society of animal welfare administrators 2018 management ... · 3.reimagine the process to achieve...
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Dr. Robin Hindsman StaciaGovernance and Leadership Consultant
Sage Consulting Network, Inc. 1
Society of Animal Welfare Administrators2018 Management Conference
Strategic Planning Reimagined – part 1
June 8, 201810:45am ‐12p
Dr. Robin H. Staciarobin@sageconsultingnetwork.comwww.sageconsultingnetwork.com
404 . 973 . 0233
P R I N C I P A L
Sage Consulting Network, Inc.
B O A R D S O U R C E
Senior Governance Consultant
S T A N D A R D S F O R E X C E L L E N C E
An Ethics And Accountability Code For Nonprofit Organizations
L E A N S I X S I G M A P R O C E S S I M P R O V E M E N T
Green Belt
C L I N I C A L P S Y C H O L O G I S T Previous Healthcare Performance Executive
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Today’s Objectives
1. Understanding the strategic planning context,
2. Understand the key elements of any strategic planning process,
3. Reimagine the process to achieve a plan that reflects adaptability, flexibility and innovation; and,
4. Understand how to ensure implementation by focusing on sustainability factors that guide the process.
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Introductions: “consider your experiences with strategic planning”
Introduce yourself to one person and thinking about your experiences with strategic planning –
successes and failures:or no prior experiences
What one thing contributed towards strategic planning successand one thing contributed towards its failure?
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The Strategic Planning Context
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Sustainability ‐ Leadership Imperative
Stability: is a basic level of health or reliability in an organization or an entity. It means that you have enough resources, sufficient strategy etc. for security in short to midterm.
Sustainability – involves having strong organization or “business” systems & practices in place that enable the organization to become or continue to be a high-value community asset over the long-term.
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Priority Actions ‐Sustainability
• Is achieved by systems, practices, policies, and processes.
• Requires an intentional continuous process –ensure strong performance
Mission ‐StrategyOrganizational Structure
Business ModelFunding Plan
Partners ‐ StakeholdersLeadership SuccessionBoard EffectivenessStaffing Model AccountabilityCommunicationPublic Image Org Culture
Continuous Improvement
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Sustainability‐Key InfluencersNonprofits –critical to future economy
Innovation Strategy Intentionality Discipline
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strategic planning requires constructive partnership
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Governing Boards…
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Come in a variety of structures, compositions, etc., but are always where the proverbial “buck stops”:
Granted authority by state and supporters to represent public trust and ensure the organization carries out the purposes for which it was established in a responsible and accountable fashion.
Where organization’s legal responsibilities rest.
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LWI 2017‐ Ratings of Performance Board ResponsibilitiesArea of Board Performance Average Grade
from ExecutivesAverage Grade
from Chairs
Strength Understanding mission A- A-
Financial oversight B+ B+
Legal & ethical oversight B B+
Guiding & supporting the chief executive
B B+
Level of commitment & involvement B B+
Knowledge of programs B B+
SolidPerformance
Understanding board roles & responsibilities
B B
Thinking strategically as a board B B
Adopting & following a strategic plan B- B
Evaluating the chief executive B- B
Monitoring performance against strategic plan
B- B
Community-building & outreach C+ B
Challenge AreasMonitoring legislative & regulatory issues
C B-
Increasing board diversity C C+
Fundraising C C+
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ActivityRate your board’s performance: A ‐ C:
Thinking strategically as a boardAdopting & following a strategic plan
Monitoring performance against the strategic plan
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U N D E R S TA N D I N G S T R AT E G Y
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Strategic Planning
Strategic planning is the practice of looking forward, outside the immediate future for your organization, to reach a particular set of
goals.
It also involves laying out—step‐by‐step—how you’re going to get there.
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ActivityWrite an example of a strategy?
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Activity : Write an example of a strategy?
How the Strategy Statement Fits with Other Statements
SCORECARD
How we will monitor and implement that plan
VISION
What we want to be OR how we see the future as a result of our work
VALUES
What we believe in and how we will behave
MISSION
Why we exist
STRATEGY
What our future game plan –positions will be
THE BASIC ELEMENTS:
Objective
Scope
Advantage
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What is Strategy?
