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Strategic Planning Model
Many books and articles depict how best to make strategic planning. and many travel to much greater lengths than this planning response sheet. but our intent here is to show the cardinal stairss that must be taken in the strategic planning procedure. Below is a brief description of the five stairss in the procedure. These stairss are a recommendation. but non the lone formula for making a strategic program ; other beginnings may urge wholly different stairss or fluctuations of these stairss. However. the stairss outlined below describe the basic work that needs to be done and the typical merchandises of the procedure. Thoughtful and originative contrivers will add spice to the mix or elegance to the presentation in order to develop a strategic program that best suits their organisation!

Measure One – Getting Ready
To acquire ready for strategic planning. an organisation must foremost measure if it is ready. While a figure of issues must be addressed in measuring preparedness. the finding basically comes down to whether an organization’s leaders are genuinely committed to the attempt. and whether they are able to give the necessary attending to the “big picture” . For illustration. if a support crisis looms. the laminitis is about to go. or the environment is disruptive. so it does non do sense to take clip out for strategic planning attempt at that clip.

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An organisation that determines it is so ready to get down strategic planning must execute five undertakings to pave the manner for an organized procedure: place specific issues or picks that the planning procedure should turn to clear up functions ( who does what in the procedure )

make a Planning Committee
develop an organisational profile
place the information that must be collected to assist do sound determinations.

The merchandise developed at the terminal of the Step One is a Workplan.

Measure Two – Articulating Mission and Vision
A mission statement is like an introductory paragraph: it lets the reader cognize where the author is traveling. and it besides shows that the author knows where he or she is traveling. Likewise. a mission statement must pass on the kernel of an organisation to the reader. An organization’s ability to joint its mission indicates its focal point and sense of purpose. A mission statement typically describes an organisation in footings of its: Purpose – why the organisation exists. and what it seeks to carry through Business – the chief method or activity through which the organisation tries it carry through this intent Values – the rules or beliefs that guide an organization’s members as they pursue the organization’s intent

Whereas the mission statement summarizes the what. how. and why of an organization’s work. a vision statement presents an image of what success will look like. For illustration. the mission statement of the Support Centers of America is as follows:

The mission of the Support Centers of America is to increase the effectivity of the non-profit-making sector by supplying direction consulting. preparation and research. Our guiding rules are: promote client independency. spread out cultural proficiency. collaborate with others. guarantee our ain competency. act as one organisation.

We envision an of all time increasing planetary motion to reconstruct and regenerate the quality of life in local communities. The Support Centers of America will be a recognized subscriber and leader in that motion.

With mission and vision statements in manus. an organisation has taken an of import measure towards making a shared. consistent thought of what it is strategically be aftering for.

At the terminal of Step Two. a bill of exchange mission statement and a bill of exchange vision statement is developed.

Step Three – Measuring the Situation
Once an organisation has committed to why it exists and what it does. it must take a clear-sighted expression at its current state of affairs. Remember. that portion of strategic planning. thought. and direction is an consciousness of resources and an oculus to the hereafter environment. so that an organisation can successfully react to alterations in the environment. Situation appraisal. therefore. means obtaining current information about the organization’s strengths. failings. and public presentation – information that will foreground the critical issues that the organisation faces and that its strategic program must turn to. These could include a assortment of primary concerns. such as support issues. new plan chances. altering ordinances or altering demands in the client population. and so on. The point is to take the most of import issues to turn to. The Planning Committee should hold on no more than five to ten critical issues around which to form the strategic program.

The merchandises of Step Three include: a information base of quality information that can be used to do determinations ; and a list of critical issues which demand a response from the organisation – the most of import issues the organisation needs to cover with.

Step Four – Developing Schemes. Goals. and Aims
Once an organization’s mission has been affirmed and its critical issues identified. it is clip to calculate out what to make about them: the wide attacks to be taken ( schemes ) . and the general and specific consequences to be sought ( the ends and aims ) . Strategies. ends. and aims may come from single inspiration. group treatment. formal decision-making techniques. and so on – but the bottom line is that. in the terminal. the leading agrees on how to turn to the critical issues.

