The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model etc. 1) goals-based planning is probably the most common and starts with focus on the organization's mission (and vision and/or values goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when). 2) Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans. 3) Organic strategic planning might start by articulating the organization's vision and values, and then action plans to achieve the vision while adhering to those values. Some planners prefer a particular approach to planning, eg, appreciative inquiry. Some plans are scoped to one year, many to three years, and some to five to ten years into the future.
Defining the keys for success minnesota local
who Should be involved in, planning? How Many Planning meetings Will, we need? Always First do "Plan for a plan". Strategic Analyses - -, taking Wide look around the outside of Organization (Opportunities and diversity Threats) - -, looking Around Inside the Organization (Strengths and weaknesses). Setting Strategic Direction - -, strategizing (identifying goals and methods to achieve them) Understanding Strategy and Strategic Thinking do a swot analysis of Results of looking Outside and Inside the Organization? Other guidelines to Identify Strategic goals and Methods/Strategies to Achieve goals Consider your Business Model (For-Profit and Nonprofit) evaluate your Strategies - - - developing/Updating Mission Statement (the purpose of the organization) - - - developing/Updating Vision Statement (depiction of future state of organization and. monitoring Implementation, evaluating Implementation - and deviating from Plan, If Necessary - - - changing the Plan as Necessary during Implementation - - - guidelines to manage Organizational Change While Implementing the Plan General Resources General Resources Also see planning (Many types). Library's essay Business Planning Blog Library's building a business Blog Library's leadership Blog Library's Project Management Blog Library's Strategic Planning Blog Library's Supervision Blog understanding strategic planning introduction - what is Strategic Planning? There Are various Different views and Models - and the Process you use depends Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning.
Most of the information in that book applies to for-profits, as well. Understanding Strategic Planning, introduction - what is Strategic Planning? some basic Descriptions of Strategic. Planning - and a comparison to business Planning - -, some different Models of Strategic, planning. For-Profit Versus Nonprofit Strategic, planning, benefits of Strategic Planning, when Should Strategic Planning. Various overviews of Strategic Planning, process - -, samples of Plans. Boards and Strategic Planning, conducting Strategic Planning, preparation for Strategic Planning. Guidelines to keep Perspective, during Planning - -, useful skills to have when Planning. Need Consultant or Facilitator to help plan you with Planning?
Step-by-step guidelines to customize and facilitate planners to implement the best strategic planning process to suit the particular nature and needs of their nonprofit. This is one of the few books, if any, that explains how to actually facilitate planning. Includes many online forms that can be downloaded and used by planners. Many materials in this Library's topic about strategic planning are adapted from this book. The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. Also see for For-Profits Business Planning - plan recommended books Business development - recommended books Financing your Business - recommended books Organizational Sustainability - recommended books Product development - recommended books Planning and Project Management - recommended books Also see for Nonprofits Business Planning (nonprofit). Sections of This Topic Include, most of the information in this topic was adapted from the book. Field guide to nonprofit Strategic Planning and Facilitation.
Each of the related topics includes free, online resources. Also, scan the recommended books listed below. They have been selected for their relevance and highly practical nature. Recommended books - strategic Planning For-Profit Specific Nonprofit Specific For-Profit Specific The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a convenient search window is included below the rows of boxes. Nonprofit-Specific field guide to nonprofit Strategic Planning and Facilitation by carter McNamara, published by authenticity consulting, llc.
Values, mission, and Purposes
Developing a values Statement. Values represent the core priorities in the organizations culture, including what drives members priorities and how they truly act in the organization, etc. Values are increasingly important in strategic planning. They often drive the intent and direction for organic planners. Developing a values statement can be quick culture-specific,. Therefore, visit with the participants how they might like to arrive at description of their organizational values. Establish four to six core values from which the organization would like to operate.
