The strate

1. STRATEGIC
PLANNING FOR
BOARDS
Bill Taylor
Community Development Area
Educator
University of Wyoming Extension

2. WHAT IS IT?
A deliberative, disciplined approach to producing
fundamental decisions and actions that shape and
guide what an organization is, what it does, and
why.
(John M. Bryson in Strategic Planning for Public and Nonprofit
Organizations, 2011)
• To help leaders & managers successfully
address major issues or challenges

3. HOW IS IT USED?
• Gather, analyze, and synthesize information to
frame choices
• Determine desirable and feasible missions,
goals, strategies, actions
• Effectively address organizational issues &
challenges
• Enhance continuous organizational learning
• Create public value

4. WHEN?
• Upon formation
– Can only forecast a few years in advance
• Most strategic plans are 3-8 years, averaging around 5 years
• When the present plan is close to expiration
– Every 5 years?
• Whenever a major change, internal or external,
affects the organization
– Reorganization, budget change, change in mission,
purpose, clientele, etc.

5. MULTIPLE LEVELS
• Management planning should be done on three
levels
– Strategic goals
• Broad, general goals, directions, enterprises, thrusts for the
organization
– Tactical objectives
• Objectives, plans which support each of the major goals or
enterprises at the strategic level
– Operational plans
• Specific day-to-day tasks, assignments, timelines needed to
carry out the tactical objectives

6. WHAT ARE THE COMPONENTS?
• Not all plans are made the same
– Amount of detail depends somewhat on size,
complexity, management style, etc.
• Possible components
– Strategic Level
• Values
• Vision
• Mission
• Strengths, Weaknesses, Opportunities, Challenges/ Threats
(SWOC/T) Analysis
• Broad Goals

7. – Tactical Objectives
• A tactical level would exist for each strategic goal
• Specific Objectives
– To accomplish the strategic goal
– Operational Plans
• An operational level would exist for each tactical
objective
• Action Steps
• Task Assignments
• Timelines and deadlines
– Implementation Plan
– Monitoring, Measurement of Success

8. HOW LONG?
• How long should the process take?
– For a large, complex organization
• Weeks to months
– For a small board with a closely defined mission
• Several hours to several days

9. VALUE DETERMINATION
• Articulate how the organization will conduct
itself.
– How do we want to treat others and how do we
want to be treated?
– Which are the underlying qualities we hold as
important or inviolate as we go forward?
• E.g. honesty, transparency, customer service,
fiscal responsibility, cooperation
* Values
Statement
Worksheet

10. VISION STATEMENT
The vision statement includes a vivid description of the
organization as it effectively carries out its operations.
• Draw on the beliefs, mission, and environment of the
organization.
• Describe what you want to see in the future.
• Be specific to each organization.
• Be positive and inspiring.
• Do not assume that the system will have the same
framework as it does today.
• Be open to dramatic modifications to current organization,
methodology, teaching techniques, facilities, etc.

11. EXAMPLE VISIONS
• Oxfam: A just world without poverty (5 words)
• Ducks Unlimited is wetlands sufficient to fill the
skies with waterfowl today, tomorrow and
forever. (13 words)
• VFW: Ensure that veterans are respected for their
service, always receive their earned entitlements,
and are recognized for the sacrifices they and
their loved ones have made on behalf of this great
country. (32 words)
*Vision Statement
Worksheet

12. MISSION STATEMENT
• Describes the overall purpose of the organization
• How will this organization achieve the vision?
• Separates the mission of this organization from
other organizations
• Management and employees can infer some order
of priorities in how products and services are
delivered
• The statement against which all actions and
programs of the organization should be referenced

13. EXAMPLE MISSIONS
• "The mission of Catholic Charities is to provide
service to people in need, to advocate for justice
in social structures, and to call the entire church
and other people of good will to do the same."
• "The mission of the Science Museum of Long
Island is to:
– Stimulate and nurture children's natural interest in
science and help them to discover the power of science
through the fun of science.
– Provide science education through hands-on learning.
– Elevate the level of science literacy"
*Mission
Statement
Worksheet

14. SWOC/T ANALYSIS
• Internal Strengths: Resources or capabilities
that help an organization accomplish its
mandates or mission
– Examples:
• Highly skilled and motivated staff
• Board is well-connected to most major external
stakeholders

15. • Internal Weaknesses: Deficiencies in resources
or capabilities that hinder an organization’s
ability to meet its mandates, fulfill its
mission, and create public value.
– Examples:
• Poor internal and external communications
• Unclear mission or vision
• Structural misalignments
• Noncompetitive pay scales
• Low morale
• Inadequate resources