This can take considerable clip and flexibleness: treatments at this phase often will necessitate extra information or a reevaluation of decisions reached during the state of affairs appraisal. It is even possible that new penetrations will emerge which change the push of the mission statement. It is of import that contrivers are non afraid to travel back to an earlier measure in the procedure and take advantage of available information to make the best possible program.

The merchandise of Step Four is an lineation of the organization’s strategic waies – the general schemes. long-range ends. and specific aims of its response to critical issues.

Measure Five – Completing the Written Plan
The mission has been articulated. the critical issues identified. and the ends and schemes agreed upon. This measure basically involves seting all that down on paper. Normally one member of the Planning Committee. the executive manager. or even a planning adviser will outline a concluding planning papers and submit it for reappraisal to all cardinal determination shapers ( normally the board and senior staff ) . This is besides the clip to confer with with senior staff to find whether the papers can be translated into operating programs ( the subsequent detailed action programs for carry throughing the ends proposed by the strategic program ) and to guarantee that the program answers cardinal inquiries about precedences and waies in sufficient item to function as a usher. Revisions should non be dragged out for months. but action should be taken to reply any of import inquiries that are raised at this measure. It would surely be a error to bury struggle at this measure merely to wrap up the procedure more rapidly. because the struggle. if serious. will necessarily sabotage the authority of the strategic waies chosen by the planning commission.

The merchandise of Step Five is a strategic program!
2 What’s in a vision statement?
[ From hypertext transfer protocol: //www. allianceonline. org/faqs. hypertext markup language ]

Martin Luther King. Jr. said. “I have a dream. ” and what followed was a vision that changed a state. That celebrated address is a dramatic illustration of the power that can be generated by a individual who communicates a compelling vision of the hereafter.

Management writer Tom Peters identified a clear vision of the coveted future province of the organisation as an indispensable constituent of high public presentation.

Widely-read organisational development writer Warren Bennis identified a smattering of traits that made great leaders great. Among them is the ability to make a vision.

So. What Is a Vision and How Do I Get One?

A vision is a guiding image of success formed in footings of a part to society. If a strategic program is the “blueprint” for an organization’s work. so the vision is the “artist’s rendering” of the accomplishment of that program. It is a description in words that conjures up a similar image for each member of the group of the finish of the group’s work together.

There is one cosmopolitan regulation of planning: You will ne’er be greater than the vision that guides you. No Olympic athlete of all time got to the Olympics by error ; a compelling vision of his or her leading public presentation necessarily guides all the perspiration and cryings for many old ages. The vision statement should necessitate the organization’s members to stretch their outlooks. aspirations. and public presentation. Without that powerful. attractive. valuable vision. why fuss?

How a Vision is Used
John Bryson. the writer of Strategic Planning for Public and Nonprofit Organizations. provinces that typically. a vision is “more of import as a usher to implementing scheme than it is to explicating it. ” This is because the development of scheme is driven by what you are seeking to carry through. your organization’s intents. A mission statement answers the inquiries: Why does our organisation be? What concern are we in? What values will steer us? A vision. nevertheless. is more embracing. It answers the inquiry. “What will success look like? ” It is the chase of this image of success that truly motivates people to work together.

A vision statement should be realistic and believable. good articulated and easy understood. appropriate. ambitious. and antiphonal to alter. It should point the group’s energies and serve as a usher to action. It should be consistent with the organization’s values. In short. a vision should dispute and animate the group to accomplish its mission.

The Impact of Vision
John F. Kennedy did non populate to see the accomplishment of his vision for NASA. but he set it in gesture when he said. “By the terminal of the decennary. we will set a adult male on the Moon. ” That dark. when the Moon came out. we could all look out the window and imagine… And when it came clip to allow the tremendous financess necessary to carry through this vision. Congress did non waver. Why? Because this vision spoke strongly to values Americans held beloved: America as a innovator and America as universe leader.

