STRATEGIC PLANNING

STRATEGIC PLANNING

Strategic Planning

Introduction

Strategic Planning

Strategic planning in its purest form is deceptively simple and is broken down into the following areas: (1) getting organized, (2) situational analysis, (3) setting direction, (4) refinement and plan adoption, and (5) implementation (Barry, 2001). Bryson (2004, p. xii) defines it as 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.” There are noted benefits (the “whats” and “whys”) to strategic planning. One very important benefit is problem solving and refining results by maintaining focused momentum. Another significant benefit is committed communicative teamwork that influences circumstances to reduce, to the extent possible, unintended consequences.

Getting Organized

Barry (2001, p. 24) describes this step as “lay[ing] out a planning process that results in a good plan, builds commitment, and uses people's time well … [to not] result in wasted time, frustration, and low-quality.” This process involves (1) noting why planning is necessary for a nonprofit organization and any concerns voiced by various stakeholders, (2) selecting a leader or steering group to maintain the organization's planning pathway, (3) determining if there is a need for external assistance, (4) outlining a fitting organizational planning process, and (5) getting key stakeholders' procedural commitment and dedication.

Situational Analysis

Barry (20011997, p. 36) describes this step as “tak[ing] a hard look at your organization and the world in which you operate, and then identify[ing] key issues or choices regarding your organization's future … [to] result in a clear, common understanding of your organization's situation as well as a clear definition of the strategic issues and choices the organization faces.” This analysis involves (1) gathering indispensable background data and information for discussions of the nonprofit organization's position and circumstances, (2) having discussions on organizational history, recent progress, purpose and cause, strengths, weaknesses, opportunities, and challenges, and (3) getting concurrence on the most critical matters relating to the organization's potential.

Setting Direction

Barry (2001, p. 52) describes this step as “sort[ing] through [identified] issues, reach[ing] general agreement on the best direction for your organization, and developing] a … strategic plan … [that] describe[s] what your organization intends to accomplish over the next few years, as well as how you will begin to accomplish those goals.” This planning can use the following four approaches:

Critical issues. Use logical ordering with the most essential issues being discussed first followed by the subsequent issues until all issues are addressed.

Scenario. Develop various alternative futures of the nonprofit organization's appearance followed by paramount scenario selection, and determine the transition to the preferred future.

Goals. Set several major targets or guidelines by having organizational departments or divisions plan for the achievement or contribution to the goals.

Alignment. Or get organizational parts to work in sync for mission accomplishment by determining the alignment of its purpose, its programs, and its resources.

Refinement and Adoption

Barry (1997, p. 70) describes this step as “soliciting] comments [from groups or people to] make needed improvements in your plan … [to] fine-tune …[it] into a plan that is right ...