Whether dealing with an agency's mission or with one of its specific projects, planning is the process of developing answers to three basic questions. Where are we now?, Where do we want to go? and How are we going to get there?
The first question forces the agency to look at its resources, strengths and weaknesses.
This assessment phase is critical to the planning process. It provides information about what is good and what is not so good in the agency and helps management and board members assess what direction and goals are feasible and logical.
The second question must be answered in both specific and broad terms. The broadest statement of agency direction is captured in the mission statement which indicates the agency's purpose.
Next are the setting of goals and objectives both of a long-term and of a short-term nature. The third question must be answered by specifying activities necessary to accomplish the short-term objectives which, in turn, contribute to the overall mission of the agency.
In simple terms, there are three basic levels of planning in an organization:
· mission or purpose planning;
· long-term strategic planning (two to five years); and
· short-term operational planning (one year).
Planning should begin with the ideal, move on to the realistic strategy of how to work towards the mission and continue through to the detailed planning for this year.
Mission Planning
The board requires a planning process to articulate the mission or vision of the agency.
What is its dream? What is it trying to accomplish? What are the values and beliefs that will guide the decision-making of the agency? Reaching board and staff consensus on the dream is fundamental. Mission planning is a process which should be undertaken once every three to five years. If there is a rapid rate of turnover of both board
members and staff in an agency, mission planning and reviews may be necessary more often.
The result of mission planning should be a clear mission statement that is communicated to all new board members and staff, volunteers, members and granting bodies. It is the cornerstone on which all other planning is based and should identify what difference the agency will make by its existence. A mission statement should not list specific activities, set deadlines or state the quantity of service that will be provided.
If possible, a mission statement should be one sentence which is easily understood so that board members are able to use it as a basis to evaluate whether plans, policies and programs are in keeping with the purpose of the agency. It should also be clear, concise and lively enough that board members, members of the agency and staff can use it to communicate to the public what the agency does. A mission statement should describe the uniqueness of the agency by answering three questions:
· what is the business of the agency? (the needs the agency is attempting to meet);
· whom does the agency serve? (direct and indirect clients); and
· how does the agency fulfill its function? (the uniqueness, the distinctiveness of the agency).
Many agencies already have mission statements. At planning time, the mission statement should be reviewed to ensure it is still understood and relevant. As the environment changes, needs change and thus the scope or nature of the mission changes.
Long-Term Strategic Planning
The mission statement is the basis for developing a long-range plan or strategic plan for the agency. The strategic plan describes the major purposes and direction of an agency.
It allows the agency to set objectives and establish priorities in relation to available resources.
There are many questions that need to be discussed and resolved during the long-range planning process. The first is, where are we now? Answering this question requires a fairly rigorous assessment of the strengths and weaknesses, opportunities and constraints of the agency. Then, given this assessment and considering our mission, where do we want to go within the next five years and what is it going to take in terms of resources to get there?
The long-term plan should articulate specific goals and objectives of the agency in major areas (programs, finance, personnel, operations and public relations). These
organizational goals and objectives determine the "rate of progress" by which the agency will accomplish its mission or purpose.
Without a long-range plan agencies can find that they have no means of assessing whether they are truly moving forward. How much closer are they to realizing the dream? A five-year plan, jointly committed to by the board and staff, acts as a motivational tool as well as an excellent management tool to monitor and evaluate progress.
Long-range planning or strategic planning is reflected in statements of what the agency wishes to accomplish in each major area, or area of emphasis, in the realization of its mission. These statements are referred to as long-term objectives.
Short-Term Operational Planning
The short-term plan is a one-year operational plan that covers each major area of the agency. It is a "slice" of the long-term plan approved by the board which provides a detailed picture of what specific activities are going to be undertaken and the resources needed to accomplish these tasks.
It is often developed by staff, or by staff working with board committees, and is
presented to the board for approval. Short-term plans should be developed for all areas of emphasis, such as programming, operating, fund-raising, board development and public relations.
Short-term objectives further define "where we want to go" by breaking large targets up into less overwhelming smaller targets. They create possibilities out of impossibilities.
Short-term objectives help the agency see what needs to be done in the near future, in order to accomplish something at a later date. If the short-term objectives are well thought-out, and met on schedule, the long-term objectives will be accomplished.
The short-term plan answers the question "given our objectives and goals over the next five years, what are we going to do specifically in each major area, this year?" This plan provides the basis for board monitoring of staff and committee performance.
The short-term plan turns the long-range plan into an action plan and answers the third planning question, "How are we going to get there?". This operational plan identifies activities, tasks, responsibilities, timelines and resources to accomplish the short-term objectives and ensures the long-term objectives are accomplished.
Activities should be recorded to help monitor and control progress towards an objective.
Activities define who is going to do what and when. Having a detailed action plan helps eliminate confusion and contributes to getting things done.
Be sure to keep the short-term operational plan realistic, and be careful not to overload one individual or group within the agency. When calculating required resources, include both financial and human costs. It is beneficial, when preparing the operational plan, to get input from those affected by its implementation.