• Strategy: is the positioning of your organization’s focus towards success. This is at the organizational level.
• System‐ Design Perspective
• Objective: is “the” something that you’re trying to achieve • Describes a marker of success
• Action: what you’re going to do to achieve the objective –implementation
• takes place at the individual level – group level
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Winston Churchill (1874 — 1965)
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“Plans are of little importance, but planning is essential.”
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Strategic Planning – Best Practice Process
• Start by clearly defining the “planners roles”.
• Has to include a fresh approach to achieving the Vision for the organization‐ need a Vision.
• Leaders and managers are critical to the process.• include soft insights from personal experiences
• Understanding of the hard data from market and performance
• Stakeholder experiences gathered throughout the organization.
• Need catalyst that aid and encourage participants to think innovatively – not just reshuffling the same issues.
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Strategic Planning ‐ Best Practice Process
• Be visionary and competitive – this is about organizational positioning and impact.
• It’s a method to identify disagreements and options.
• Planning is most effective ‐ includes analysis:• “about breaking down a goal or set of intentions into steps, formalizing those steps so that they can be implemented almost automatically, and articulating the anticipated consequences or results of each step”.
• ( Michael Porter‐ The Economist)
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T H E P L A N
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The Strategic Plan (document)
• A guidance tool – a work in progress.
• It’s fluid and often uncertain – living & breathing documents.
• It helps you craft the organization’s position.
• Creates a platform from which changes is supported and encouraged.
• Ensures the focus on organization and stakeholders are primary.
• Clarifies all roles – organizational, departmental, individual
• The Plan‐ requires consistent refresh – determine the frequency and responsible committee
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Communicate the Strategies
Once you’ve fine-tuned your strategy plan, share it with the entire organization.
The benefits: Aligned behavior Empowered employees Increased effectiveness
Discussion
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L U N C H
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Dr. Robin Hindsman StaciaGovernance and Leadership Consultant
Sage Consulting Network, Inc. 26
Society of Animal Welfare Administrators2018 Management Conference
Strategic Planning Reimagined – part 2
June 8, 20181:30‐ 3:00pm
5/21/2018
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Strategic Planning : Mission & Vision Matters
Is your Mission Statement accurate and relevant?
When was it last reviewed?
Vision Statement‐ a guiding inspirational image of the future that will be created by the impact of your organization.
Does your organization have a Vision Statement?
Is it accurate and relevant?
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Data Matters
• Internal Data • Board – Leadership Team –Employees – Volunteers• SWOT – strengths, weakness, opportunities, threats
• External Data• Performance –Stakeholders‐ Community
• Community Needs Data Data related to your issues
• Analysis
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DataWhat does your organization’s Current Data ?
How varied are your source of data?
What’s the desired Future of your Mission based on data?
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Vision Statement
• A vision statement describes the future aspirations of the organization –either internal level of performance and/or external impact.
• It defines the dream, the long‐term goal, and the unconditional direction where the organization is heading.
• The statement is not tied to future funding, obstacles of any kind, or present availability of resources.
• Typical issues to creating a strong Vision is shortsightedness and lack of innovation and creativity.
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Visioning What’s the Current State?
What’s the desired Future State?Write your Vision for the desired future state
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Strategic Leaders
• How is strategic thinking or planning demonstrated?• top down vs collaborative teams
• Are there catalyst for change? How are they (it) treated?• We tried that already vs what can we do differently, how can we refresh?
• Are there fresh ideals or reshuffling of old concepts? • ( Uber vs Taxi, Blockbuster vs On Demand)
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Strategic Mindset
• Does your organization care about being a winner? Is there a competitive edge?
• Is it safe and acceptable to disagree? Are counter opinions and alternative approaches tolerated?
• How does your organization deal with emerging priorities, urgent considerations and opportunities?
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Sustainability‐Key InfluencersNonprofits –critical to future economy
Innovation Strategy Intentionality Discipline
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Design your organization’s Strategic Planning Process
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P R E S E N TAT I O N S A N D D I S C U S S I O N
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The Road Ahead…
Dr. Robin H. [email protected]
Phone: 404.973.0233
www.linkedin.com/in/robinhstacia
www.sageconsultingnetwork.com
http://standardsforexcellence.org/robin‐stacia/
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