In an astonishing longitudinal survey on end scene. Yale University surveyed the graduating category of 1953 on commencement twenty-four hours. to find if they had written ends for what they wanted their lives to go. Merely three per centum had such a vision. In 1973. the lasting members of the category of 1953 were surveyed once more. The three per centum who had a vision for what they wished their lives would go had accumulated greater wealth than the other 97 per centum combined.

Great wealth. a adult male on the Moon. brother and sistership among the races of the globe… what is your organization’s vision?

Shared Vision
To a leader. the generation of the dream is unimportant. The great leader is the retainer of the dream. the carrier of the myth. the narrative Teller. “It is the thought ( vision ) that unites people in the common attempt. non the personal appeal of the leader. ” writes Robert Greenleaf in Leadership Crisis. He goes on to compose: Optimum public presentation remainders on the being of a powerful shared vision that evolves through broad engagement to which the key leader contributes. but which the usage of authorization can non shape… . The trial of illustriousness of a dream is that it has the energy to raise people out of their moribund ways to a degree of being and associating from which the hereafter can be faced with more hope than most of us can cite today. The Procedure for Making a Vision

Like much of strategic planning. making a vision begins with and relies to a great extent on intuition and dreaming.

As portion of the procedure. you may brainstorm with your staff or your board what you would wish to carry through in the hereafter. Talk about and compose down the values that you portion in prosecuting that vision. Different thoughts do non hold to be a job. Peoples can spur each other on to more audacious and valuable dreams and visions — dreams of altering the universe that they are willing to work hard for.

The vision may germinate throughout a strategic planning procedure. Or. it may organize in one person’s caput in the shower one forenoon! The of import point is that members of an organisation without a vision may labor. but they can non perchance be originative in happening new and better ways to acquire closer to a vision without that vision officially in topographic point. Nonprofit organisations. with many of their staff and board members actively looking for ways to accomplish a vision. have a powerful competitory and strategic advantage over organisations that operate without a vision.

Percepts of Ideal Futures: An Exercise in Forming Vision
This subdivision outlines an exercising you may use to help your organisation in specifying its ain vision. By utilizing this exercising to develop your organisational vision. you may be better assured that the vision statement that is developed is a shared vision.

At a retreat. or even at a board meeting or staff meeting. take an hr to research your vision. Interrupting into little groups helps increase engagement and generate creativeness. Agree on a unsmooth clip frame. say five to ten old ages. Ask people to believe about the undermentioned inquiries: How do you desire your community to be different? What function do you desire your organisation to play in your community? What will success look like?

Then inquire each group to come up with a metaphor for your organisation. and to pull a image of success: “Our organisation is like … a mariachi set – all playing the same music together. or like a train – drawing of import lading and puting the path as we go. or … . ” The value of metaphors is that people get to stretch their heads and experiment with different ways of believing about what success means to them.

Finally. hold all the groups portion their images of success with each other. One individual should ease the treatment and assist the group discuss what they mean and what they hope for. Look for countries of understanding. every bit good as different thoughts that emerge. The end is to happen linguistic communication and imagination that your organization’s members can associate to as their vision for success.

Caution: Do non seek to compose a vision statement with a group. ( Groups are great for many things. but composing is non one of them! ) . Ask one or two people to seek outlining a vision statement based on the group’s treatment. convey it back to the group. and revise it until you have something that your members can hold on and that your leaders portion with enthusiasm. 3 What’s in a mission statement?

[ From hypertext transfer protocol: //www. allianceonline. org/faqs. hypertext markup language ]

In merely a few sentences a mission statement needs to pass on the kernel of your organisation to your stakeholders and to the populace. For illustration: At the Developmental Studies Center we develop. evaluate. and disseminate plans that foster children’s ethical. societal. and rational development. While fostering children’s capacity to believe skilfully and critically. we besides strive to intensify children’s committedness to prosocial values such as kindness. helpfulness. personal duty. and regard for others – qualities we believe are indispensable to taking humane and productive lives in a democratic society.

