day 1 part i strategic planning laying the foundation€¦ · day 1, part i: strategic planning...

18 September 2018

Day 1, Part I: Strategic Planning ‐ Laying the Foundation 1

Day 1, Part I:Strategic Planning

Laying the Foundation

FY2019 CDVSA All Grantee Meeting

Victim Services, Battering Intervention & Prevention Programming

September 18-20, 2018

Day 1, Part I: Strategic Planning -- Laying the Foundation

Session Objectives

After completing this session, you should be able to: Describe why a strategic plan is important. Describe the steps of the strategic planning process. Explain how to prepare for the strategic planning process. Assess whether or not an organization is ready to initiate the strategic planning process. Describe the importance of assessing your organization. Explain how to conduct a SWOT analysis. Determine sources of data for assessing your organization. Describe the common elements of a strategic plan. Develop guiding statements. Develop clear goals and objectives. Identify strategies for setting priorities based on the list of goals and objectives. Discuss the process of writing a strategic plan. Explain why an action plan is important. Describe how to develop an action plan. Explain the importance of communicating and marketing a strategic plan. Discuss how to identify client and stakeholder needs. Explain how to develop a simple communication plan.

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The Purpose of Strategic Planning

“Victim assistance and advocacy groups at the local, state, and national levels should unite their strategic planning efforts to forge a strong and cohesive national network of victim assistance.”

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The Purpose of Strategic Planning

“We don’t have the time.”

“We don’t have the money.”

“We’re doing just fine as we are.”

“We did a plan 2 years ago and never took it off the shelf.”

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What is a Strategic Plan?

A disciplined effort to produce information for fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it.

A strategic plan:

Sets priorities.

Focuses energy and resources.

Strengthens operations.

Ensures all stakeholders are working toward common goals.

It is a plan for the future…

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How Does a Strategic Plan Benefit an Organization?

Allows your organization to change and be proactive.

©Thinkstock

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Provides a managerial tool.

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Helps identify organizational capabilities.

©Thinkstock

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Helps identify organizational capabilities.

Focuses your organization on the future.

©Thinkstock

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Identify roadblocks.

Assist victims more quickly.

Bring in new stakeholders and resources.

All photos ©Thinkstock

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Is My Organization Ready?

My Organization

Am I ready?20

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The Strategic Planning Process

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If you had to begin thestrategic planning processtoday, do you think youwould be ready?

Of course! Maybe, with a little work Maybe, with a LOT of

work No way

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Prepare: 3 Actions

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Action 1: Develop a strategic planning group.

Action 2: Find out if your organization is ready for strategic planning.

Action 3: Establish a common ground for strategic planning.

Step 1

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Prepare: Develop a Strategic Planning Group

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In other words, who sits at the planning table?

Step 1

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Who are your clients?

©Thinkstock


Who are your clients?

Who are your stakeholders?

©Thinkstock


Consider the level of cultural competence in your planning group:

Think “inclusivity”.

Obtain input and opinions from individuals and diverse groups.

©Thinkstock

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Consider the level of cultural competence in your planning group:

Think “inclusivity”.

Obtain input and opinions from individuals and diverse groups.

Be mindful of the effects on:

Representation in your organization.

Assistance your organization provides.

Feelings of organization members.

©Thinkstock

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Attorneys/Legal Aid.

University researchers/professors.

Victim service providers in corrections.

Police officers.

Writers skilled in writing plans or delivering information.

Marketing professionals or social media experts.

Experts who can identify emerging type of victimization.

Victims/Survivors. All photos ©Thinkstock


1. Identify who can contribute.

2. Form a diverse group.

3. Assess the impact of each individual/ group on the planning process.

4. Determine who must be involved, who can act as consultants, and who may not wish to be active.


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Prepare: Determine Organizational Readiness

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In other words, are there issues to consider?

Step 1

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Prepare: Organizational Readiness

Does your organization have:

A commitment of active and involved leadership, with continued leadership throughout the planning process?

A resolution of any major crises that may interfere with the planning process?

Shared vision?

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Prepare: Dynamics in the Planning Group

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Prepare: Top 10 Challenges

My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training

3. Lack of Commitment

4. Insufficient Funding Resources

5. Lack of Buy-in

6. Loner Approach

7. Denial

8. Insufficient Time

9. Getting Pertinent Players to the Table

10. Finding the Right Consultant

My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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1. Misunderstanding

2. Lack of Training



5. Lack of Buy-in

6. Loner Approach

7. Denial




My Organization

Am I ready?

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Prepare: 3 Actions

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In other words, are we all on

the same page?

Step 1

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Prepare: Establish Common Ground

Common Ground


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Is My Organization Ready?

My Organization

I think I’m ready!

If you had to begin the strategic planning process today, do you think you would be ready?

