Professional Documents
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There are many types of plans used in human service organisations. While the essence of all
plans is the same - answering questions such as where we are going and how we are going
to get there -
we often give them different names depending on what the plan is for.
Some of the different types of plans and the questions they ask and attempt to answer are
listed below.
The Organisation
Strategic Plan
Where are we? Where are we going? Why? How will we get there?
Service Plan
Who are the clients? What will be the benefits to them? How?
Operational Plan
What do we need to do to make it all happen and know we are on track?
Financial Plan
Where is the money coming from? Where is it going to? Will there be enough?
Evaluation Plan
How do we know we are doing a good job? How do we know how to improve what we are
doing?
The Project
Project Plan
What are we trying to achieve? How will we make it happen?
The Team
The Worker
The Clients
Business plans are also called strategic plans, investment plans, expansion plans, operational
plans, annual plans, internal plans, growth plans, product plans, feasibility plans, and many other
names. These are all business plans.
In all these different varieties of business plan, the plan matches your specific situation. For
example, if you're developing a plan for internal use only, not for sending out to banks or
investors, you may not need to include all the background details that you already know.
Description of the management team is very important for investors, while financial history is most
important for banks.
There are a wide variety of formats for a business plan. The particular format and amount of
content included in a plan depends on the complexity of the organization, product or service and
on the demands of those who will use the business plan to make a decision, eg, an investor,
funder, management, Board of Directors, etc.
Overall, the contents of a business plan typically aim to:
1. Describe the venture (new or current organization, product or service), often including its
primary features, advantages and benefits
2. What the organization wants to do with it (buy it, expand it, etc.)
3. Justification that the plans are credible (eg, results of research that indicate the need for
what the organization wants to do)
4. Marketing plans, including research results about how the venture will be marketed (eg,
who the customers will be, any specific groups (or targets) of customers, why they need
the venture (benefits they seek from the venture), how they will use the venture, what
they will be willing to pay, how the venture will be advertised and promoted, etc.)
5. Staffing plans, including what expertise will be needed to build (sometimes included in
business plans) and provide the venture on an ongoing basis
6. Management plans, including how the expertise will be organized, coordinated and led
7. Financial plans, including costs to build the venture (sometimes included in business
plans), costs to operate the venture, expected revenue, budgets for each of the first
several years into the future, when the venture might break-even (begin making more
money overall than it has cost), etc.
8. Appendices (there are a wide variety of materials included in appendices, eg, description
of the overall organization, its other products and/or services, its current staff, etc.)
One of the most common sets of activities in the management is planning. Very simply put,
planning is setting the direction for something -- some system -- and then guiding the system to
follow the direction. There are many kinds of planning in organizations. Common to these many
kinds of planning are various phases of planning and guidelines for carrying them out as
effectively as possible. Information in this document can be referenced as a basis from which to
carry out various kinds of planning, ranging from highly complex to simple and basic. (The library
topic Planning describes a wide variety of plans.) To help make the following information
applicable to as many situations as possible, the scope of the following planning information is to
the "system", which is fully explained below. The following process should be customized by
planners to the meet the needs and nature of the planners and their organizations.
Advertising and promotions plan usually includes what target markets you want to reach, what
features and benefits you want to convey to them, how you will convey it to them (this is often
called your advertising campaign), who is responsible to carry the various activities in the plan
and how much money is budgeted for this effort. Successful advertising depends very much on
knowing the preferred methods and styles of communications of the target markets that you want
to reach with your ads. A media plan and calendar can be very useful, which specifies what
advertising methods are used and when
Strategic Planning
strategic planning determines where an organization is going over the next year or more, how it's
going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually
on the entire organization, while the focus of a business plan is usually on a particular product,
service or program.
