Strategic Planning by The Advocacy Foundation, Inc.

The e-Advocate Quarterly Magazine

Strategic Planning Proverbs 24:6-16 | Proverbs 16:3

Proverbs 16:3 Commit your works to the LORD and your plans will be established.

“Helping Individuals, Organizations & Communities Achieve Their Full Potential”

Vol. IV, Issue XIII – Q-1 January| February| March 2018

The Advocacy Foundation

Strategic Planning ...

“Helping Individuals, Organizations & Communities Achieve Their Full Potential

1735 Market Street, Suite 3750 Philadelphia, PA 19102

| 100 Edgewood Avenue, Suite 1690 Atlanta, GA 30303

John C Johnson III, Esq. Executive Director ______

(855) ADVOC8.0 (855) 238-6280 § (215) 486-2120 www.TheAdvocacyFoundation.org Page 2 of 33

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Biblical Authority Proverbs 24:6-16 (MSG) 6

Strategic planning is the key to warfare; to win, you need a lot of good counsel. 7 Wise conversation is way over the head of fools; in a serious discussion they haven't a clue. 8 The person who's always cooking up some evil soon gets a reputation as prince of rogues. 9 Fools incubate sin; cynics desecrate beauty. Rescue the Perishing 10 If you fall to pieces in a crisis, there wasn't much to you in the first place. 11 Rescue the perishing; don't hesitate to step in and help. 12 If you say, "Hey, that's none of my business," will that get you off the hook? Someone is watching you closely, you know - Someone not impressed with weak excuses. 13 Eat honey, dear child - it's good for you - and delicacies that melt in your mouth. 14 Likewise knowledge, and wisdom for your soul Get that and your future's secured, your hope is on solid rock. 15 Don't interfere with good people's lives; don't try to get the best of them. 16 No matter how many times you trip them up, God-loyal people don't stay down long; Soon they're up on their feet, while the wicked end up flat on their faces. (Emphasis added) ______

Proverbs 16:3 (NIV) 3

Commit to the LORD whatever you do, and He will establish your plans.

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Table of Contents ______

Introduction Vision & Mission Statements Goals and Objectives Strategic Planning Outline Methodologies S.W.O.T. Analysis S.M.A.R.T. Goals Exercise 1:

What’s Our Purpose?

Exercise 2:

What Are Our Goals?

Exercise 3:

How Are We Going to Get There?

Questionnaire Civicus Model

Notes

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Introduction ______

Strategic Planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including: 1. SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats); 2. PEST analysis (Political, Economic, Social, and Technological); 3. STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors); and 4. EPISTEL (Environment, Economic and Legal).

Political,

Informatic,

Social,

T echnological,

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions: 1. 2. 3.

"What do we do?" "For whom do we do it?" "How do we excel?"

In business strategic planning, some authors phrase the third question as "How can we beat or avoid competition?". (Bradford and Duncan, page 1). But this approach is more about defeating competitors than about excelling. In many organizations, this is viewed as a process for determining where an organization is going over the next year or - more typically - 3 to 5 years (long term), although some extend their vision to 20 years. In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan." While strategic planning may be used to effectively plot a company's longer -term direction, one cannot use it to reliably forecast how the market will evolve and what issues will surface in the immediate future. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for an organization to survive the turbulent business climate.

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Vision & Mission Statements ______ Vision: Defines the way an organization or enterprise will look in the future. Vision is a long-term view, sometimes describing how the organization would like the world to be in which it operates. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty." Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision. It is sometimes used to set out a "picture" of the organization in the future. A mission statement provides details of what is done and answers the question: "What do we do?" For example, the charity might provide "job training for the homeless and unemployed." Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example values may set the priorities of self sufficiency over shelter. Strategy: Strategy, narrowly defined, means "the art of the general" (from Greek stratigos). A combination of the ends (goals) for which the firm is

striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision. Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement. Others begin with a vision and mission and use them to formulate goals and objectives. While the existence of a shared mission is extremely useful, many strategy specialists question the requirement for a written mission statement. However, there are many models of strategic planning that start with mission statements, so it is useful to examine them here. ď Ž

A Mission statement tells you the fundamental purpose of the organization. It defines the customer and the critical processes. It informs you of the desired level of performance.

