Strategic Planning

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Strategic Planning for State/Chapter Associations National College Opportunity Programs Leadership Summit: Securing TRIO’s Future through Grassroots Advocacy March 2012 :

Strategic Planning for State/Chapter Associations National College Opportunity Programs Leadership Summit: Securing TRIO’s Future through Grassroots Advocacy March 2012 Sidney Childs, MAEOPP Past President Trent Ball, MAEOPP President-Elect

What Is A Strategic Plan?:

What Is A Strategic Plan? A strategic plan provides the path an organization will take in the future (whether it will stay on course or follow a different direction than in the past); the predictions of how the environment will change or react to the future; and the calculated risk that the organization will need to bear to move in that direction. During strategic planning, organizations set their priorities for the next two to five years and identify how major resources (fiscal and personnel) will be allocated

Vision and Mission :

Vision and Mission Your strategic planning process begins with defining your organization’s vision and mission. A vision statement is a statement of what the organization hopes and strives to achieve. A mission statement expresses what the organization plans to do. The vision and mission statements are different, yet are connected – the steps taken, plans or programs employed to achieve the mission and vision are the strategy of the organization.

Vision to Mission to Plan:

Vision to Mission to Plan The foundation for setting the organization on course to do the work of its mission, to fulfill its vision , is the plan outlined in the strategy of the organization. The plan drives your activities; The activities are based on your mission; and Successful completion of your mission realizes your vision.

Beginning the Process:

Beginning the Process There are critical components to the process: A group meeting with all board members and related players (often key committee chairs); Conducting a SWOT Analysis of the current state of the organization; Using the information from the SWOT Analysis to set the goals and objectives of the organization; Developing objectives from the goals (using the SMART approach); and Implementing the plan to complete the goals and objectives.

A SWOT Analysis:

A SWOT Analysis To evaluate the environment that the organization is currently working in a SWOT analysis can be performed by the group defined at the beginning of the process. A SWOT analysis reviews the following information in the organization’s environment: S trengths of the Organization; W eaknesses of the Organization; O pportunities for growth of the Organization; and T hreats to the Organization

The SMART Approach:

The SMART Approach Planning and goal setting are the next step after conducting a SWOT analysis. Participants work together to develop long and short term plans with tentative goals using objectives that are SMART: S pecific; M easurable; A ction-oriented; R esponsible; and T ime-targeted We must also use our base: the goals must be ambitious, yet attainable!

Key Points to Remember:

Key Points to Remember To plan successfully: Lay the foundation for the plan (vision & mission); Scan the environment (SWOT analysis); Collect and analyze relevant data (SWOT analysis); Review the data for connections to the vision, mission and values of the organization; Prioritize the needs of and identify the risks to the organization; Design the plan and identify the tactics to be used (SMART) Document and communicate the plan to the membership; Annually review and evaluate the progress and success of the plan; and If the strategy is not working – adapt and change

Challenges and Pitfalls:

Challenges and Pitfalls Plans are not reality. Plans that are designed and not used are not credible. Plans that are not consistently reviewed and updated are useless. Strategic plans are not often viewed as learning tools.

Let’s Review A Few Plans:

Let’s Review A Few Plans Let’s take a look at a few strategic plans Are there any burning questions ? Thank you for attending this session, if you have any further questions feel free to contact us at: Sidney Childs ( [email protected] ) Trent Ball ( [email protected] )