Chapter 5: Strategic Planning

Welcome to the fifth chapter of the sport governance course, where you will learn about strategic planning as a primary tool in effective leadership and governance.

In this chapter we will explore:

Strategic Planning

Overview

A clear vision, mission, values and strategic plan are primary tools used to provide effective leadership and governance. Without clear direction of where the organization is heading and its current priorities, the Board and management will flounder in making decisions about what to do and what opportunities to seize.

The Board must ensure that the organization has clearly identified goals, strategies for achieving them, and indicators to know when they have been successful. This plan must be shared throughout the organization, with relevancy to and commitment by the stakeholders.

Strategic Planning - Vision, Mission, Values

Roles and responsibilities:

  • Board: create the strategic plan (vision, mission, values, objectives, key performance indicators)
  • Operations: 
    use the vision, mission, values to implement the strategic plan 

What is Strategic Planning?

  • A systematic process through which an organization agrees on - and builds commitment among key stakeholders to - priorities that are essential to its mission and which are responsive to the environment.
  • As a management tool, the process encourages you to ask "Are we doing things right?"
  • As a leadership tool, the process allows you to also consider "Are we doing the right things?"

What is Strategic Management?

Strategic management guides your ongoing planning work by:

  • Adapting processes and systems to reflect new risks, opportunities, lessons learned
  • Determining optimum planning cycle
  • Evolving your terminology, style, formatting
  • Incorporating regular environmental scans
  • Reviewing your structure (governance & operations)
  • Overseeing monitoring and evaluation
  • Involving staff and volunteers

When should strategic planning be done?

The strategic planning process should be scheduled dependent on the nature and needs of the organization and the environment in which the organization operates.

  • Strategic planning should be done when an organization is just getting started. (The strategic plan is usually part of an overall business plan, along with a marketing plan, financial plan and operational/management plan.)
  • Strategic planning should also be done in preparation for a new major venture
  • Strategic planning should also be conducted at least once a year in order to be ready for the coming fiscal year (the financial management of an organization is usually based on a year-to-year, or fiscal year, basis). In this case, strategic planning should be conducted in time to identify the organizational goals to be achieved at least over the coming fiscal year, resources needed to achieve those goals, and funding needed to obtain the resources. These funds are included in budget planning for the coming fiscal year. However, not all phases of strategic planning need be fully completed each year. The full strategic planning process should be conducted at least once every three to four years. As noted above, these activities should be conducted every year if the organization is experiencing tremendous change.
  • Each year, action plans should be updated.
  • Note that, during implementation of the plan, the progress of the implementation should be reviewed at least on a quarterly or semi-annual basis by the Board. Again, the frequency of review depends on the extent of the rate of change in and around the organization.

Key Terms

  • Vision defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long term view, sometimes describing how the organization would like the world in which it operates to be.

  • Mission defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists, who it serves, and what it does to achieve its vision. A mission statement provides details of what is done and answers the question: "What do we do?"

  • Values are beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decision are made. They are often referred to as the glue that connects a mission to a vision statement.

  • Strategic Directions form the basis of the strategic plan. These are defined as the areas of priority ranked by their importance in achieving the organization's mission based on internal and external factors. They provide a clear direction of where the organization is headed over a specific amount of time.

  • Key Activities include the main areas of work that the organization will produce in support of the key directions. These activities will be measurable and must contribute to the achievement of the mission and vision.

  • Expected Results are specific statements of what the organization hopes to achieve linked to each key activity. They reflect the desired end state - the results we are seeking. Our expected results statements will be SMART: specific, measurable, achievable, relevant, and timely.

What steps should we take?

  • A strategic plan is created, communicated and used to guide the organization
  • The values that guide the organization are identified, communicated, understood and internalized
  • Statements of vision and mission are developed and regularly reviewed to ensure relevancy
  • The Board ensures that human and financial resources are aligned with strategic priorities
  • Scanning and assessing the environment are done regularly to ensure the organization and its plan remain relevant and current
  • Performance indicators are established so the organization will know when it is successful.

What does a strategic plan look like?