There are a variety of perspectives, models and approaches used in strategic planning. The way
that a strategic plan is developed depends on the nature of the organization's leadership, culture
of the organization, complexity of the organization's environment, size of the organization,
expertise of planners, etc. For example, there are a variety of strategic planning models, including
goals-based, issues-based, organic, scenario (some would assert that scenario planning is more
a technique than model), etc. Goals-based planning is probably the most common and starts with
focus on the organization's mission (and vision and/or values), goals to work toward the mission,
strategies to achieve the goals, and action planning (who will do what and by when). Issues-
based strategic planning often starts by examining issues facing the organization, strategies to
address those issues, and action plans. Organic strategic planning might start by articulating the
organization's vision and values and then action plans to achieve the vision while adhering to
those values. Some planners prefer a particular approach to planning, eg, appreciative inquiry.
Some plans are scoped to one year, many to three years, and some to five to ten years into the
future. Some plans include only top-level information and no action plans. Some plans are five to
eight pages long, while others can be considerably longer.
Project Management
Project management is a carefully planned and organized effort to accomplish a specific (and
usually) one-time effort, for example, construct a building or implement a new computer system.
Project management includes developing a project plan, which includes defining project goals
and objectives, specifying tasks or how goals will be achieved, what resources are need, and
associating budgets and timelines for completion. It also includes implementing the project plan,
along with careful controls to stay on the "critical path", that is, to ensure the plan is being
managed according to plan. Project management usually follows major phases (with various titles
for these phases), including feasibility study, project planning, implementation, evaluation and
support/maintenance. (Program planning is usually of a broader scope than project planning, but
not always.)
The term planning implies the working out of sub-components in some degree of detail.
Broader-brush enunciations of objectives may qualify as metaphorical roadmaps.
Planning literally just means the creation of a plan; it can be as simple as making a list. It
has acquired a technical meaning, however, to cover the area of government legislation
and regulations related to the use of resources.
Planning can refer to the planned use of any and all resources, as in the succession of
Five-Year Plans through which the government of the Soviet Union sought to develop the
country. However, the term is most frequently used in relation to planning for the use of
land and related resources, for example in urban planning, transportation planning, and so
forth.
There are a wide variety of formats for a business plan. The particular format and amount
of content included in a plan depends on the complexity of the organization, product or
service and on the demands of those who will use the business plan to make a decision,
eg, an investor, funder, management, Board of Directors, etc.
Nonprofit readers might notice that a business plan is very similar to a well designed
grant proposal. In addition to the above items, a grant proposal might include itemization
of any deficits (when expected expenses exceed expected revenues), which indicates the
need for funding from the particular funder to which the grant proposal is being
submitted. Also, a break-even analysis usually isn't included in a grant proposal.
Quite often, an organization's business planners already know much of what will go into
a business plan (this is true for strategic planning, too). However, development of the
business plan greatly helps to clarify the organization's plans and ensure that key leaders
are all "on the same script". Far more important than the plan document, is the planning
process itself.
General Resources
Related Library Links (to many other types of planning, too)
On-Line Discussion Groups
Business planning usually includes a thorough examination of the idea for a new
product/service, if there's really a market for it, who the competitors are, how the idea is
uniquely positioned to be competitive and noticeable, how the idea will be produced to a
product/service, how much it will cost, how it will be promoted, what overall goals must
be accomplished, how the development and ongoing operations will be managed and
what resources are needed (including money). As noted above, a business plan is a
combination of a marketing plan, financial plan, strategic plan and a
operational/management plan. Here are a variety of perspectives.
Comprehensive Overviews
Be sure to also see "Basics ..." above
Business Plan Outline (FAQ's)
Writing An Effective Business Plan (comprehensive overview and links)
Business Planning (many, well-organized links to other business planning articles)
How to Write a Business Plan (comprehensive overview and links)
Basics
(Nonprofits would also benefit from reading the above major section "For-Profit Business
Plans". See Converting For-Profit Plans to Nonprofit Plans.)
Preparing Nonprofit Business Plan
Introduction and links to other resources
www.businessplan.org (for nonprofits)
One of the most common sets of activities in the management is planning. Very simply
put, planning is setting the direction for something -- some system -- and then guiding the
system to follow the direction. There are many kinds of planning in organizations.