Of course!Maybe, with a little workMaybe, with a LOT of workNo way

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BREAK15 MINUTES

FY2019 CDVSA All Grantee Meeting

Victim Services, Battering Intervention & Prevention Programming

September 18-20, 2018

18 September 2018


Strategic Planning Process: Assess – Step 2

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Why Do An Assessment?

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Why Do An Assessment?

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To provide the proper foundation for the strategic plan.

To understand where your organization is right now before you decide where it should be going.

To get a handle on your organization’s current purpose, processes, and capabilities.

To bridge the here-and-now and your vision of the future.

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Do We Really Know Our Organizations?

My Organization

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We See Things From Our Own Perspective

How do you see it?

What do you see?

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Assess: Select a Method of Analysis

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Action 1: Select a method of analysis.

Action 2: Collect data.

Action 3: Organize and consolidate data.

How do I analyze my organization?

Step 2

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Strengths Weaknesses

Opportunities Threats

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Leadership

Resources

Communication

Culture and Climate

Structure and Practices

Services and Products All photos ©Thinkstock

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StrengthsStrengths WeaknessesWeaknesses

OpportunitiesOpportunities ThreatsThreats

Strengths Weaknesses

Opportunities Threats

©Thinkstock

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Assess: Collect Data

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How and where do I collect data?

Step 2

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What types of data can you find within your organization?

My Organization

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Where can you find data outside your organization?

My Organization

Images ©Thinkstock

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New data

Archival data


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Assess: Organize and Consolidate Data

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What do I do with all this data?

Step 2

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Sort data

Sort again

Repeat process

Create headings

Verify

Revise, if necessary

Obtain consensus©Thinkstock

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Check out the Strategic Planning Toolkit – Tools section for detailed information on affinity diagrams and crosswalks – two methods for consolidating data.

https://www.ovcttac.gov/views/resources/dspStrategicPlan.cfm

©Thinkstock

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Strategic Planning Process: Create

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What are the Elements of a Strategic Plan?

Introduction.

Executive summary.

Background and demographics.

Guiding statements.

SWOT analysis.

Goals and objectives (in priority).

Action plan for carrying out strategies.

Marketing and communication plan.

Monitoring.

Evaluation.

Members of the strategic planning committee.

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All Strategic Plans are Different

Marjaree Mason Center

Tu Casa

Heart of Texas Council of

Governments

Arizona Coalition to End Sexual and

Domestic Violence

Gay Men’s Domestic Violence Project

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Create: Write Guiding Statements

Action 1: Write guiding statements.

Action 2: Develop goals and objectives.

Action 3: Set priorities.

Action 4: Write the strategic plan.

Why do I need guiding statements?

�� Step 3

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Create: Guiding Statements

How many of you work for organizations that have:

Values statements?

Vision statements?

Mission statements?

The values, vision, or mission statements posted where victims or stakeholders routinely see it?

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Create: Values Statements

Creating a set of values can help your organization:

Make decisions and take actions that are in alignment.

Help you create your strategic plan.

Learn how to reach your goals. ©Thinkstock

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Tu Casa Core Values

The following values influence the organizational culture and the public image of Tu Casa as an effective community-based organization serving primary and secondary victims of domestic violence and sexual assault.

• Caring Attitude• Responsiveness• Respectfulness• Individualized Support• Diversity• Integrity and Accountability• Best Practices• Partnerships• Community Education• Financial Sustainability

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Your organization’s values statement should answer these questions:

What does your organizationbelieve?

Whom does your organization serve?

What drives your organization?

What are your organization’s governing ideas?

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Your organization’s values statements should answer questions related to:

Organizational values and reflection of organizational culture.

Values of victims, stakeholders, employees, clients, and the community.

Organizational true values versus preferred values.

Adapted from Carter McNamara, MBA, Ph.D., Authenticity Consulting, LLC

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Create: Vision Statements

A vision statement is a short, inspirational description of the long-term desired change resulting from an organization’s work.

Creating a vision statement can help your organization:

Make important choices and commitments for the future.

Shape the direction your organization takes.

Focus your decisions on one common vision.

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Tu Casa Vision Statement

Empowering all children and adults to live healthy, violence-free lives.


A community free of domestic violence.


We envision a future where individuals, communities, institutions, and policy makers are all working together to increase awareness and reduce the incidence of domestic violence experienced by GLBTQ individuals and where all victims and survivors of domestic violence have equal access to quality services.

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Match your vision to your values.

Write to inspire and motivate.

Include clear, concrete ideas.

Keep it short.

Align it with the other guidingstatements.

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Create: Mission Statements

Describes the purpose of an organization.

Builds on the values statement and the vision statement.

Written as a short statement.