Frequently. nevertheless. organisations want to state more about who they are. what they are making. and why they are making it. Therefore. another illustration of a mission statement format is illustrated by the mission statement developed by the Forest Service. After a brief statement. the Forest Service uses three pages to lucubrate its mission. vision. and steering rules. Excerpts from the expanded statement include: The phrase. “caring for the land and functioning the people. ” captures the Forest Service mission. As fit Forth in jurisprudence. the mission is to accomplish quality land direction under the sustainable multiple-use direction construct to run into the diverse demands of people.

It includes recommending a preservation ethic…

Vision: We are recognized nationally and internationally as a leader in caring for the land and service people…

Steering Principles: To recognize our mission and vision. we follow 13 guiding rules …

Neither attack is needfully the “right” one for your organisation. What is of import about your mission statement is that one steering set of thoughts is articulated. understood and supported by the organization’s stakeholders. board. staff. voluntaries. givers. clients. and confederates.

The Need for a Mission Statement
In Profiles of Excellence. the Independent Sector lists a clear. agreed upon mission statement foremost among the four primary features of successful non-profit-making organisations. Specifically. the four primary features include: a clear. agreed-upon mission statement

a strong. competent executive manager
a dynamic board of managers
an organization-wide committedness to fundraising.
The primary importance of the mission statement means that failure to clearly province and pass on your organization’s mission can hold harmful effects. including: organisation members can blow clip “barking up the incorrect tree” the organisation may non believe loosely plenty about different possibilities if its mission statement is ill-defined or excessively narrow the organisation may non recognize when it is clip to travel out of concern Finally. the importance of mission statements is summarized rather articulately by Lewis Caroll through the words of the Cheshire Cat in Alice in Wonderland. “If you don’t cognize where you’re traveling. it doesn’t affair which manner you go. ” Indeed!

What Should Be in a Mission Statement?
The undermentioned constructs are critical in specifying “who” your organisation is: The Purpose Statement
The intent statement clearly states what your organisation seeks to carry through: Why does your organisation be? What is the ultimate consequence of your work?

Purpose statements normally include two phrases:
an infinitive that indicates a alteration in position. such as to increase. to diminish. to forestall. to extinguish an designation of the job or status to be changed. An illustration of a purpose statement is “to eliminate homelessness. ”

In specifying intent. it is indispensable to concentrate on results and consequences instead than methods: How is the universe traveling to be different? What is traveling to alter? Therefore. the intent of a mental wellness guidance bureau would ne’er be merely “to provide reding services. ” for that is depicting a method instead than a consequence. Rather. the intent might be “to better the quality of life” for its clients. The Business Statement

This statement outlines the “business ( Es ) ” ( i. e. . activities or plans ) your organisation chooses in order to prosecute its intent. Specifically. you must reply. “What activity are we traveling to make to carry through our intent? ”
For illustration. there are many ways to work on the job of homelessness: to build lodging for homeless persons

to educate the populace and advocator for public policy alterations to supply occupation preparation to stateless persons.

Each of these are different concerns. but they may be different agencies of accomplishing the same intent.