Common to these many kinds of planning are various phases of
planning and guidelines for carrying them out as effectively as
possible. Information in this document can be referenced as a basis
from which to carry out various kinds of planning, ranging from highly
complex to simple and basic. (The library topic Planning describes a
wide variety of plans.) To help make the following information
applicable to as many situations as possible, the scope of the following
planning information is to the "system", which is fully explained below.
The following process should be customized by planners to the meet
the needs and nature of the planners and their organizations.
General Resources
Various Other Perspectives
Related Library Links
On-Line Discussion Groups
One of the most common sets of activities in the management is planning. Very simply
put, planning is setting the direction for something -- some system -- and then working to
ensure the system follows that direction. Systems have inputs, processes, outputs and
outcomes. To explain, inputs to the system include resources such as raw
materials, money, technologies and people. These inputs go through a
process where they're aligned, moved along and carefully
coordinated, ultimately to achieve the goals set for the system.
Outputs are tangible results produced by processes in the system,
such as products or services for consumers. Another kind of result is
outcomes, or benefits for consumers, e.g., jobs for workers, enhanced
quality of life for customers, etc. Systems can be the entire
organization, or its departments, groups, processes, etc. (For an overview
of various systems in organizations, see Basic Definition of Organization and Various
Ways to Look at Organizations.)
Whether the system is an organization, department, business, project, etc., the process of
planning includes planners working backwards through the system. They start from the
results (outcomes and outputs) they prefer and work backwards through the system to
identify the processes needed to produce the results. Then they identify what inputs (or
resources) are needed to carry out the processes.
NOTE: It's not critical to grasp completely accurate definitions of each of the following
terms. It's more important for planners to have a basic sense for the difference between
goals/objectives (results) and strategies/tasks (methods to achieve the results).
Goals
Goals are specific accomplishments that must be accomplished in total, or in some
combination, in order to achieve some larger, overall result preferred from the system, for
example, the mission of an organization. (Going back to our reference to systems, goals
are outputs from the system.)
Strategies or Activities
These are the methods or processes required in total, or in some combination, to achieve
the goals. (Going back to our reference to systems, strategies are processes in the
system.)
Objectives
Objectives are specific accomplishments that must be accomplished in total, or in some
combination, to achieve the goals in the plan. Objectives are usually "milestones" along
the way when implementing the strategies.
Tasks
Particularly in small organizations, people are assigned various tasks required to
implement the plan. If the scope of the plan is very small, tasks and activities are often
essentially the same.
Resources (and Budgets)
Resources include the people, materials, technologies, money, etc., required to implement
the strategies or processes. The costs of these resources are often depicted in the form of
a budget. (Going back to our reference to systems, resources are input to the system.)
NOTE: Different groups of planners might have different names for the following
activities and groups them differently. However, the nature of the activities and their
general sequence remains the same.
NOTE: The following are typical phases in planning. They do not comprise the complete,
ideal planning process.
4. Establish Goals
Based on the analysis and alignment to the overall mission of the system, planners
establish a set of goals that build on strengths to take advantage of opportunities, while
building up weaknesses and warding off threats.
Specific:
For example, it's difficult to know what someone should be doing if
they are to pursue the goal to "work harder". It's easier to recognize
"Write a paper".
Measurable:
It's difficult to know what the scope of "Writing a paper" really is. It's
easier to appreciate that effort if the goal is "Write a 30-page paper".
Acceptable:
If I'm to take responsibility for pursuit of a goal, the goal should be
acceptable to me. For example, I'm not likely to follow the directions of
someone telling me to write a 30-page paper when I also have to five
other papers to write. However, if you involve me in setting the goal so
I can change my other commitments or modify the goal, I'm much
more likely to accept pursuit of the goal as well.
Realistic:
Even if I do accept responsibility to pursue a goal that is specific and
measurable, the goal won't be useful to me or others if, for example,
the goal is to "Write a 30-page paper in the next 10 seconds".
Time frame:
It may mean more to others if I commit to a realistic goal to "Write a
30-page paper in one week". However, it'll mean more to others
(particularly if they are planning to help me or guide me to reach the
goal) if I specify that I will write one page a day for 30 days, rather
than including the possibility that I will write all 30 pages in last day of
the 30-day period.