Consider values of customers, shareholders, employees and the community. Notice any differences between the organizations preferred values and its true values (the values actually reflected by members behaviors in the organization). Record each preferred value on a flash card, then have each member rank the values with 1, 2, or 3 abortion in terms of the priority needed by the organization with 3 indicating the value is very important to the organization and 1 is least important. Then go through the cards again to rank how people think the values are actually being enacted in the organization with 3 indicating the values are fully enacted and 1 indicating the value is hardly reflected at all. Then address discrepancies where a value is highly preferred (ranked with a 3 but hardly enacted (ranked with a 1). Incorporate into the strategic plan, actions to align actual behavior with preferred behaviors. For the category of Strategic Planning: to round out your knowledge of this Library topic, you may want to review some related topics, available from the link below.
When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations? Developing a vision Statement.
The vision statement includes vivid description of the organization as it effectively carries out its operations. Developing a vision statement can be quick culture-specific,. Therefore, visit with the participants how they might like to arrive at description of their organizational vision. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan,. E., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire.
Resources: What should a mission statement say
Library's, business Planning Blog, library's, leadership Blog, library's. Project Management Blog, library's, strategic essay Planning Blog, developing a mission Statement. Basically, the mission statement describes the overall purpose of the organization. If the organization elects to develop a vision statement before developing the mission statement, ask Why does the the image, the vision exist - what is its purpose? This purpose is often the same as the mission. Developing a mission statement can be quick culture-specific,. E., participants may use methods ranging from highly analytical and rational to highly creative and divergent,. G., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission.
Therefore, the reader might best be served to first read the information in the topic. Sections of This Topic Include, basics in developing a mission Statement. Basics in developing a vision Statement. Basics in developing a values Statement. Also see, related Library topics, also see summary the library's Blogs Related to developing Mission, vision and Values Statements. In addition to the information on this current page, see the following blogs which have posts related to developing Mission, vision and Values Statements. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog.
a small sample of the many possible ways that values statements can embody an organization's commitment to inclusiveness. Overview: building Inclusiveness in your Mission and Values. Examples of Mission Statements with Commitments to diversity/Inclusiveness). Copyright, carter McNamara, mba, phd, authenticity consulting, llc. Adapted from the, field guide to nonprofit Strategic Planning and. Identifying or updating the mission, vision and values statements is usually done during strategic planning.
(Cornell University cooperative extensions University, m commitment to diversity in all staff, volunteers, and essay audiences, including full participation in programs, policy formulation, and decision-making. Recognition of the rights of all individuals to mutual respect; acceptance of others without biases based on differences of any kind. Ability to lead and model diversity throughout the organization and to lead society toward pluralism. commitment to individual and organizational efforts to build respect, dignity, fairness, caring, equality, and self-esteem. Diversity - embrace cross-cultural diversity - adaptable, anti-racist, embracing cultural differences, open to new experiences. (Mennonite mission, p respect and value diverse life challenges, creating an environment that is inclusive of all. (The denver foundation, nverfoundation. Org welcome and respect the diversity of our patients, employees, and physicians.
How to Write
Many organizational values include a statement of commitment to diversity or inclusiveness. An obvious statement would be "we value diversity." Without a further description of what "valuing diversity" means, it may be hard for people to link this statement with their work. Because inclusiveness is about treating people with respect, and because good management and leadership practices are related to successful inclusiveness practices, oftentimes values statements that do not directly relate to inclusiveness can be useful in creating a more inclusive organizational culture. For instance, such values as qualitative "We will treat each other fairly" and "We will value the opinions of others" don't directly mention inclusiveness, but they can promote the development of an inclusive organization. Of course, just because an organization says it has a certain set of values does not mean that those values are a part of the day-to-day practices of the organization. However, even values that your organization aspires to are worthy because they can provide people with opportunities to raise concerns about how an organization says it wants to behave and how it actually behaves. This conflict between aspirations and reality can be especially common with values relating to inclusiveness. So long as there is buy-in at all levels when the values statement is created, statements about inclusiveness are worth including because they will help create internal understanding about the desired shift within the organizational culture. Here are some examples of components of values statements from organizations that relate directly or indirectly to inclusiveness or diversity: Commitment to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all programs.