Tips on Strategic Planning in the Public and Nonprofit Sectors

1. Tips on Strategic Planning in the Public and Nonprofit Sectors by Kathryn E. Newcomer, Director The Trachtenberg School of Public Policy and Public Administration The George Washington University November 28, 2012

2. Diagnose Environment, Create an Inclusive Communication Plan and Engage Stakeholders Develop Strategic Goals with Appropriate PerformanceMeasures Communicate the Intent and Content of the Plan to All Stakeholders Solicit Ongoing Date to Assess Progress and to Refresh the Plan Capacity-enhancing/learning loop Using Strategic Planning to Encourage Learning and Improve Organizational Performance

3. Strategize and Make the Case for Strategic Planning • Establish a sense of relevance and value of strategic planning and convey to stakeholders reasons why the planning process will be fruitful; • Establish a vision for the planning process that can be communicated to stakeholders and effectively executed; • Collaborate with key stakeholders in developing both the planning process and the plan; • Establish a coalition of stakeholders (i.e., a change vanguard) who support the vision and will inspire and encourage other members of the organization to get on board with the effort and “act on the vision.”

4. Key Factors Affecting The Success of the Strategic Planning • The Complexity of the mission and work of the organization. • Stakeholder perceptions and involvement. • The Socio-political-economic environment • The Organization’s Capacity: • Leadership • Receptive Culture • Performance Measurement and Evaluation Resources

5. Kathy’s Top Ten Tips • Authentic top leadership support for the planning process and for real use of the plan is the #1 ingredient. • The leaders tasked with leading the planning effort must be well respected programmatic leaders from key components of the organization (or network). • A communications campaign that explains how the plan both reflects and drives a focus on mission should be created carefully and implemented well. • The planning process must engage key stakeholders – both internal and external to the agency. • Transparency and credibility of the development process, as well as honesty in involving stakeholders is essential. • The plan needs to follow the actual work of the organization. • Development of measures to track achievement of strategic goals should be undertaken at both the top and bottom of the organization (or network of organizational partners). • The measures developed to track the plan need to measure the right things – things that external stakeholders and employees find value in – but not everything. • Targeted evaluation should be included in and flow from the plan but should be realistic, affordable and clearly tied to performance measurement processes. • A strategic plan must be a living document and not replace strategic thinking.

6. Effective Leadership with a Focus on the Public Interest Engagement Mission Achievement The Public Interest Reinforcing Social Political Environment Strategizing Stakeholders Organizational Capacity Implementing

7. Thank you! • newcomer@gwu.edu