ď Ž

A Vision statement outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.

An advantage of having a statement is that it creates value for those who get Page 9 of 33

exposed to the statement, and those prospects are managers, employees and sometimes even customers. Statements create a sense of direction and opportunity. They both are an essential part of the strategy-making process. Many people mistake the vision statement for the mission statement, and sometimes one is simply used as a longer term version of the other. The Vision should describe why it is important to achieve the Mission. A Vision statement defines the purpose or broader goal for being in existence or in the business and can remain the same for decades if crafted well. A Mission statement is more specific to what the enterprise can achieve itself. Vision should describe what will be achieved in the wider sphere if the organization and others are successful in achieving their individual missions. A mission statement can resemble a vision statement in a few companies, but that can be a grave mistake. It can confuse people. The mission statement can galvanize the people to achieve defined objectives, even if they are stretch objectives, provided it can be elucidated in SMART (Specific, Measurable, Achievable, Relevant and Time-bound) terms. A mission statement provides a path to realize the vision in line with its values. These statements have a direct bearing on the bottom line and success of the organization. Which comes first? The mission statement or the vision statement? That depends. If you have a new start up business, new program or plan to reengineer your current services, then the vision will guide the mission statement

and the rest of the strategic plan. If you have an established business where the mission is established, then many times, the mission guides the vision statement and the rest of the strategic plan. Either way, you need to know your fundamental purpose - the mission, your current situation in terms of internal resources and capabilities (strengths and/or weaknesses) and external conditions (opportunities and/or threats), and where you want to go - the vision for the future. It's important that you keep the end or desired result in sight from the start. Features of an effective vision statement include:    

Clarity and lack of ambiguity Vivid and clear picture Description of a bright future Memorable and engaging wording  Realistic aspirations  Alignment with organizational values and culture To become really effective, an organizational vision statement must (the theory states) become assimilated into the organization's culture. Leaders have the responsibility of communicating the vision regularly, creating narratives that illustrate the vision, acting as rolemodels by embodying the vision, creating short-term objectives compatible with the vision, and encouraging others to craft their own personal vision compatible with the organization's overall vision. In addition, mission statements need to be subjected to an internal assessment and an external assessment. The internal assessment should focus on how members inside the organization interpret their mission Page 10 of 33

statement. The external assessment â&#x20AC;&#x201D; which includes all of the businesses stakeholders â&#x20AC;&#x201D; is valuable since it offers a different perspective. These discrepancies between these two assessments can give insight on the organization's mission statement effectiveness. Another approach to defining Vision and Mission is to pose two questions.

Firstly, "What aspirations does the organization have for the world in which it operates and has some influence over?", and following on from this, "What can (and/or does) the organization do or contribute to fulfill those aspirations?". The succinct answer to the first question provides the basis of the Vision Statement. The answer to the second question determines the Mission Statement.

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Goals and Objectives ______ Strategic planning is a very important business activity. It is also important in the public sector areas such as education. It is practiced widely informall y and formall y. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them. One of the core goals when drafting a strategic plan is to develop it in a way that is easil y translatable into action plans. Most strategic plans address high level initiatives and over-arching goals, but don't get articulat ed (transl at ed) into da y-to da y projects and t asks that will be requi red to achi eve the plan. Terminology or word choice, as well as the level a plan is written, are both examples of easy ways to fail at translating your strategic plan in a way that makes sense and is executable to others. Often, plans are filled with concept ual terms which don't tie into da y- to-da y realities for the st aff expect ed to carr y out the plan. The followi ng t erms have been used in strategi c pl anni ng: desired end states, pl ans, poli cies, goals, objectives, strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most common of these concepts are specific, time bound statements of