Extending:
The goal should stretch the performer's capabilities. For example, I
might be more interested in writing a 30-page paper if the topic of the
paper or the way that I write it will extend my capabilities.
Rewarding:
I'm more inclined to write the paper if the paper will contribute to an
effort in such a way that I might be rewarded for my effort.
During regular reviews of implementation of the plan, assess if goals are being achieved
or not. If not, were goals realistic? Do responsible parties have the resources necessary to
achieve the goals and objectives? Should goals be changed? Should more priority be
placed on achieving the goals? What needs to be done?
Finally, take 10 minutes to write down how the planning process could have been done
better. File it away and read it the next time you conduct the planning process.
Chaos Theory
Assembled by Carter McNamara, MBA, PhD
First-Timers | Library Catalog | Library Home Page | Contact Us | Reprint Permission
Authenticity Consulting Home Page | MAP Home Page
Various Perspectives
What is Chaos?
Complexity, Complex Systems and Chaos Theory: @BRINT (tm)
Ted Lumley's Home Page
Complexity Theory: Fact-Free Science or Business Tool?
Bill Huitt's Home Page: Arts & Science
Articles from Emergence: A Journal of Complexity Issues In Organizations and
Management
The CHAOS ThinkSite Home Page
Innovation Network
Risk Management
Assembled by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
First-Timers | Library Catalog | Library Home Page | Contact Us | Reprint Permission
Authenticity Consulting Home Page | MAP Home Page
Introductory
Risk management often focuses on matters of insurance. However, there are several other
major considerations when assessing areas of risk in your business. Read the following
sections in this overall topic, too.
What Kind of Security Measures Should I Take? (very basic overview)
General Resources
OSHWEB: Risk management
Environmental Safety Management
MRPS - Office of Managing Risk and Public Safety
Liberty Mutual Business Insurance
You Can See Useful Books On This Library Topic Right Now!
Just enter the name of this Library topic in the window below and then click on "go"!
Program Planning and Management
Written by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
First-Timers | Library Catalog | Library Home Page | Contact Us | Reprint Permission
Authenticity Consulting Home Page | MAP Home Page
What's a Program?
Varying Uses of the Term "Program"
There are a wide variety of uses of the term "program" in organizations. In it's most
general use, a program is a collection of organizational resources that
is geared to accomplish a certain major goal or set of goals. (For those
of you who read Organizations (an Introduction), you'll recognize that this
definition of a program sounds like that of an organization and a
system. A program is an organization and a system.)
There are similaries and differences in how the term is used in nonprofit and for-profit
organizations. Nonprofits usually refer to programs as ongoing, major services to clients,
for example, a Transportation Program, Housing Program, etc. For-profits often use the
term for very large business efforts that have limited duration and a defined set of
deliverables. Nonprofits and for-profits might refer to programs as a one-time or ongoing
set of activities internal to the organization, for example, a Total Quality Managment
Program, Workplace Safety Program, the Space Program, etc.
(Program planning is usually (but not always) of a broader scope than Project Planning.)
Various Perspectives
What is Project Management?
Overview and Brief Description of Project Management Aspects
Planning a Project
Project Planning
Project Cycle Management
Project Management Productivity Checklist
General Resources
Project Management Glossary
management tools and articles
Michael Greer's Project Management Resources
Project managers resource center
Project Management Institute(PMI)
Project Management Institute communications center
Commercial Solutions Reading Room
Leadership Knowledge Base: Information to Improve Your Leadership Skills.
Project management training, project management books, free project templates, project
Project Manager's Control Tower
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Just enter the name of this Library topic in the window below and then click on "go"!
Strategic Planning
(in nonprofit or for-profit organizations)
Written by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
First-Timers | Library Catalog | Library Home Page | Contact Us | Reprint Permission
Authenticity Consulting Home Page | MAP Home Page
Simply put, strategic planning determines where an organization is going over the next
year or more, how it's going to get there and how it'll know if it got there or not. The
focus of a strategic plan is usually on the entire organization, while the focus of a
business plan is usually on a particular product, service or program.
