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Planning |
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Many of us know something about planning. As managers and volunteer leaders, we are regularly faced with decisions about where we are going and how to get there. Because we cannot forecast the future, effective planning reduces uncertainty and helps manage risk and change. The process of strategic planning is as important as the resulting written document. Working together, staff and volunteers learn more about their organization and constituents, and build understanding, cohesion, and commitment. Good planning helps your organization learn, respond to change, and remain relevant. Basic elements of planning are the same Organizations may plan for varying lengths of time. They gather planning information in different ways. But the planning elements are, essentially, the same. Planning creates your vision and translates that vision into action. Usually the planning process tests the quality and viability of your mission. Through planning, you set goals and outline strategies to achieve these goals. You establish time frames and identify resources to carry out the plan. You establish measures of success and outline how you will monitor progress and handle contingencies. Information shapes your planning Planning decisions should be based on research and experience, not opinion or influence. The organization does not merely conduct an internal dialogue about desired direction. You also look outside, examining trends and community perspectives. Only within the context of community input can you make decisions which justify your existence and future progress. Internally, you examine how you work. Close inspection identifies both strengths and weaknesses. Also you identify the external factors which could affect your ability to act. The written plan The planning process also produces a written document - which anyone ought to be able to read and understand! The plan is used by staff and volunteers to direct and evaluate their activities. Developing an annual plan Annual priority-setting can produce an action plan which integrates the activities of board, senior management, program, and support staff. The annual plan can move from the big picture of organizational priorities down to the performance objectives and appraisal parameters of individual staff. Through this process, you can dramatically improve staff ownership and organization productivity and success. Services
Representative Clients
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Cases:
Kappa Alpha Theta Kappa Alpha Theta International Women's Fraternity asked Joyaux to help it plan for the future. The Fraternity wanted to strengthen its position in a competitive marketplace. The planning process used surveys, focus groups and personal interviews to gather such information as: member satisfaction; image among college and university administrators; and effectiveness of organizational infrastructure. The resulting plan created a cohesive vision for the 150,000 members and 300 international chapters. The plan serves as the road map for program development and member and chapter service. An annual retreat helps the Fraternity monitor progress, adjust goals, and focus efforts. YMCA of Greater Providence The YMCA of Greater Providence was anticipating the next millennium when it contacted Joyaux in 1995. Eight operating divisions came together in a planning process designed to develop an association-wide vision. Market research indicated that the community had many needs which were not being met. Assessment of the YMCA's infrastructure showed how well positioned the agency was to develop the needed services. The resulting strategic plan will move the YMCA into new service areas, an expanded delivery system, and changed governance and management structures. Thereafter, annual planning retreats facilitated by Joyaux helped maintain a strong focus on the strategic vision and change process. In 2001, the YMCA began its next multi-year strategic planning process. Joyaux helped design, manage and facilitate this process again. Sandra Gamm-Feinstein Theatre Sandra Gamm-Feinstein Theatre (formerly Alias Stage) was a new theatre company when Simone Joyaux began working with them. The company needed a business plan which could position them within the theatre marketplace, dominated by one major regional institution. The strategic planning process used a volunteer committee to involve various theatre constituents. Committee members brought perspective to the process and through their involvement, a number of individuals became new - and uniquely well-informed - board members for the theatre. Information was gathered through audience surveys, focus groups, and interviews. By reaching out into the community, the theatre gathered information on trends and also was able to promote awareness of Alias Stage. With this information, the planning committee identified the implications for the theatre’s operations and recommended goals for a multi-year period. In addition to setting overall direction, the business plan targeted market segments and outlined a full-scale audience development plan including promotion and communication strategies. The plan's timetable suggested when the theatre should initiate its next growth steps, including the addition of staff and the changing of location. Criteria for success were stipulated so that the progress of the plan could be evaluated on a regular basis. Association of Fundraising Professionals The Association of Fundraising Professionals (formerly the National Society of Fundraising Executives), is the largest association of professional fundraisers in the world. AFP's chapters - more than 150 on this continent - advance philanthropy through education, training and advocacy. With Simone’s assistance, both the Rhode Island and Northern New England Chapters conducted formal strategic planning processes to decide how they could best serve the community. First, leadership articulated their shared values which would serve as the foundation for decision-making and operations. Then, markets were targeted for research. Chapters contacted AFP members, fundraising executives who were not chapter members, and community funding sources. A customer survey asked what people wanted from their professional association, how they made their choices for programs, and what they valued. Personal interviews were conducted with funding sources to ask their perspectives. Based on this research, the planning committee and consultant tested the mission to see if it was still on target. As necessary, adjustments were made in response to community need. Goals were then determined for a three-year period and strategies and programs to achieve the goals were outlined. These were articulated in terms of measurable objectives and criteria to evaluate progress. Finally, a reasonable timetable was determined and committees and individuals were assigned tasks for implementation. Community Visiting Nurse Agency The Community Visiting Nurse Agency in Attleboro, Massachusetts did not yet have a strategic plan. However, through a board retreat, internal strengths and weaknesses had been identified and the opportunities and threats within the external environment were discussed. The board also highlighted areas for the new year’s focus. Joyaux then designed a process for the senior management team to create an operating agenda for the year. This process integrated the roles of board, management, program, and line staff. Overall agency goals were tied to individual performance objectives and agency evaluation could interface with individual performance appraisal. Later, Simone returned to the agency to design and manage their first long-range strategic planning process. The agency also requested a marketing plan to support the resulting strategic plan. Joyaux Associates designed a process which integrated the strategic and marketing planning components. An extensive research phase ensured quality internal and external information so that the agency could make decisions. Because health care reform was so volatile, the strategic plan had a dual focus: specific goals in established areas of operation; and, a strategic process with detailed criteria to facilitate subsequent decision-making. |
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