In Support of Strategic Planning
Here are just a few of the underlying reasons for strategic planning.
- Changing times. Times are changing, and as a result there are changing demands in our work. Expectations for what must be achieved are different now so the outcomes and targets we planned to achieve ten years ago may no longer be relevant.
- Efficiency. Time is money as the saying goes, and today greater emphasis is placed on efficiency in both the private and public sectors. Mastering time management, streamlining our pursuits, and focusing our energies has become very important in demonstrating capacity and effective management. We are expected to do more with less – which is true for the private and voluntary sector, not just for literacy. It means that not only must we continue to lobby for more funding, but that we have to get better and more creative in using the resources that we already have.
- Focus. Strategic planning can help literacy agencies focus their efforts on key organizational mandates and goals. A strong focus can lead to increased organizational effectiveness and efficiency.
- Partnerships. Our working environment has changed. Where once we worked as independent agencies, now partnerships of many kinds are encouraged or required. For example, literacy agencies are now part of Employment Ontario (see: www.edu.gov.on.ca/eng/tcu/employmentontario/). In addition, literacy practitioners often work more closely with their colleagues in other sectors and streams as well as with other social service providers in their communities.
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When Strategic Planning is Not Appropriate
Although there are many good reasons for engaging in strategic planning, under certain conditions strategic planning may not be helpful.
- Strategic planning will not be effective when an agency is in crisis. You cannot realistically look into the future and plan for the long-term when next month is in jeopardy. When an agency is in crisis immediate intervention is required, radical surgery and maybe some space and time to heal.
Examples of severe agency crisis might include:
- Sudden departure of key staff, board members or volunteers
- Unexpected withdrawal of significant support i.e. loss of location, funding or partnerships
- Strategic planning is not the solution for conflict. Some people think if they ignore a problem and concentrate on something else, the problem will go away, but experience has taught us that doesn't usually work.
Examples of severe conflict might include:
- Serious personality conflicts within the agency that affect the smooth running of day-to-day operations
- Conflicting priorities, misunderstandings and unresolved issues between the staff and members of the board
- Public contention between an agency and another organization or group in the local community
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Expected Results
Literacy agencies that engage in a strategic planning process can expect some very positive results.
Positive result |
How do you know that? |
Increased effectiveness |
The agency is taking action in the most significant areas as identified in the strategic plan |
Increased efficiency |
The agency spends less time and money on things that are not important and more time is spent on things that are important. |
Increased professional confidence on behalf of the Executive Director |
The E.D. clearly sees the whole picture of agency operations and can speak to any part of it and has documentation to show that the decisions made were the right ones. |
Demonstrated capacity |
The agency has clear evidence to show its ability to meet needs of learners, the community and expectations of the funders. |
Strengthened organizational capacity |
The agency has documented evidence that reflects its usage of accepted good business practices and strong management and leadership. |
Better services to clients |
The agency is better able to make continuous improvements in quality of services offered. |
Increased job satisfaction and learner satisfaction |
Greater efficiency and increased effectiveness leads to greater program success and greater sense of satisfaction on behalf of all stakeholders. |
Transparent relevance |
Information about agency programs and services is up-to-date and relevant to learner, funder and community needs. |
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