n ew zealand association for christian schools

1. new zealand association for christian schools strategic planning that sticks! paulcampey, partner resolve consulting group

2. this session • Vision into Action • Strategic Plans that stick • Questions

4. what is strategic planning? 1. The process by which an organisation envisions its future and develops the necessary procedures and operations to achieve that future…….or 2. The intentional design for accomplishing what God has called us to do

5. vision in action ! • Enables implementation of the Vision (providing Purpose) • Provides focused Mission Goals (Direction) • Identifies strategies (Action) • Enables Board to undertake policy not management • Overcomes stagnation • Provides accountability • Helps create a culture of review and planning

6. culture of review & planning • Planned, regular reflection on: • Values • Customs • Policies • Practices • Programs • Helps adapt to Changing environments • Integral to building healthy organisational culture / ethos

7. why don’t they stick ? • Resistance to change • Fear • Lack of commitment, apathy • Limited experience with strategic planning • Model too inflexible and can’t cope with the nature of change in ministries • The Plan is too long or complex • Difficulty in incorporating ministry thinking with business thinking • Lack of resources/time • Lack of accountability built in

8. overview • Strategic Plan (3 years) • Core Values and Core Purpose • Vision, Mission Goals • Public document - published • Annual Action Plan (1 year) • Management document • Internal • Includes Mission Goals, Strategies, Performance Indicators, Accountability • Can add more goals / flexible

9. key components of SMP/AAP • Values reflecting beliefs • Core Purpose • Vision • Environment analysis • External / Internal review • Focused Mission Goals • Annual Strategies • Review and assessment

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11. slide 10 • Core Values reflect our foundational Biblical beliefs • Statement of faith sets Biblical beliefs – Core Values move into practical application of beliefs • Ideals or important guides for living and working in community • They set direction in life • Go beyond moral values to include things like authentic communication, good stewardship of resources etc

12. slide 11 • Core Values translate into ministry culture • Core Values are foundational to the whole ministry • Everything must be carried out consistent with our values • How do we know if it’s a core value? • If you took it away then the organisation just would not be recognised – it just would not be the same organisation and would be compromised fundamentally.

13. slide 12 • Core Purpose should be able to last more than 100 years • Articulates WHY we exist fundamentally • Looks past immediate needs and expresses our primary drive for existence at a basic “core” level • eg. “To feed, clothe and house the homeless” is too specific but “to help people in poverty” is core and long lasting.

14. slide 13 A brief statement of intent or purpose “To be or to see” statement

15. slide 14 • Vision helps translate the core purpose into a vision for the current generation • Protected by core values and core purpose • Influenced by: • Personalities / charisma of key players • Environment • Current needs for the ministry

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17. slide 14 • “SPELT” • Social • Political • Economic • Legal • Technological • Measure the impact and issues of changes to the above on our services

18. slide 14 • How are we seen internally and externally ? • Important to develop ownership and stickiness internally and externally • Surveys provide accountability back to the community • Use surveys every 3 years to track development over time

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20. slide 14 • Is what is offered to those we serve • A number of focused goal statements giving more detail on how the Vision will be fulfilled • “How do we get there”

21. slide 14 • The priority areas for the period of the SMP • Usually 5 –15 areas can be identified • Can be structurally based or ministry based • eg. spirituality, service, creativity, responsibility, cooperation, stewardship

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23. slide 14 • In the AAP • Action statements on how the Mission focused Goals are to be implemented • Key tasks that are required • Resources that need to be allocated • Performance indicators (KPI’s) and who is accountable for these • Can be sub ministry or department specific

24. slide 14 • Review and assessment is the role of the Board - signs off on SMP/AAP • Stewards of Core Values, Core Purpose & Vision • Provides high level input • Ensures progress is reported and responds accordingly • Directs the CEO/Executive/Principal • Accountable to moral owners

25. accountable to moral owners • More than just the annual meeting • Regular connection on the progress of the plan • Six mthly or quarterly communication • Beware the sleeping membership • WARNING - Don’t abdicate your delegated responsibility from the members for decisions though • Helps the Board stick to the SMP • Who are your moral owners?

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27. role of the CEO/Executive/Principal • Administers the process • Initiates goal selection process • Manages strategies • Reports progress to the Board • Promotes the plan to staff and the beneficiaries • Accountable to the Board

28. accountable to the Board • Accountability for the SMP is accountability of the CEO/Executive/Principal • Part of the annual appraisal process • Improves motivation to progress and own the plan • Helps to ensure the SMP “sticks” and gains traction

29. Mortals make elaborate plans, but God has the last word. Humans are satisfied with whatever looks good; God probes for what is good. Put God in charge of your work, then what you have planned will take place. - Proverbs 16:1-3 (The Message)

30. more information Paul Campey, Partner, Resolve Consulting Group Phone: +61 2 4324 4800 Email paul@resolveconsulting.net Web www.resolveconsulting.net Free Newsletter and Resources. This presentation available online at www.resolveconsulting.net search on NZACS