There are a variety of perspectives, models and approaches used in strategic planning.
The way that a strategic plan is developed depends on the nature of the organization's
leadership, culture of the organization, complexity of the organization's environment, size
of the organization, expertise of planners, etc. For example, there are a variety of strategic
planning models, including goals-based, issues-based, organic, scenario (some would
assert that scenario planning is more a technique than model), etc. Goals-based planning
is probably the most common and starts with focus on the organization's mission (and
vision and/or values), goals to work toward the mission, strategies to achieve the goals,
and action planning (who will do what and by when). Issues-based strategic planning
often starts by examining issues facing the organization, strategies to address those
issues, and action plans. Organic strategic planning might start by articulating the
organization's vision and values and then action plans to achieve the vision while
adhering to those values. Some planners prefer a particular approach to planning, eg,
appreciative inquiry. Some plans are scoped to one year, many to three years, and some
to five to ten years into the future. Some plans include only top-level information and no
action plans. Some plans are five to eight pages long, while others can be considerably
longer.
Quite often, an organization's strategic planners already know much of what will go into
a strategic plan (this is true for business planning, too). However, development of the
strategic plan greatly helps to clarify the organization's plans and ensure that key leaders
are all "on the same script". Far more important than the strategic plan document, is the
strategic planning process itself.
NOTE: For a more recent breakthrough on strategic planning, see the topic Appreciative
Inquiry.
Categories of information on this page include
Gaining Understanding of Strategic Planning
Recommended Approach to Understanding Strategic Planning
Benefits of Strategic Planning
When Should Strategic Planning Be Done?
Various Overviews (basics, key terms, special topics, samples, various models, skills to
have, etc.)
General Resources
General Resources
Related Library Links
On-Line Discussion Groups
Also, in addition to the size of the organization, differences in how organizations carry
out the planning activities are more a matter of the nature of the participants in the
organization -- than its for-profit/nonprofit status. For example, detail-oriented people
may prefer a linear, top-down, general-to-specific approach to planning. On the other
hand, rather artistic and highly reflective people may favor of a highly divergent and
"organic" approach to planning.
Therefore, the reader is encouraged to review a variety of the materials linked from this
page, whether he or she is from a nonprofit or for-profit organization. Items below are
marked as "nonprofit" in case the reader still prefers to focus on information presented in
the context of nonprofit planning. (Readers from nonprofits might consider getting the
"Facilitators Guidebook for Nonprofit Strategic Planning", which is one of the few (if
any) books which include focus on assessing if the board is ready for planning and on
getting and working with a planning facilitator. Call (651) 647-1216.)
Samples of Plans
Strategic plans come in a wide variety of formats, depending on the nature and needs of
the organization.
sample plan
sample plans
sample strategic plan worksheet
2. There is no "perfect" plan. There's doing your best at strategic thinking and
implementation, and learning from what you're doing to enhance what you're doing the
next time around.
3. The strategic planning process is usually not an "aha!" experience. It's like the
management process itself -- it's a series of small moves that together keep the
organization doing things right as it heads in the right direction.
4. In planning, things usually aren't as bad as you fear nor as good as you'd like.
5. Start simple, but start!
Scheduling of Meetings
1. Have each meeting at most two to three weeks apart when planning. It's too easy to
lose momentum otherwise.
2. The most important factor in accomplishing complete attendance to planning meetings
is evidence of strong support from executives. Therefore, ensure that executives a) issue
clear direction that they strongly support and value the strategic planning process, and b)
are visibly involved in the planning process.
The following guidelines will help ensure that the plan is implemented.
(Note that reference to boards of directors is in regard to organizations that are
corporations.
1. When conducting the planning process, involve the people who will be responsible for
implementing the plan. Use a cross-functional team (representatives from each of the
major organization’s products or service) to ensure the plan is realistic and collaborative.
2. Ensure the plan is realistic. Continue asking planning participants “Is this realistic?
Can you really do this?”
3. Organize the overall strategic plan into smaller action plans, often including an action
plan (or work plan) for each committee on the board.
