STRATEGIC PLANNING

[Pages:80]ORGANIZATIONAL EFFECTIVENESS SERIES

Fiscal Management

Needs

Assessment

Strategic Planning

Grant Writing

Human Resources

Technology Development

Surviving an Audit

Program Development

Volunteer Management

Program Evaluation

Faith-Based Leadership Development

Leadership Development

Board Development

Starting a Nonprofit

STRATEGIC PLANNING

Dear Colleague,

On behalf of the National Minority AIDS Council (NMAC), thank you for picking up this manual and taking a step toward increasing your capacity in this struggle. As we enter the third decade of HIV/AIDS, it is more important than ever to develop our skills and knowledge to better serve our communities and our constituents.

NMAC, established in 1987 as the premier national organization dedicated to developing leadership within communities of color to address the challenge of HIV/AIDS, works to proactively produce and provide skills-building tools to our community. One such tool is the manual that you hold in your hands.

The Technical Assistance, Training and Treatment Division's mission to build the capacity and strength of community-based organizations, community planning groups for HIV prevention and health departments throughout the United States and its territories is supported through a multifaceted approach. This approach includes individualized capacitybuilding assistance, written information (manuals, publications and information provided through NMAC's website and broadcast e-mail messages) and interactive learning experiences (trainings). All components are integral to providing a comprehensive capacitybuilding assistance experience, as opposed to offering isolated instances or random episodes of assistance.

After undergoing a revision of existing curricula and publications and an expansion of our current catalog of subject areas to include more organization infrastructure topics, NMAC is proud to present you with this new manual, Strategic Planning. One of 15 topic areas in which we provide capacity-building assistance, this manual will provide you with detailed information, resources and the knowledge to enhance your capacity to provide muchneeded services in your community.

Our hope is that this revised manual will give you the skills and knowledge to increase your capacity and serve your community at a greater level than ever before. Please feel free to contact us if you would like further information on other services we can provide to you and your community.

Yours in the struggle,

Paul Akio Kawata Executive Director

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Contents

Preface ......................................................................................5 Introduction ...............................................................................7 UNIT 1: Understanding Strategic Planning .................................9

I. A Definition of Strategic Planning .......................................................11 II. The Strategic Planning Process ...........................................................14

UNIT 2: Initiating The Planning Process ....................................19

I. Getting Ready ....................................................................................22 II. Organizing a Strategic Planning Committee .......................................27

UNIT 3: Developing a Mission and Vision ................................33

I. Mission Statements ............................................................................35 II. Vision Statement ................................................................................38

UNIT 4: Conducting an Environmental Assessment .................41

I. Assessing the Environment ................................................................43 II. Competitive Analysis of Programs ......................................................49 III. Identifying Critical Issues ....................................................................52

UNIT 5: Developing Goals, Strategies, and Objectives .............55

I. Defining Strategies, Goals and Objectives ..........................................57 II. Strategies and Goals ...........................................................................57 III. Developing an Annual Operating Plan ................................................63

UNIT 6: Writing the Strategic Plan ...........................................65

I. Writing the Strategic Plan ...................................................................67

Post-training Assessment..........................................................71 Appendix A: Glossary .............................................................73 Appendix B: Frequently Asked Questions ...............................75 Appendix C: Bibliography ........................................................77

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Preface

Organizational Effectiveness

Successful community-based organizations (CBOs) can attribute their success to employing 15 key components that support organizational effectiveness. See the model below.

Ongoing learning and training in each of these areas will allow your organization to meet the needs of your constituents.

For information regarding training in any of these areas, contact the National Minority AIDS Council's Technical Assistance, Training and Treatment Division by telephone at (202) 234-5120 or by e-mail at ta_info@.

ORGANIZATIONAL EFFECTIVENESS MODEL

Organizational Effectiveness

Board Development Faith-Based Leadership Development

Fiscal Management Grant Writing

HIV Prevention Community Planning Human Resources

Leadership Development Needs Assessment

Program Development Program Evaluation Starting a Nonprofit Strategic Planning Surviving an Audit

Technology Development Volunteer Management

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Introduction

Purpose

Nonprofit organizations must have a grounded starting point to effectively accomplish their missions. A strategic plan is a vital tool and an important process that helps an organization reach its goals and achieve success. The purpose of this training manual is to provide learners with the fundamentals of building a successful strategic plan for operating a nonprofit support organization for AIDS advocacy, prevention and treatment. This manual presents information for preparing a strategic plan for people with varying levels of experience in strategic planning.

Learning Objectives

Upon completion of this workshop, learners will be able to:

Explain the importance of a strategic plan. Define the key components of strategic planning. Explain the structure of strategic planning. Initiate the strategic planning process within their organization. Articulate a mission and vision. Conduct an environmental assessment. Explain the differences between strategies, goals and objectives.

