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26 Cards in this Set
- Front
- Back
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Mandates |
Usually requirements under law, such as delivering a service or responding to a social need, but may include historical expectations that are not likely to change significantly (i.e., political mandates rather than legal ones). |
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Matching |
Is used to find competitive advantages by matching the strength to opportunities |
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Strategic Issues |
Fundamental policy questions or critical challenges that affect mandates, the organizations values, mission, service level or core business practices. |
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Converting |
Is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. Ex. of conversion strategy is to find new markets. |
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Strategies |
Practical ideas, describing where to commit time and resources |
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Characteristics of Strategies: |
1. They provide structure for developing activities 2. Within the context of the SWOT analysis, strategies establish a way to match strengths with opportunities |
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Example Strategies: |
Streamline the application process, Identify new recruiting methods, learn what attracted current volunteers |
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Values |
Beliefs that are shared among the stakeholders of an organization |
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Values can involves an in-depth exam of five elements: |
-The personal values of the planning team -The values of the organization as a whole -The organization's operation philosophy -The organization's culture -The organization's stakeholders |
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DCJS Environmental Scan |
The scan attempts to identify trends and issues important to the criminal justice system, use these to identify important opportunities and challenges confronting the system, and provide guidance to establish a framework for subsequent strategic planning |
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Six different views of Strategic Planning |
1. ABCs 2. Building Block 3. Strategic Planning Process Cycle 4. Project Management 5. Strategy Change Cycle 6. Creating Public Value |
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Benefits of Strategic Planning |
-Increased effectiveness -Increased Efficiency -Improved understanding and Better Learning -Better Decision Making -Enhanced Organizational Capabilities -Improved communications and public relations -Increased political support |
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Poor excuses for avoiding strategic planning |
-We don't have policy board support -There's no top management support -Strategic planning won't fix everything or lead to perfection -We're too big or too small for strategic planning -We've got a union -We have personnel policies and individual performance goals to take care of this -We don't know where to start -We've already done it -We're perfect already |
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Two VALID reasons not to undertake strategic planning |
1. May not be the best step for an organization whose roof has fallen or a catastrophic event has just occurred. 2. Org lacks the skills, resources or commitment of key decision makers to carry through the process and produce a good plan. |
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DCJS environmental scan topics were "validated" in two ways: |
1. By looking outside of VA for evidence that these topics are major concern 2. By looking within VA for evidence that these are important topics |
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Environmental Scan |
A process to help identify the nature of the topic the planning should address |
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Goals |
Broad statements describing the desired long-term impact of your organization. |
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Goal Example: |
Identify, organize, and train local health professionals and lay people to respond to local emergencies |
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Elements of good Objectives |
1. Provide the specificity needed to decide how best to dedicate time and resources 2. They define how the organization will achieve the goal(s) |
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Example Objective: |
Increase the number of clinical volunteers by 20% within the next 12 months |
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Objectives |
SPECIFIC, measurable statements of the desired immediate or direct outcomes of your organization |
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Action Plans |
Identify the specific steps that will be take to achieve the strategies |
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Action Plan Characteristics |
-each strategy should have a supporting action plan(s) attached to it - Action plans are geared toward operations, procedures and processes -They describe who does what, when it will be completed and how the organization knows when steps are completed |
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3 elements of a good Goal statement: |
1. Effective goal statement describes what the program ultimately wants to accomplish 2. Serves as the basis for decision making and priority setting 3. Provides the "big picture" perspective of what the organization hopes to achieve |
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Strategic Issue Characteristics |
-They involve conflicts of one sort or another -Will evoke participants' emotions -strategic planning focuses on achieving the best fit between an organization and its environment |
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A strategic issue statement should include three elements: |
1. Succinct description 2. List of factors that make the issue a fundamental challenge to the organization 3. Consequences of failure to address the issue |