4. In the overall planning document, specify who is doing what and by when (action
plans are often referenced in the implementation section of the overall strategic plan).
Some organizations may elect to include the action plans in a separate document from the
strategic plan, which would include only the mission, vision, values, key issues and goals,
and strategies. This approach carries some risk that the board will lose focus on the action
plans.
5. In an implementation section in the plan, specify and clarify the plan’s implementation
roles and responsibilities. Be sure to detail particularly the first 90 days of the
implementation of the plan. Build in regular reviews of status of the implementation of
the plan.
6. Translate the strategic plan’s actions into job descriptions and personnel performance
reviews.
7. Communicate the role of follow-ups to the plan. If people know the action plans will
be regularly reviewed, implementers tend to do their jobs before they’re checked on.
8. Be sure to document and distribute the plan, including inviting review input from all.
9. Be sure that one internal person has ultimate responsibility that the plan is enacted in a
timely fashion.
10. The chief executive’s support of the plan is a major driver to the plan’s
implementation. Integrate the plan’s goals and objectives into the chief executive’s
performance reviews.
11. Place huge emphasis on feedback to the board’s executive committee from the
planning participants.
Basics
Developing Your Effective SWOT Analysis
The SWOT Analysis
SWOT: Strategic Planning Process Worksheet
Some Basics for Identifying Strategic Issues and Goals (from SWOT, etc.)
Example
Example of a SWOT analysis
Also see:
Setting Employee Goals
Management-by-Objectives (specifics about aligning goals throughout org.)
Project Management (thorough planning and tracking to reach goals)
GENERAL RESOURCES
General Resources
Strategic Planning: numerous articles organized in order of planning process
Learning Institute for Nonprofit Organizations numerous articles regarding nonprofit
planning
Simply put, strategic planning determines where an organization is going over the next
year or more, how it's going to get there and how it'll know if it got there or not. The
focus of a strategic plan is usually on the entire organization, while the focus of a
business plan is usually on a particular product, service or program.
There are a variety of perspectives, models and approaches used in strategic planning.
The way that a strategic plan is developed depends on the nature of the organization's
leadership, culture of the organization, complexity of the organization's environment, size
of the organization, expertise of planners, etc. For example, there are a variety of strategic
planning models, including goals-based, issues-based, organic, scenario (some would
assert that scenario planning is more a technique than model), etc. Goals-based planning
is probably the most common and starts with focus on the organization's mission (and
vision and/or values), goals to work toward the mission, strategies to achieve the goals,
and action planning (who will do what and by when). Issues-based strategic planning
often starts by examining issues facing the organization, strategies to address those
issues, and action plans. Organic strategic planning might start by articulating the
organization's vision and values and then action plans to achieve the vision while
adhering to those values. Some planners prefer a particular approach to planning, eg,
appreciative inquiry. Some plans are scoped to one year, many to three years, and some
to five to ten years into the future. Some plans include only top-level information and no
action plans. Some plans are five to eight pages long, while others can be considerably
longer.
Quite often, an organization's strategic planners already know much of what will go into
a strategic plan (this is true for business planning, too). However, development of the
strategic plan greatly helps to clarify the organization's plans and ensure that key leaders
are all "on the same script". Far more important than the strategic plan document, is the
strategic planning process itself.
NOTE: For a more recent breakthrough on strategic planning, see the topic Appreciative
Inquiry.
Categories of information on this page include
Gaining Understanding of Strategic Planning
Recommended Approach to Understanding Strategic Planning
Benefits of Strategic Planning
When Should Strategic Planning Be Done?
Various Overviews (basics, key terms, special topics, samples, various models, skills to
have, etc.)
General Resources
General Resources
Related Library Links
On-Line Discussion Groups
Also, in addition to the size of the organization, differences in how organizations carry
out the planning activities are more a matter of the nature of the participants in the
organization -- than its for-profit/nonprofit status. For example, detail-oriented people
may prefer a linear, top-down, general-to-specific approach to planning. On the other
hand, rather artistic and highly reflective people may favor of a highly divergent and
"organic" approach to planning.