Introduction

This manual offers a framework for strategic planning with suggestions developed specifically for nonprofit organizations dedicated to AIDS advocacy and prevention. Those who already have experience with strategic planning will find this a useful refresher and "source book" of fundamental techniques. Those without such experience will find this to be a comprehensive tool and roadmap to use in building a strategic plan. This workbook defines what strategic planning is -- and is not -- and explains how to make the best use of the strategic planning process.

When strategic planning works, it is both a creative and a participatory process that builds new insights into helping a group pursue its mission. It is also an important tool that, when used correctly, can help AIDS service organizations achieve their goals. But, a tool's effectiveness ultimately depends on how well it is used. With this manual, we hope to help learners develop and execute well sound strategic plans that ensure the viability and success of their organizations.

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Pre-training Assessment

The pre-training assessment below is an opportunity for you to check your own knowledge against the information that will be provided in this manual. The correct responses to the assessment are located on page 71.

Pre-training Assessment

Please circle either True or False for the following statements.

1. True 2. True 3. True

4. True 5. True 6. True 7. True 8. True 9. True 10. True

False False False

False False False False False False False

Strategic planning is the same thing as long-term planning.

Organizations should have a strategic plan, regardless of whether or not they are ready to plan.

Four key criteria for building a strategic plan are having a mission and values; environmental assessment; developing strategies, goals and objectives; and writing the strategic plan.

Strategic planning prepares for an exact result desired in the future.

Strategic planning is not necessary in nonprofit organizations.

Only one individual is needed to develop and build a strategic plan.

The executive director and board chair are the two most important internal individuals for developing a strategic plan.

SWOT stands for strengths, weaknesses, opportunities and threats and helps an organization look internally only.

The critical issues an organization faces help it to determine which strategies it will pursue.

Editing, proofreading, and generally "polishing" a strategic plan are not as important as the project ideas contained within it.

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UNIT 1:

Understanding Strategic Planning

Purpose:

The importance of advance preparation cannot be overemphasized. Before the strategic planning process begins, you will need to complete some background work. You must know as much as possible about your organization, its environment, your staff, the board, funding sources, the intended project and alternative sources for your services. If you do not have all of this information, please don't feel overwhelmed. You will learn what needs to be assembled and where to find it, at a minimum.

Learning Objectives:

By the end of this unit, learners will be able to: Explain the importance of a strategic plan. Define the key components of strategic planning. Explain the structure of strategic planning. Explain the difference between strategic planning and

long-range planning. Describe what a strategic plan is not. State the reasons for strategic planning.

I. A Definition of Strategic Planning

Strategic planning is a management tool for several key purposes: to help an organization do a better job, to focus its energy, to ensure that members are work-

STAKEHOLDER

ing toward the same goals and to assess and adjust its direction in response to an ever-changing environment. Strategic planning provides the master plan an organization uses to achieve its aims. It charts the direction and goals of the entire organization and all aspects of its operation. In short:

Anyone who cares, or should care, about the organization -- anyone who has a "stake" in

Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Bryson, 1988.)

the success or failure of its mission -- is a stakeholder. This encompasses those who must

In addition, strategic planning does the following:

implement the strategic plan, those who benefit

Shares an organization's vision with a large internal and external audience.

from its implementation

Clarifies and makes the organization's mission specific. The process is strategic

and those who could

because it involves choosing how best to respond to the circumstances of the

significantly help or hin-

organization's environment.

der its implementation:

? Nonprofits must respond to dynamic and sometimes even hostile environments. board members, staff

Identifies clients, consumers and stakeholders served by the organization.

(part- and full-time,

Identifies distinctive strengths and weaknesses of the organization.

salaried and volunteer,

Scans the relevant environment to find emerging opportunities and threats for an

current and previous),

organization.

funders (existing, po-

Involves the key people inside and outside the organization in the planning

tential), clients (existing,

process.

past, potential), com-

? The process is about planning because it involves intentionally setting goals

munity leaders, com-

(choosing a desired future) and developing an approach to achieving those

petitors, potential

goals.

collaborators, and other

Creates a context for making choices about possible future directions.

agencies in parallel or

? The process is disciplined in that it calls for a certain order and pattern to keep

related fields.

it focused and productive.

? These choices are fundamental decisions and actions that must be made to

reach a desired future. The plan ultimately is no more (and no less) than a set of deci-

sions about what to do, why to do it, and how to do it.

The strategic planning process can be complex and challenging, but by using the basic ideas outlined above, you can develop and execute a successful strategic plan.

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