intended future results and general and continuing statements of inten ded future results, which most models refer to as either goals or objectives (sometimes interchangeabl y). One model of organiz ing obj ecti ves uses hierarchi es. The it ems l is t ed above m ay be organiz ed in a hi erarch y of m eans and ends and numbered as foll ows : Top R ank Obj ecti ve (TR O), S econd R ank Obj ect i ve, Thi rd R ank Obj ect i ve, et c. F rom an y ra nk, t he obj ect i ve i n a l ower rank a nswers t o t he question "How?" and the objective in a higher rank answers to the question "Why? " The exception is the Top Rank Objective (TRO): there is no answer to the "Why? " question. That is how the TRO is defined. People typically have several goals at the same time. "Goal congruency" refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? "Goal hierarchy" consists of the nesting of one or more goals within other goal(s). One approach recommends having short-t erm goals, medium -t erm goals, and long-t erm goals. In this model, one can expect to attain short-term goals fairl y easil y: they stand just slightl y above one's reach. At t he other ext rem e, l ong t erm goals appear ver y di ffi cul t, al most im possi bl e to at t ai n. S trat egi c m anagem ent j argon som eti m es refers t o "Bi g Hai r y Audaci ous Goals" (BHAGs) in this Page 12 of 33

context . Usi ng one goal as a stepping-stone to the next involves goal sequencing. A person or group starts by attaining t he eas y sho rt t erm goal s, t hen s t eps up t o t he m edi um -t erm , t hen t o t he l on g t erm goal s. Goal sequencing can create a "goal stairway". In an

organizational setting, the organization may co -ordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh compatibl y with those of other parts of the organization.

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Strategic Planning Outline ______

The preparatory phase of a business plan relies on planning. The first chapters of a business plan include Analysis of the Current Situation and Marketing Plan Strategy and Objectives. Analysis of The Current Situation - Past Year        

Business trends analysis Market analysis Competitive analysis Market segmentation Marketing-mix SWOT analysis Positioning - analyzing perceptions Sources of information

Marketing Plan Strategy & Objectives - Next Year      

Marketing strategy Desired market segmentation Desired marketing-mix TOWS-based objectives as a result of the SWO Position & perceptual gaps Yearly sales forecast

According to Arieu, "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context" (S.K. Sharman in Human Resource Management: A Strategic Approach to Employment)

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Methodologies ______

ere are many approaches to strategic planning but typically a three-step process may be used:  Situation - evaluate the current situation and how it came about.  Target - define goals and/or objectives (sometimes called ideal state)  Path / Proposal - map a possible route to the goals/objectives

One alternative approach is called Draw-See-Think  Draw - what is the ideal image or the desired end state?  See - what is today's situation? What is the gap from ideal and why?  Think - what specific actions must be taken to close the gap between today's    

situation and the ideal state? Plan – Resources are required to execute the activities? An alternative to the Draw-See-Think approach is called See-Think-Draw See - what is today's situation? Think - define goals/objectives Draw - map a route to achieving the goals/objectives

In other terms strategic planning can be as follows:     

Vision - Define vision and set mission statement: hierarchy of goals & objectives SWOT - Analysis conducted according to the desired goals Formulate - Formulate actions and processes to be taken to attain these goals Implement - Implementation of the agreed upon processes Control - Monitor & get feedback from processes to fully control the operation

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S.W.O.T. Analysis in Community ReEngineering

S.W.O.T. Analysis ______ A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization. 

Strengths: characteristics of the business or project that give it an advantage over others.



Weaknesses: characteristics that place the business or project at a disadvantage relative to others



Opportunities: elements that the project could exploit to its advantage



Threats: elements in the environment that could cause trouble for the business or project

The SWOT analysis has been utilized in community work as a tool to identify positive and negative factors within organizations, communities, and the broader society that promote or inhibit successful implementation of social services and social change efforts. It is used as a preliminary resource, assessing strengths, weaknesses, opportunities, and threats in a community served by a nonprofit or community organization. This organizing tool is best used in collaboration with community workers and/or community members before developing goals and objectives for a program design or implementing an organizing strategy. The SWOT analysis is a part of the planning for social change process and will not provide a strategic plan if used by itself. After a SWOT analysis is completed a social change organization can turn the SWOT list into a series of recommendations to consider before developing a strategic plan. Strengths and Weaknesses: These are the internal factors within an organization.   