Therefore, the reader is encouraged to review a variety of the materials linked from this
page, whether he or she is from a nonprofit or for-profit organization. Items below are
marked as "nonprofit" in case the reader still prefers to focus on information presented in
the context of nonprofit planning. (Readers from nonprofits might consider getting the
"Facilitators Guidebook for Nonprofit Strategic Planning", which is one of the few (if
any) books which include focus on assessing if the board is ready for planning and on
getting and working with a planning facilitator. Call (651) 647-1216.)
Samples of Plans
Strategic plans come in a wide variety of formats, depending on the nature and needs of
the organization.
sample plan
sample plans
sample strategic plan worksheet
2. There is no "perfect" plan. There's doing your best at strategic thinking and
implementation, and learning from what you're doing to enhance what you're doing the
next time around.
3. The strategic planning process is usually not an "aha!" experience. It's like the
management process itself -- it's a series of small moves that together keep the
organization doing things right as it heads in the right direction.
4. In planning, things usually aren't as bad as you fear nor as good as you'd like.
5. Start simple, but start!
Scheduling of Meetings
1. Have each meeting at most two to three weeks apart when planning. It's too easy to
lose momentum otherwise.
2. The most important factor in accomplishing complete attendance to planning meetings
is evidence of strong support from executives. Therefore, ensure that executives a) issue
clear direction that they strongly support and value the strategic planning process, and b)
are visibly involved in the planning process.
The following guidelines will help ensure that the plan is implemented.
(Note that reference to boards of directors is in regard to organizations that are
corporations.
1. When conducting the planning process, involve the people who will be responsible for
implementing the plan. Use a cross-functional team (representatives from each of the
major organization’s products or service) to ensure the plan is realistic and collaborative.
2. Ensure the plan is realistic. Continue asking planning participants “Is this realistic?
Can you really do this?”
3. Organize the overall strategic plan into smaller action plans, often including an action
plan (or work plan) for each committee on the board.
4. In the overall planning document, specify who is doing what and by when (action
plans are often referenced in the implementation section of the overall strategic plan).
Some organizations may elect to include the action plans in a separate document from the
strategic plan, which would include only the mission, vision, values, key issues and goals,
and strategies. This approach carries some risk that the board will lose focus on the action
plans.
5. In an implementation section in the plan, specify and clarify the plan’s implementation
roles and responsibilities. Be sure to detail particularly the first 90 days of the
implementation of the plan. Build in regular reviews of status of the implementation of
the plan.
6. Translate the strategic plan’s actions into job descriptions and personnel performance
reviews.
7. Communicate the role of follow-ups to the plan. If people know the action plans will
be regularly reviewed, implementers tend to do their jobs before they’re checked on.
8. Be sure to document and distribute the plan, including inviting review input from all.
9. Be sure that one internal person has ultimate responsibility that the plan is enacted in a
timely fashion.
10. The chief executive’s support of the plan is a major driver to the plan’s
implementation. Integrate the plan’s goals and objectives into the chief executive’s
performance reviews.
11. Place huge emphasis on feedback to the board’s executive committee from the
planning participants.
Basics
Developing Your Effective SWOT Analysis
The SWOT Analysis
SWOT: Strategic Planning Process Worksheet
Some Basics for Identifying Strategic Issues and Goals (from SWOT, etc.)
Example
Example of a SWOT analysis
Also see:
Setting Employee Goals
Management-by-Objectives (specifics about aligning goals throughout org.)
Project Management (thorough planning and tracking to reach goals)
GENERAL RESOURCES
General Resources
Strategic Planning: numerous articles organized in order of planning process
Learning Institute for Nonprofit Organizations numerous articles regarding nonprofit
planning
(Note there are many related topics in the Free Management Library. Be sure to scan the
list of topics below in Related Library Links. Start with subtopics in the topic Career
Development.)
Categories include
Various Perspectives
Related Library Links
On-Line Discussion Groups
Various Perspectives
Basics
The Success Series articles
100 Things I've Learned
Unorganization: The Individual Handbook (an alternative point of view)
Career Development Manual
Career Development Library
Introductory
Risk management often focuses on matters of insurance. However, there are several other
major considerations when assessing areas of risk in your business. Read the following
sections in this overall topic, too.
