The key aspects of the intervention or community and systems changes to be sought are outlined in the action plan. For example, in a program whose mission is to increase youth interest in politics, one of the strategies might be to teach students about the electoral system.
Some of the action steps, then, might be to develop age-appropriate materials for students, to hold mock elections for candidates in local schools, and to include some teaching time in the curriculum. Action steps are developed for each component of the intervention or community and systems changes to be sought. These include:. Of course, once you have finished designing the strategic plan or "VMOSA" for your organization, you are just beginning in this work.
Your action plan will need to be tried and tested and revised, then tried and tested and revised again. You'll need to obtain feedback from community members, and add and subtract elements of your plan based on that feedback.
Everyone has a dream. But the most successful individuals - and community organizations - take that dream and find a way to make it happen. VMOSA helps groups do just that.
This strategic planning process helps community groups define their dream, set their goals, define ways to meet those goals, and finally, develop practical ways bring about needed changes.
In this section, you've gained a general understanding of the strategic planning process. If you believe your organization might benefit from using this process, we invite you to move on to the next sections of this chapter, which explain in some depth how to design and develop your own strategic plan.
The Free Management Library presents a thorough guide to strategic and action planning, plus links to online discussion groups. Imagining Our Dream Community provides guidance for visualizing your organization's ideal community.
The Ruckus Society offers an Action Planning Manual that discusses strategies for nonviolent direct action.
The Strategic Planning Process outlines 8 steps to developing a customized strategic plan for a coalition. Work Group Evaluation Handbook. Barry, B. Strategic planning workbook for non-profit organizations. Paul, MN: Amherst H. Wilder Foundation. Bryson, J. Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement.
San Francisco: Jossey-Bass Publishers. Coover, V. Philadelphia: New Society Publisher. Fawcett, S. Preventing adolescent substance abuse: an action planning guide for community -based initiatives. Promoting urban neighborhood development: An action planning guide for improving housing, jobs, education, safety and health, and human development. Halfon, N.
Kansas Health Foundation. Lord, R. T he non-profit problem solver: a management guide. Murray, E. Fast Forward: Organizational Changes in Days. Olenick, J. A non-profit organization operating manual: planning for survival and growth.
Stonich, P. Implementing strategy: making strategy happen. Cambridge: Ballinger Publishing Company. Unterman, I. Strategic management of not-for-profit organizations. Watson-Thompson, J. Differential effects of strategic planning on community change in two urban neighborhood coalitions. You may have included some things you want to do to improve your client experience, your team structure or your marketing or prospecting efforts.
Unfortunately, many advisors breathe a sigh of relief that their plan is done and then put it aside until the next time they think about something they said they wanted to do…or next year whichever comes first. How about turning your business plan into an action plan?
And why not include your support team in the process? Along with their partners, they decided to focus on the drug supply chain. This boundary allowed Innosight to deemphasize other problematic areas drug development, diagnosis, geopolitics. Break the problem down. Use a visual technique, like diagramming. They then were able to literally see all of the barriers to effective distribution. All told, they identified 12 barriers.
Make the problem personal. How do you make a business problem personal? By getting down in the trenches and observing the individuals who are affected by the problem and who would also be affected by your proposed solutions. Seek the perspectives of outsiders.
In other words, don't solve the problem in a vacuum. In this case, Innosight and its partners sought out public health experts, retail supply chain managers, and technology experts.
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