Human resources Finances Internal advantages/disadvantages of the Organization  Physical resources  Experiences including what has worked or has not worked in the past Opportunities and Threats: These are external factors stemming from community or societal forces. 

Trends (new research) Page 16 of 33

   

Society’s cultural, economic ideology Funding sources Current events Societal oppression

political,

and

been collected, an analysis of the community can be made which will inform the SWOT analysis Steps for Implementation A SWOT analysis is best developed in a group setting such as a work or community meeting. A facilitator can conduct the meeting by first explaining what a SWOT analysis is as well as identifying the meaning of each term.

Although the SWOT analysis was originally designed as an organizational method for business and industries, it has been replicated in various community work as a tool for identifying external and internal support to combat internal and external opposition. The SWOT analysis is necessary to provide direction to the next stages of the change process. It has been utilized by community organizers and community members to further social justice in the context of Social Work Social Work practice. Application in Community Organization

One way of facilitating the development of a SWOT analysis includes developing an example SWOT with the larger group then separating each group into smaller teams to present to the larger group after set amount of time. This allows for individuals, who may be silenced in a larger group setting, to contribute. Once the allotted time is up, the facilitator may record all the factors of each group onto a large document such as a poster board and then the large group, as a collective, can go work through each threat and weaknesses to explore options that may be used to combat negative forces with the strengths and opportunities present within the organization and community. A SWOT meeting allows participants to creatively brainstorm, identify obstacles and strategize possibly solutions to these limitations.

Elements to Consider When to use SWOT Elements to consider in a SWOT analysis include understanding the community that which a particular organization is working with. This can be done via public forums, listening campaigns, and informational interviews. Data collection will help inform the community members and workers when developing the SWOT analysis. A needs and assets assessment are tooling that can be used in order to identify the needs and existing resources of the community. When these assessments are done and data has

The use of a SWOT analysis by a community organization are as follows: to organize information, provide insight into barriers that may be present while engaging in social change processes, and identify strengths available that can be activated to counteract these barriers. A SWOT analysis can be used to: 

Explore new solutions to problems

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   

 

Identify barriers that will limit goals/objectives Decide on direction that will be most effective Reveal possibilities and limitations for change To revise plans to best navigate systems, communities, and organizations As a brainstorming and recording device as a means of communication To enhance ―credibility of interpretation‖ to be utilized in presentation to leaders or key supporters.

Benefits The SWOT analysis in Social Work practice is beneficial because it helps organizations decide whether or not an objective is obtainable and therefore enables organizations to set achievable goals, objectives, and steps to further the social change or community development effort. It enables organizers to take visions and produce practical and efficient outcomes in order to effect long-lasting change, and it helps organizations gather meaningful information in order to maximize their potential. Completing a SWOT analysis is a

useful process regarding the consideration of key organizational priorities, such as gender and cultural diversity, and fundraising objectives. Limitations Critiques include the misuse of the SWOT analysis as a technique that can be quickly designed without critical thought leading to a misrepresentation of Strengths, Weaknesses, Opportunities and Threats within an organizations internal and external surroundings. Another limitation includes the development of a SWOT analysis simply to defend previously decided goals and objectives. This misuse leads to limitations on brainstorming possibilities and "real" identification of barriers. This misuse also places the organization’s interest above the well being of the community. Further, a SWOT analysis should be developed as a collaborative with a variety of contributions made by participants including community members. The design of a SWOT analysis by one or two community workers is limiting to the realities of the forces specifically external factors, and devalues the possible contributions of community members.

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S.M.A.R.T. Goals ______ SMART is a mnemonic acronym, giving criteria to guide in the setting of objectives, for example in project management, employee performance management and personal development. The letters S and M usually mean specific and measurable. The other letters have meant different things to different authors. SMART criteria are commonly attributed to Peter Drucker's management by objectives concept. The first known use of

Letter

Most common

the term occurs in the November 1981 issue of Management Review by George T. Doran.[2] The principal advantage of SMART objectives is that they are easier to understand, do, and be confident that they have been done. Each letter in SMART and SMARTER refers to a different criterion for judging objectives. Different sources use the letters to refer to different things. Typically accepted criteria are as follows.