What Kind of Security Measures Should I Take? (very basic overview)
General Resources
OSHWEB: Risk management
Environmental Safety Management
MRPS - Office of Managing Risk and Public Safety
Liberty Mutual Business Insurance
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Just enter the name of this Library topic in the window below and then click on "go"!
Risk Management
Assembled by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted
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Introductory
Risk management often focuses on matters of insurance. However, there are several other
major considerations when assessing areas of risk in your business. Read the following
sections in this overall topic, too.
What Kind of Security Measures Should I Take? (very basic overview)
General Resources
OSHWEB: Risk management
Environmental Safety Management
MRPS - Office of Managing Risk and Public Safety
Liberty Mutual Business Insurance
(Some of the following materials is adapted from the Field Guide to Leadership and
Supervision.)
(Note that there are separate sections about Leadership Development Planning and
Supervisoral Development Planning.)
This comprehensive publication in published format, written by the author of this library,
provides complete how-to, step-by-step directions for all of the most important activities
in management and supervision.
Field Guide to Leadership and Supervision
General Resources
Related Library Links
On-Line Glossary of Business Terms
On-Line Discussion Groups
This topic in the library provides an excellent opportunity to begin managing your
learning. To learn more about self-directed learning, see
Strong Value of Self-Directed Learning in the Workplace
The following table includes numerous ideas for activities from which to learn about
management, including planning, organizing, leading and coordinating resources.
Conduct Self-Assessments
The following on-line, self-assessments may help, as well, by helping you assess certain
areas of your own management abilities.
Needs Assessments for Management Training and Development
Reference Lists of Areas of Knowledge and Skills Needed in Variety of Roles and
Function
Competencies are lists of the general abilities needed to perform a role. Consider the
following lists for managing yourself and carrying out major functions in management.
List of Knowledge Areas and Skills Associated with Management Activities
On to Refining and Writing Your Learning Objectives and Activities in Your Plan ...
The Guidelines provide additional advice for identifying your learning objectives and
activities. Follow the steps in the following section of the Guidelines until you come to its
section titled "Developing Any Materials You May Need" and then return to the next
section below.
Determining Your Learning Objectives and Activities
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Just enter the name of this Library topic in the window below and then click on "go"!
Search Now:
(Some of the following materials is adapted from the Field Guide to Leadership and
Supervision.)
(Note that there are separate sections about Leadership Development Planning and
Supervisoral Development Planning.)
This comprehensive publication in published format, written by the author of this library,
provides complete how-to, step-by-step directions for all of the most important activities
in management and supervision.
Field Guide to Leadership and Supervision
General Resources
Related Library Links
On-Line Glossary of Business Terms
On-Line Discussion Groups
This topic in the library provides an excellent opportunity to begin managing your
learning. To learn more about self-directed learning, see
Strong Value of Self-Directed Learning in the Workplace
The following table includes numerous ideas for activities from which to learn about
management, including planning, organizing, leading and coordinating resources.
Conduct Self-Assessments
The following on-line, self-assessments may help, as well, by helping you assess certain
areas of your own management abilities.
Needs Assessments for Management Training and Development
Reference Lists of Areas of Knowledge and Skills Needed in Variety of Roles and
Function
Competencies are lists of the general abilities needed to perform a role. Consider the
following lists for managing yourself and carrying out major functions in management.
List of Knowledge Areas and Skills Associated with Management Activities
On to Refining and Writing Your Learning Objectives and Activities in Your Plan ...
The Guidelines provide additional advice for identifying your learning objectives and
activities. Follow the steps in the following section of the Guidelines until you come to its
section titled "Developing Any Materials You May Need" and then return to the next
section below.
Determining Your Learning Objectives and Activities
You Can See Useful Books On This Library Topic Right Now!
Just enter the name of this Library topic in the window below and then click on "go"!
Search
Now:
Various Perspectives
How to Determine Your Workforce Future Needs
Plan Today for Unexpected Tomorrow
HR Planning Tools