Business statements frequently include the verb “to provide” or associate a purpose statement with the words “by” or “through. ” For illustration: “To eliminate homelessness by supplying occupation preparation to stateless persons. ”

A prophylactic note: If the word “and” is in your intent or concern statement. inquire yourselves. “Are we truly committed to both thoughts connected by the word” and. “or have we merely non been able to accept that one thought is more of import? ” Valuess

Valuess are beliefs which your organization’s members hold in common and enterprise to set into pattern. The values steer your organization’s members in executing their work. Specifically. you should inquire. “What are the basic beliefs that we portion as an organisation? ”

Examples of values include: a committedness to excellent services. invention. diverseness. creativeness. honestness. unity. and so on. Valuess may include beliefs such as: “Eating veggies is more economically efficient and ecologically responsible than eating beef. ” ( Vegetarian Association )

Marvin Weisbord writes in Productive Workplaces that values come alive merely when people are involved in making of import undertakings. Ideally. an individual’s personal values will aline with the spoken and mute values of the organisation. By developing a written statement of the values of the organisation. group members have a opportunity to lend to the articulation of these values. every bit good as to measure how good their personal values and motive match those of the organisation.

The illustration of a mission statement cited at the beginning of this response sheet includes all three elements of what should be included in a mission statement. To reexamine: At the Developmental Studies Center we develop. evaluate. and disseminate plans [ concern ] that surrogate children’s ethical. societal. and rational development [ intent ] . While fostering children’s capacity to believe skilfully and critically. we besides strive to intensify children’s committedness to prosocial values such as kindness. helpfulness. personal duty. and regard for others – qualities we believe are indispensable to taking humane and productive lives in a democratic society [ values ] . Below is another illustration of a mission statement which includes all three elements: The YMCA of San Francisco. based in Judeo-christian heritage [ values ] . seeks to heighten the lives of all people [ purpose ] through plans designed to develop spirit. head and organic structure [ concern ] . In add-on to the three elements discussed supra. you may desire to turn to the undermentioned inquiries in developing your organization’s mission statement: What is the job or necessitate your organisation is seeking to turn to? What makes your organisation unique?

Who are the donees of your work?

Clearly. the replies to the these inquiries could be included in the mission statement or added as amplification of the mission statement.

How To Write a Mission Statement
There is no expression for happening the diction that best expresses the corporate purpose of your organisation. It can be drafted by one individual entirely or after input gathered at leading retreat. The most of import issue is that there is consensus on the replies to the inquiries used in developing the mission statement.

One attack is to utilize clip at a board retreat to discourse these inquiries and happen out where the countries of consensus are and where there are differences. There is a “process” benefit to hashing over an organization’s mission statement every bit good. In the class of treatment and argument. new members are introduced to niceties of an organization’s mission and alterations in the environment. and old members refresh their apprehension of both. As a consequence. the group will hold assurance that the mission statement which emerges ( whether it is a new statement or a rededication to the old mission statement ) is truly an articulation of normally held thoughts.

Groups are good at many things. but one of them is non composing. Have group treatments about large thoughts and constructs and so allow one or two persons bill of exchange and redraft the diction before subjecting a reworked version for the group to react to. It is of import to go around the bill of exchange mission statement a few times to board. staff. and other stakeholders. Some advisers advise organisations to besides seek an outside sentiment from person unfamiliar with the organisation to see how easy the mission statement can be understood.

Mix with passion. humanity and an oculus on the large image. and maintain polishing the mission statement until you have a version that people can actively back up.

4 Using this to the Garfield High School Foundation

We need to pass the face clip ( as suggested in the “Strategic Planning” subdivision above ) to build the Mission and Vision for the Foundation.

In the interim. here are the Mission and Vision Statements for the school.

Garfield High School Mission Statement ( from hypertext transfer protocol: //www. ghs. seattleschools. org/aboutus. php ) To supply a comprehensive and effectual educational experience for all pupils. with chances for accomplishment that encourage skill development. assurance and an grasp of cultural diverseness.

The school staff will utilize a assortment of attacks in actuating pupils to: Addition cognition through critical thought. geographic expedition. and discovery Contribute their cognition. compassion. and leading to society Meet the technological challenges of 21st Century

Take duty for their personal and educational development

Garfield High School Vision Statement: ( from hypertext transfer protocol: //www. ghs. seattleschools. org/aboutus. php ) The vision of Garfield High School is to educate and fix all pupils to go successful in category. socially. and in their hereafter

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