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Values-Based Strategic Planning

Long Range Planning versus Strategic Planning

• A long range plan accomplishes a set of goals with the assumption that
current knowledge of the future is reliable.
• A strategic plan is responsive to a dynamic, changing environment.

Mission Statement Review/Revision

Purpose of this step: To review the organizational mission statement for


congruency with a new vision. The mission statement is a statement of
purpose, a broad description of why we do what we do.

The Community Cycling Center, founded in 1994, broadens access to


bicycling and its benefits through our hands-on programs, volunteer projects,
and neighborhood bike shop.

Development of a Strategic Vision Statement That Sets Future


Direction based on Core Values

Purpose of this step: to develop a strategic vision statement. The vision


statement describes what we want the organization to look like in ideal terms
in the future. The strategic vision statement provides direction and
inspiration for organizational goal setting.

The Community Cycling Center’s 20 year vision is a vibrant community where


people of all backgrounds use bicycles to stay healthy and connected.

Development of a Statement of Core Values

Core values are set of guiding principles that result in a code of behavior.
Together with vision and mission, statements of core values serve as a check
and balance system against which the value of new projects is gauged.
Values clarify and resolve issues, help determine direction, and build
common understanding.

Community Cycling Center Core Values

• Community
• Creativity
• Sustainability
• Diversity
• Accountability

Information Gathering and Analysis


Key elements and tools include:
• Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis;
• Stakeholders engagement
• Written surveys
• One-on-one interviews
• External environment scans
o political
o economic
o social
o technological
o market size and behavior
o constituent behavior and needs
o potential new market entrants
o direct competitors’ performance, strategies, capabilities, and
intentions over which we have no control

Identification of Critical Issues (Strategic Drivers of Change)

Strategic drivers are issues that must be addressed and therefore become
focal points of the plan. Also can be areas of industry- required core
competency that the organization is seriously lacking in, or areas of
debilitating weakness that, if left unaddressed, would negatively impact on
the organization’s ability to perform its core mission. The third major
category of critical issues falls in the domain of external environment, i.e. any
condition, current or anticipated that exists outside the organization.

Development of Strategic Initiatives

Purpose of this step: To move us from our “current state” to our “future
state.”

Critical Strategic Issues

What are the few issues that absolutely must happen to move us forward to
achieve our Vision?

Development of Strategies and Initiatives

Purpose of this step: To identify major directional approaches that will


advance each goal. If a goal identifies what is to be achieved, a strategy
answers the question ‘How?’ Applying the necessary and sufficient rule keeps
strategies to a short list of typically 3-5 for each goal. Initiatives are the
programs, activities or changes indicated by strategies.

Preparation of Work Plans Based on the Strategic Plan


Purpose of this step: To develop work plans based on annual priorities with
corresponding outcome-based objectives, timelines and assignments. This
step gets the plan off the shelf and into action.

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