Does not state actions.©Thinkstock

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Create: Vision vs. Mission Statements

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We envision a future where individuals, communities, institutions, and policy makers are all working together to increase awareness and reduce the incidence of domestic violence experienced by GLBTQ individuals and where all victims and survivors of domestic violence have equal access to quality services.


To assist and support victims and survivors of domestic violence, focusing on the GLBTQ community, to bring about responsive public policy, and to increase access to culturally competent services.

Vision Statement

Mission Statement

Create: Develop Goals and Objectives




Action 4: Write the strategic plan. How do I write goals and objectives?

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Create: Goals and Objectives

Goals:

General statements for stimulating creativity and innovation and indicating changes that will take place.

Objectives:

Specific and measurable targets for accomplishing goals.

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Create: Goals

Directly support the values, vision, and mission.

Address the results of your organizational assessment.

Normally encompass a relatively long period.

Address the gaps between current and desired level of service.

Chart a clear direction for the organization.

Be challenging, but realistic and achievable.

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Create: Objectives

SMART Objectives:

Specific

Measurable

Attainable

Results-oriented

Time-bound©Thinkstock

Goal: Expand collaborations within and outside the sexual and domestic violence communities.

1. Have strong relationships throughout the sexual and domestic violence communities to include prevention and intervention service providers.

2. Collaborate with key stakeholders to enhance capacity to address sexual and domestic violence related issues.

3. Increase the organization’s capacity for violence prevention education.

4. Increase collaborations within communities of color.

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Create: Guiding Statements, Goals, and Objectives

Values Statement

Vision Statement

Mission Statement

Goal

Objective

Objective

Objective

Goal

Objective

Objective

Goal

Objective

Goal

Objective

Objective

Objective

Goal

Objective

Objective

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Create: Set Priorities




Action 4: Write the strategic plan.

Which objectives take priority?

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Setting priorities helps ensure you have not overcommitted resources.

Try to think about what your organization can reasonably accomplish in a given timeframe.

You may need to shift some of the timeframes for your objectives.

One way to help you prioritize is to look at all of your goals and objectives in terms of both impact and urgency.

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Priority Table

Impact Urgency

High

Medium

Low

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Create: Write the Plan




Action 4: Write the strategic plan. Who writes the plan?

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Assign lead recorder(s) and writer(s) early in the process.

Organize the data collected so as to provide useful information. All photos ©Thinkstock

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Review samples of similar strategic plans to provide content and formatting ideas.

Distribute draft plans widely for input and feedback from various contributors.


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Tu Casa

Heart of Texas Council of

Governments

Arizona Coalition to End Sexual and

Domestic Violence


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Strategic Planning Process: Implement

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Importance of Action

“There are risks and costs to action. But they are far less than the long-range risks of comfortable inaction.”

~ John F. Kennedy

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Implement: Define Actions

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Action 1: Define clear and achievable actions.

Action 2: Designate roles and responsibilities.

Action 3: Define a clear timeline.

Why do I need action plans?

Step 4

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Values Statement

Vision Statement

Mission Statement

Goal

Objective

Objective

Objective

Goal

Objective

Objective

Goal

Objective

Action

Action

Goal

Objective

Objective

Objective

Goal

Objective

Objective

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Goal 1 Objective 1.1 Action 1.1.1

Action 1.1.2

Action 1.1.3

Objective 1.2 Action 1.2.1

Action 1.2.2

Goal 2 Objective 2.1 Action 2.1.1

Action 2.1.2

Action 2.1.3

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Goal 1 Increase services to elderly victims of fraud.

Objective 1.1Develop a marketing program to increase elderly victims’ awareness of services

Action 1.1.1

Action 1.1.2

Action 1.1.3

Action 1.1.4

What actions could you suggest to meet the objective of developing a marketing program to increase elderly victims’ awareness of your services?

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Objective 1.1Develop a marketing program to increase elderly victims’ awareness of services

Action 1.1.1 Collect demographic information to create a marketing approach.

Action 1.1.2 Contact state fraud and consumer protection division for data.

Action 1.1.3

Action 1.1.4

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For each action ask:

Will it help us reach the objective?

What are the anticipated costs and benefits?

How will this action affect other objectives?

Do we have the resources to do it?

Does it depend on any other action?

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For each action ask:

Are we capable of completing this action?

How long will it take to complete?

Are there other constraints?

Will any procedural changes be required?

What steps are needed to complete this action and how long will each step take?

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Implement: Designate Roles and Responsibilities

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Step 4

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Roles:

Require knowledge and experience.

Allow problem-solving and decision-making.

Include accountability.

Responsibilities:

Are not always clearly defined.

Can overlap with roles.

May not have a single person who is accountable.©Thinkstock

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Objective 1.1Develop a social marketing program about elder consumer fraud prevention and victim assistance.

Action 1.1.1 Collect demographic information to create a marketing approach.