Things to consider:

  • Ensure the Mission is unique
    A mission statement describes the organization's purpose, what it is trying to achieve and why it exists. A mission includes what the organizations does, for whom, and how. Be sure your mission provides a clear frame of reference for the organization. It should not be so broad that it could describe another organization. 

    A clear and understood Mission statement will help organizations avoid 'mission creep', the tendency to keep growing services and expanding scope without realistic planning and decision-making. Ensure the organization acts within its mission and places restrictions on its activities. A good guideline is "do everything within the mission statement and nothing outside it".

  • Ground the strategic plan in reality - don't make it a 'wish list'
    In strategic planning, creative thinking is encouraged. But too often, participants get carried away and plan well beyond the realities of the organization. When developing the plan make sure current resources (human and financial) and operations are part of the analysis. Ensure the planning process is grounded within a clear statement of reality.

  • Link the plan directly to the budget and priority setting
    Once priorities have been established through a planning process, an Operational Plan is used to align priorities with human and financial resources. If initiatives planned exceed the amount of resources available, further priority setting must be done. By linking priorities from strategic plans to the budget, staff allocation and volunteer capacity, an organization can infuse reality into the plan.

  • Address the 'full plate syndrome'
    When allocating human and financial resources to a strategic plan, in many cases, resources are already dedicated to current initiatives. If the plate is already full, and work is to be added - something must be removed. Continuing to add new initiatives to an already full plate sets the plan up for failure. Strategic planning provides an opportunity to analyze and make decisions --adding and deleting programs and services are some of those decisions.

  • Keep the strategic plan 'off the shelf'
    Too often, development of the plan becomes the end result, not the means to better governance. Think of the plan as a roadmap that is used regularly to assist in making decisions on which direction to take. To keep the plan active, try using the major headings in the plan as a framework for Board agendas, making sure that decisions and reports are focused on the key goals and planned priorities.

  • Help the Board think strategically
    It is easy for Directors to get mired in detail and urgent issues, rather than thinking strategically. Here are strategies to assist. Begin every Board meeting with a review of vision, mission and values. Discuss strategic opportunities regularly and prepare 'what if' scenarios. Have an agenda item on scanning the environment. When dealing with issues, start at the 'principle' level before getting into the details.

  • Is process or product more important?
    The process of developing a strategic plan is as important as the final plan, i.e., the product. The process must include strategic thinking, i.e., what is happening within our organization, and what is happening in the world outside. Looking too narrowly will not provide the vision needed for a relevant, multi-year strategic plan. Equally important is the need to engage stakeholders in order to build ownership and commitment to implementing the strategic plan. Finally, be careful not to get trapped in the process. The process is the means, not the end; the end is clear direction for the organization.

Implementing the Strategic Plan

Overview

Strategic planning is not just about creating an output - the plan. It is about equipping the system with the capacity it needs to be able to implement the plan. Consider how your strategic planning initiative can be designed to not only create a product, but to serve as a leadership tool as well. The key to implementing a strategic plan is to assign goals and responsibilities. Monitoring the progress of the implementation plan and reviewing the strategic plan against implementation will be an ongoing process, most likely requiring modifications to the plan along the way

How do we achieve success?

Communicate

  • Develop a communications plan

  • Develop core messages and share with key stakeholders:

    • Increases awareness, support & buy-in

    • Helps to re-engage key stakeholders following consultation process

    • Inspires action

Examples

  • Video

  • Media release

  • FAQ

  • Podcasts, webcasts, conference calls

  • Key messages for spokespeople

  • Newsletter

  • E-bulletin

  • Promotional materials

Keep it Relevant

  • Plan needs to evolve and adapt in order to maintain relevance

  • Adapt practices and terminology to meet your current needs

  • Look for ways to embed the plan in all aspects of your organization's planning

Examples

  • Conduct environmental scans throughout the year (SWOT, SOAR, Risk analysis, Scenario planning)

  • Explore trends and implications and make adjustments to plan as required

  • Guest speakers and experts

  • Communicate updates regularly to stakeholders

Compass

  • Everything you do is helping you achieve your mission, move towards your vision, reflective of your values

  • Structure follows strategy

  • Prioritize and adapt to new opportunities

  • As a framework to organize your:

    • Annual plans

    • Individual work plans

    • Employee/ volunteer evaluation

Examples
Ask yourself will this activity/decision/action: 

