing the organization

• List those issues that require attention in the future and that will affect accomplishment of mission and the stretch toward vision

• Keep at the strategic level, issues may be posed in question format

Opportunities_______________________________________

Threats_______________________________________

Strengths

_________________________________

Weaknesses

_________________________________

InvestDefend Mobilize ResourcesStrategic Alliances

Divest orPrevent Damage

Invest or Collaborate

Opportunities_______________________________________

Threats_______________________________________

Strengths

_________________________________

Weaknesses

_________________________________


Key Strategic Issues

(Identify your ideas here)



SWOT

StrategicIssues



MissionVisionValues

Mandates

CustomerStakeholder

Analysis




Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Synthesizing to Identify Key Issues Crafting Strategic Goals and

Objectives


Crafting Goals and Objectives

• Goals are stated as desired outcomes

• Objectives are written in the SMART

format: ~ Specific ~ Measurable ~ Achievable ~ Realistic ~ Time Phased


Youth Ministry Strategic Plan

Alice Cahill June 2009DRAFT 10 JUNE 2008

Recruiting Safety Networking Life Skills

We will establish a team of adults, youth and mentors to lead and participate in youth ministry.

We will provide a safe environment wherever we gather.

We will establish networking relations and opportunities with academic institutions, businesses, community groups and other youth-serving organizations.

We will create an environment that will allow us to educate all involved in Life Skills.

1. Recruit adults for service and leadership.

1. Use adult volunteers to provide the safety needs at each event

1.Establish working relations with local high schools, colleges and universities for mutual benefit.

1. Develop a respectful environment that will support Life Skills learning

2. Recruit young adults and past participants to act as mentors and role models

2. Establish a partnership with the Camden Police Dept to help with safety needs

2. Share ministry activities with other youth groups.

2. Discuss and practice Life Skills that are relevant to the lives of participants

3. Have current youth personally invite peers to participate in youth ministry.

3. Create a system of communication among parents, adult leaders and youth to meet safety needs

3. Introduce youth to employers to broaden knowledge of life goal possibilities.

3. Create a mechanism to support application of learned Life Skills to lived experiences.

4. Establish multi-tier ministry marketing approach to enhance involvement

4. Develop a safe, reliable and affordable system of transportation to support attendance at meetings and events * Objectives highlighted in

Yellow will become first Action Plans



SWOT

StrategicIssues


Annual Plan



Mandates

CustomerStakeholder

Analysis




Planning to Plan Articulating Mission, Vision, Values Taking Stock Assessing the Environment Synthesizing to Identify Key Issues Crafting Strategic Goals and

Objectives Implementing the Plan and Follow-up


Implementation and Follow-up

• Assign “Champions” at the Goal level to be

responsible for all objectives and to guide Action Plan teams

• Schedule regular reviews of progress on

Action Plans

• Track natural progress on all other objectives

• Use Strategic Plan for decision-making and as

a “blueprint for change”

Alice Cahill June 2009DRAFT 10 JUNE 2008

Resource and Program Development Spiritual Development Leadership Development

We will have youth and adult leaders develop resources and programs that will enable the ministry to fulfill its ongoing growth and challenges.

We will provide a ministry that invites all involved to see and live God’s vision to “Love one another as God loves us.”

We will utilize adult and adolescent leaders in a variety of leadership roles necessary for comprehensive ministry.

1. Develop, implement and sustain programs for youth activities.

1.Create an environment that allows the youth to explore the mystery of God in their own lives.

1. Develop a leadership structure with defined roles and responsibilities.

2. Create a responsible annual budget to reflect present and growth needs.

2. Create opportunities for all involved to make a difference in their world through their own spiritual journey.

2. Provide ongoing leadership training and development.

3. Evaluate programs annually and assess future needs to ensure ministry effectiveness

3. Create the connection with the faith community of SJPC through worship and witness.


Objective: ___________________________ Metrics for this Objective : _____________________

Action Step Rationale Resources Required

Responsible Party

Due Date Measure Of Success on this

Action Step

Action Plan for Strategic Goal: Place Goal Name Here



SWOT

StrategicIssues


Measure/Evaluate

Annual Plan



Mandates

CustomerStakeholder

Analysis



Resources

Bryson, J. M. Strategic Planning for Public and Non-Profit Organizations. Jossey-Bass Publishers, 2004.

Allison, M. & Kaye, Jude. Strategic Planning for Non-Profit Organizations. John Wiley & Sons, 2005.

Scott, C.D., Jaffe, D.T, & Tobe, G.R. Organizational Vision, Values, and Mission. Azzo Press, 1993.

The Grove Consultants International , San Francisco, CA Strategic Visioning Visual Graphic Process. (www.grove.com)

alice cahill june 2009 strategic planning for leaders american college health association 2009...

Documents

stock slide

environment slide

stock mission

articulating mission

alice cahill msn

followup slide

planning team

planning process