Action 1.1.2 Contact state fraud and consumer protection division for data


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Implement: Define a Timeline

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Step 4

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Goals and ObjectivesFY 16

J F M A M J

Goal 1: Increase services to elderly victims of fraud

1.1Develop a marketing program to increase elderly victims’ awareness of services

1.2Increase elder-friendliness of organization and staff

1.3Monitor increase in elderly fraud victim services

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Before setting timelines, ask:

Are there actions that must be done in sequence?

Are we achieving our objectives by the deadlines?

Are we clear on when each action must be completed?

Are any conflicts anticipated?

Objectives and ActionsJanuary 16

2 3 4 5 6 7

Objective 1.1: Develop a marketing program to increase elderly victims’ awareness of services

1.1.1Collect demographic information to create a marketing approach.

1.1.2Contact state fraud and consumer protection division for data.

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What resources do you need to implement the plan according to the timeline?

What will you do if you don’t have the necessary resources?

©Thinkstock

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Strategic Planning Process: Communicate

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Communicate: Assess Information Needs

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Action 1: Assess information needs.

Action 2: Create a communication plan

Why do I need to communicate the plan? And to whom?

Step 5

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Change

Strategic Plans = Change

©Thinkstock

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Communicate the plan to:

Your strategic planning group

Other clients and stakeholders

Assess each client or stakeholder to determine the information they need from the plan.

©Thinkstock

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You need to communicate your plan to:

Keep team members informed.

Train those who must implement the plan.

Link strategic plan objectives to legislative reform.

Inform partners.

Publicize evaluation outcomes.

Share best practices.

Promote the organization’s vision and mission.

Obtain buy-in.

Obtain funding.103


What might happen if you don’t communicate your plan?

Loss of funding.

Missed opportunities for funding.

Missed deadlines and milestones.

Lack of buy-in for strategic planning objectives.

Lack of feedback for strategic plan.

Lack of understanding goals and objectives.

Missed opportunities to partner.

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What information should you send…and to whom?

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Stakeholder or client

Level of Interest

Information needed

Expected reaction or response

Hohokam Tribal reservation

Generally very high; contacted by reservation elders last year

Establishment of rapecrisis center on reservation (Goal 2, Objective 2.1)

High level of cooperation and enthusiasm from most elders; some resistance from others

Information Needs Assessment

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Communicate: Create a Communication Plan

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Action 1: Assess information needs.

Action 2: Create a communication plan.

Why do I need to communicate the plan? And to whom?

Step 5

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Keep It Simple!www.plainlanguage.gov


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Face-to-face

Training/Workshops

Video Conferences

Social Media

Websites

Videos

Email

Posters

Newsletters

Community Meetings

Press Releases

Brochures

Highly Concerned About Strategic Plan

Not Concerned About Strategic Plan

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Level of Interest

Information needed



Generally very high; contacted by reservation elders last year

Establishment of rapecrisis center on reservation (Goal 2, Objective 2.1)

High level of cooperation and enthusiasm from most elders; some resistance from others

Information Needs Assessment

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Delivery Methods

Give an example of:

1. Who you might want to convey that information to.

2. The delivery method you would use.

Face-to-face

Training/Workshops

Video Conferences

Social Media

Websites

Videos

Email

Posters

Newsletters

Community Meetings

Press Releases

Brochures

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Level of Interest Information needed


Delivery Method


Generally very high Desire to establish rape crisis center on reservation (Goal 2, Objective 2.1)

High level of cooperation and enthusiasm from most elders

Face-to-face meeting with elders

Communication Plan

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Evaluate

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Conclusion

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If you had to begin thestrategic planning processafter this session, do youthink you would be ready?

Of course! Maybe, with a little work Maybe, with a LOT of

work No way

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And a Few Final Words…

"If you don't know where you are going, you are certain to end up somewhere else."

- Yogi Berra

©Thinkstock

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Review of Day 1, Part I - Strategic Planning Laying the Foundation Objectives

After completing this session, you should be able to: Describe why a strategic plan is important. Describe the steps of the strategic planning process. Explain how to prepare for the strategic planning process. Assess whether or not an organization is ready to initiate the strategic planning process. Describe the importance of assessing your organization. Explain how to conduct a SWOT analysis. Determine sources of data for assessing your organization. Describe the common elements of a strategic plan. Develop guiding statements. Develop clear goals and objectives. Identify strategies for setting priorities based on the list of goals and objectives. Discuss the process of writing a strategic plan. Explain why an action plan is important. Describe how to develop an action plan. Explain the importance of communicating and marketing a strategic plan. Discuss how to identify client and stakeholder needs. Explain how to develop a simple communication plan.

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End of Day 1, Part I - Strategic Planning Laying the Foundation

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day 1 part i strategic planning laying the foundation€¦ · day 1, part i: strategic planning...

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