16. • External Opportunities: Outside factors or
situations that the organization can take
advantage of to better fulfill its mission, meet
its mandates, or create public value if any
related challenges or threats can be mitigated.
– Examples:
• New funding source
• New potential service partner
• Chance to modify an outdated mandate
• Opportunity to pay off or refinance debt

17. • External Challenges/Threats: Outside factors
that can affect your organization in a negative
way – making it harder to fulfill its mandates,
or create public value.
– Examples:
• Loss of funding from an external source
• New unfunded mandates
• Poor organizational image or reputation
• Poor union relations
• Lack of public support for key programs
*SWOC/T Worksheets

18. ANALYZE SWOC/T RESULTS
• Use table, chart, board, etc. divided into 4 sections for each
list: Strengths, Weaknesses, Opportunities, Challenges/Threats
• Determine interaction of factors and how to use strengths and
opportunities, mitigate weaknesses and challenges
• Determine Critical Success Factors

19. CRITICAL SUCCESS FACTORS
• The things the organization must do, or criteria
it must meet, in order for it to be successful
– With the external environment
– With key stakeholders
• List those competencies, capabilities, actions
necessary to accomplish these factors
*Critical Success Factor
Worksheet

20. STRATEGIC GOALS
• Long term outcomes
• The broad strokes for the organization
• Stated in general terms and answer:
– “What is it we wish to accomplish over the next three
to five years?”
• Need to be SMART
– Specific
– Measurable
– Attainable
– Related
– Time-based
*SMART Goals Handout

21. GOAL COSTS
• Each goal and objective should have a cost and
timeline attached
– “We will use the latest and most secure inventory
program for customer satisfaction and convenience.”
• Has little meaning until we know how much it will cost to
achieve and when we intend to have it done
• After each goal and objective has a cost and
timeline, prioritize by importance, logical
succession, and resources available
(Each goal will have multiple tactical objectives)
*Strategic Goals Worksheet
*Strategic Goal List Worksheet

22. TACTICAL OBJECTIVES
• Tactical objectives should exist for each
strategic goal
– Goal specific programs, efforts, projects which
accomplish the goal
– Use the same SMART questions to test your
objectives
– Establish a separate objective for each distinct
effort toward goal accomplishment
(Each tactical objective will have multiple
operational plans) *Tactical Objectives Worksheet

23. OPERATIONAL PLANS
• Specific day-to-day plans to accomplish a tactical
objective
• Where the rubber actually meets the road
• Tasks identified
• Personnel assigned
• Resources needed
• Costs incurred
• Task dates and timelines
• Contingency plans
*Operational Plans Worksheet

24. IMPLEMENTATION PLAN
• A strategic plan is a waste of effort unless
implemented
• Write a plan describing how the Strategic Plan
will be implemented
– Steps, dates (for individual goals, for full
implementation), responsibilities, resources
needed, hurdles or challenges to meet, etc.

25. MONITORING PLAN
• Develop a system to monitor the progress of the
Strategic Plan
• Look at the “Measurable” section of each
Strategic Goal and Tactical Objective worksheet
– Determine what needs to be measured to show success
– Establish a monitoring schedule and method to check
the progress of each Goal and Objective
– Establish a reporting schedule or system to keep the
organization informed of the progress in achieved
those Goals and Objectives in the Plan

26. STRATEGIC PLAN
• Pull all of these components together into one
document to share with board members,
stakeholders, clientele, sponsors and supporters,
etc.
• Use it as a constant monitor of activities and
priorities
• Periodically gauge the organization’s progress
against the measurables (monitoring)
• Hold the organization accountable to the Strategic
Plan

27. REFERENCES
• Bryson, John M. Strategic Planning for Public and
Nonprofit Organizations: A Guide to Strengthening and
Sustaining Organizational Achievement. John Wiley &
Sons, 2011.
• Bryson, John M.; Alston, Farnum K. Creating Your
Strategic Plan: A Workbook for Public and Nonprofit
Organizations. John Wiley & Sons, 2011.
• Taylor, William R.; Hewlett, John; Weigel, Randy
Enterprising Rural Families: Making it Work –
Strategic Planning and Goal Setting. University of
Wyoming Extension, 2007.

28. • Free Management Library – Strategic
Planning. http://managementhelp.org/
• Strategic Planning: Understanding the
Process. BoardSource, 2011

29. QUESTIONS? COMMENTS?