Alternative

Specific

Significant, stretching, simple, sustainable

Measurable

Motivational, manageable, meaningful

Achievable

Appropriate, agreed, assignable, attainable, actionable, action-oriented, adjustable, ambitious, aligned with corporate goals, aspirational, acceptable

Relevant

Result-based, results-oriented, resourced, resonant, realistic, reasonable

Time-bound

Time-oriented, time-framed, timed, time-based, timeboxed, time-specific, timetabled, time limited, time/cost limited, trackable, tangible, timely, time-sensitive

Evaluate

Evaluated, evaluate consistently, ethical, excitable, enjoyable, engaging, ecological, evidenced

Reevaluate

Reviewed, rewarded, reassess, revisit, recordable, rewarding, reaching, recognize mastery

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Paul J. Meyer describes the characteristics of S.M.A.R.T. goals in Attitude is Everything. Specific The criterion stresses the need for a specific goal rather than a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important. A specific goal will usually answer the five "W" questions:     

What: What do I want to accomplish? Why: Specific reasons, purpose or benefits of accomplishing the goal. Who: Who is involved? Where: Identify a location. Which: Identify requirements and constraints.

Measurable The second criterion stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its target dates, and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal. A measurable goal will usually answer questions such as:    

How much? How many? How will I know when it is accomplished? Indicators should be quantifiable

Achievable The third criterion stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. The theory states that an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.

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An attainable goal will usually answer the question: 

How: How can the goal be accomplished?

Relevant The fourth criterion stresses the importance of choosing goals that matter. A bank manager's goal to "Make 50 peanut butter and jelly sandwiches by 2:00pm" may be specific, measurable, attainable, and time-bound, but lacks relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support. Relevant goals (when met) drive the team, department, and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal. A relevant goal can answer yes to these questions:     

Does this seem worthwhile? Is this the right time? Does this match our other efforts/needs? Are you the right person? Is it applicable in current socio- economic- technical environment?

Time-bound The fifth criterion stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the SMART goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization. A timebound goal is intended to establish a sense of urgency. A time-bound goal will usually answer the question:    

When? What can I do six months from now? What can I do six weeks from now? What can I do today?

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Exercise 1 Whatâ&#x20AC;&#x2122;s Our Purpose?

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Exercise 2 What Are Our Goals?

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Exercise 3 How Are We Going to Get There?

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Questionnaire Civicus Model

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Strategic Planning Î&#x17E;

PREPARATORY WORK FOR A STRATEGIC PLANNING PROCESS â&#x20AC;&#x201C; INDIVIDUAL

This questionnaire will help participants in a strategic planning process to prepare themselves so they can make a useful contribution to the process. Thinking about our context: 1. What has happened in the past three years in the external environment that could affect our work as an organisation/project?

2. What are the challenges and threats facing us as an organisation/project in our external environment?

What are the opportunities we should be taking advantage of in the environment in order to:

a b

Make us more sustainable as a project/organisation? Help us achieve our vision?

Strategic Planning Toolkit by Janet Shapiro (email: toolkits@civicus.org)

Strategic Planning 4. What information do you have that you think is important to share with others in the strategic planning process?

Thinking about our organisation: 5.

What are the important strengths of our organisation/project?

6. What weaknesses are preventing our organisation/project from achieving its vision?

7. Do you think we are clear about our vision, values and mission? Make some notes about what you think our vision, values and mission are.

Strategic Planning Toolkit by Janet Shapiro (email: toolkits@civicus.org)

Strategic Planning 8. What challenges have we failed to meet in the past two to three years and why have we failed to meet them?

9. What challenges have we met well in the past two to three years and what helped us to meet them?

10. What is the most important outcome that you would like to see emerging from this strategic planning process? Why do you think it is so important?

Strategic Planning Toolkit by Janet Shapiro (email: toolkits@civicus.org)

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Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Page 31 of 33

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