  • Help us accomplish our outcomes/objectives

  • Move us towards our vision

  • Uphold our values & principles

  • Be within our sphere of influence

  • Provide good return on investment

Measure Progress

  • Integrated into the design of the strategic planning process

  • Once plan is approved, develop indicators to demonstrate progress for the plan and activities

  • Customized reporting to tell your "performance" story

    • Board to AGM (using indicators)

    • Strategic Planning Committee to Board (using strategic framework)

    • Staff/Operational Volunteers (using operational plan)

    • External audiences (video, inspirational materials, key messages)

  • Cost of measuring must be less than the value of what is being measured

Examples
Ask:

  • We will know we are successful when we achieve ...

  • We will monitor our progress by collecting this information ...

  • So what difference did we make ...

  • We will report to our stakeholders during the following timeframe ...

  • We will communicate more broadly to other audiences ...

Train & Educate

  • Leverage contributions from volunteers and staff

  • Ensure that you have the knowledge you need to implement your plan

  • Change or update your IT system ... train your staff & volunteers

  • Budget for this appropriately

  • Be patient ... this will not happen overnight

Examples

  • Workshops

  • Training

  • Consultants

  • Mentorship

  • Scheduled meetings

  • IT upgrades: software, information management systems, etc.

Engage

  • Needs to continue once the plan has been approved

  • Proactively communicate to increase support and buy-in

  • Look for ways to involve your members

Examples 

  • A notice to members about the completed plan

  • Consider ratification by members to demonstrate accountability, validate resources spent on plan, to show that 'we heard you', and to create ownership

  • Put a 'call out' to work on committees, participate in working groups, raise funds, etc.

Budget

  • Integrate budgeting into your planning process

  • Ensure budget reflects priorities

  • If something new is added, something needs to come off

  • Ensure plan meets available human/financial resources

  • Use creative processes to help people prioritize

Example

  • Cost/benefit analysis

  • Dotmocracy

  • Paired analysis

Show Early Wins

Capitalize on low hanging fruit:

  • Demonstrates action

  • Progress on little things

  • Creates trust

  • Generates momentum & a sense of possibility

Examples

  • Communicate what you have accomplished

    • newsletters

    • email bulletins

    • website

    • key messages for spokespersons

  • Encourage others to become involved

Celebrate Success

  • Recognize contributions in creative and impactful ways

  • Make people feel valued

  • Creates sense of accomplishment and builds momentum

  • Allow reflection on how far you've come

  • Ensure there is closure

Examples

  • Look for ways to honour those that have made it possible:

    • Use your communications forums to express public gratitude

    • Honour people at AGM

    • Thank you cards, gift cards, flowers, baskets, clothing, etc.

'Can Do' Culture

Recognize that ongoing investment is required to create the right environment that encourages the "doing" in a planned and strategic way.

Examples

  • Keep your vision in front of you

  • Embrace continuous learning and apply it

  • Live your values

  • Meet expectations

  • Get and keep the right people on the bus

 

Recommendations:

Recommendations for implementing a strategic plan successfully:

  • Communicate

  • Keep it Relevant

  • Compass

  • Measure Progress

  • Train & Educate

  • Engage

  • Budget

  • Show Early Wins

  • Celebrate Success

  • 'Can Do' Culture

Summary

In this chapter we learned:

  • That a strategic plan is a management tool, a leadership tool and a systematic process through which an organization agrees on - and builds commitment among key stakeholders to - priorities that are essential to its mission and which are responsive to the environment.

  • The strategic planning process should be scheduled dependent on the nature and needs of the organization and the environment in which the organization operates.

  • The steps to take to create a strategic plan.

  • Recommendations for creating a strategic plan include: Ensure the Mission is unique, Ground the strategic plan in reality - do't make it a 'wish list', Link the plan directly to the budget and priority setting, Address the 'full plate syndrome', Keep the strategic plan 'off the shelf', Help the Board think strategically and Is process or product more important?

  • Strategic planning is not just about creating an output ( the plan). it is about equipping the system with the capacity it needs to be able to implement the plan.

Quiz

Now that you have completed this chapter, go to the quiz and test your knowledge.