Basic Strategic Planning Toolkit PDF

Strategic Planning
Toolkit
Building Strong Foundations
Strategic Planning Toolkit
TABLE OF CONTENTS
INTRODUCTION ..................................................................................................1
The Purpose.................................................................................................................. 1
How to Use the Toolkit .................................................................................................. 2
What is Strategic Planning? .......................................................................................... 2
What Can Strategic Planning Do For Your Organization? ............................................ 3
DESIGNING THE PROCESS ...............................................................................4
Why Planning the Process is Important ........................................................................ 4
Steps in the Planning Process ...................................................................................... 4
OVERVIEW OF THE COMPONENTS................................................................11
PURPOSE OF THE COMPONENTS..................................................................12
Revise or Reaffirm Mission ......................................................................................... 12
Develop, Revise or Reaffirm Organizational Values ................................................... 12
Develop, Revise or Reaffirm the Vision ...................................................................... 12
Assess the Situation.................................................................................................... 13
Determine Strategic Direction ..................................................................................... 17
Create an Integrated Plan ........................................................................................... 19
Establish an Evaluation Process................................................................................. 19
STEPS AND CHECKLISTS ................................................................................21
Developed by Linda Mollenhauer (416) 767-4059,

e-mail: [email protected], website: www.mollenhauer.ca
INTRODUCTION
This toolkit was developed as part of Building Strong Foundations (BSF) - a joint project
of CMHA Ontario and the Federation, funded by the Ministry of Health and Long-Term
Care. Designed to strengthen the governance and administrative foundations of
Ontario’s mental health and addictions agencies, BSF offers a comprehensive suite of
learning tools and resources on such subjects as:
¾ Human Resource Development
¾ Organizational Policies and Procedures
¾ Governance
¾ Strategic Planning
The Purpose
The purpose of this toolkit is to help agencies develop a good strategic plan. Intended for
those who have never done a strategic plan, or those who do not have a formal planning
process in place, it can be used as an educational resource to help Board and staff
better understand why and how to do strategic planning, and then guide the planning
team through the process. The toolkit will:
¾ build the leadership teams’ confidence about their capacity to create an effective
strategic plan
¾ demonstrate how the process can be designed to ensure that it is a helpful

navigational tool for decision-making
¾ increase understanding about each of the components of the strategic plan and how
they work together
¾ provide easy-to-use steps and checklists to help complete each of the components
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How to Use the Toolkit

1. Start by learning about what a strategic plan is intended to do and how it differs from
other kinds of planning. Then review what it can do for your agency.
2. Once key decision-makers commit to developing a strategic plan, review the steps
that need to be undertaken to plan the process. This is a critical step because a good
strategic plan depends on having designed a creative, inclusive and rigorous
process. A bad process will result in a bad plan. Read through the whole toolkit and
then come back to this section and follow the steps required to plan the strategic
planning process. Use the template in the appendix to customize the steps for your
agency.
3. Now that the process is designed, consider each of the key components. The
overview provides a picture of the components that make up the strategic plan. The
description of the purpose explains what each component is intended to achieve.
4. Refer to the final section for suggested steps that can be taken to complete the
components and checklists that outline what to look for or consider when doing the
exercise.
What is Strategic Planning?

Strategic planning is a process that searches for the best possible choices for the
agency. The development of a strategic plan can’t be outsourced to a consultant or small
stakeholder group because the process of discovering, challenging, analyzing and
choosing is the most important part of the exercise. It determines what your agency
intends to accomplish in the long term and outlines how its energies and resources will
be directed.
A strategic plan is different from an annual or operating plan. Strategic planning starts
with a vision of the future that does not presuppose that what is being done now will
continue. It is a creative process that stretches thinking and challenges assumptions.
The strategic priorities are a response to external opportunities and internal strengths
and external threats and internal weaknesses. As well, a strategic plan focuses on
organization-wide issues and high level priorities that cross over all aspects of the
agency, including governance, management, culture, processes and programs. Other
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kinds of plans have a more narrow scope and a shorter time frame. They usually focus
on extending what is currently in place, only doing it better, and concentrate on tactics
and schedules within specific program and functional areas.
A strategic plan is an important navigational tool. It can help Board members and staff to
make decisions, set priorities and measure success. However, in order to be an effective
resource, it must be agreed to by all key stakeholders, remain highly visible when critical
decisions are made, and be regularly updated as the environment changes.
What Can Strategic Planning Do For Your Organization?

Strategic planning can help the agency better achieve its mission because it builds
credibility, increases effectiveness and improves quality. A strategic planning process
provides an opportunity for key stakeholders to step out of the day-to-day challenges
facing the agency and reflect on and resolve big issues. It harnesses all the wisdom,
insights, experiences and creative energies of the people who are responsible for
delivering on the mission. It ensures the agency is:
¾ creative by challenging the status quo, testing assumptions and exploring alternative
ways to work
¾ proactive by anticipating opportunities and threats and actively managing change
¾ decisive by making hard choices among the many alternatives and understanding
the implications
¾ focused on what really matters by building staff ownership of future directions and
aligning mission, vision, goals and resources
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DESIGNING THE PROCESS
Why Planning the Process is Important

The completed strategic plan will only be as good as the process that got you there. If
you can get the process right, then you’ll get the right product. Thinking about the
process before starting the development of the strategic plan can help ensure that your
agency avoids many of the pitfalls. For example, many plans ‘sit on the shelf’ or never
get implemented because people weren’t properly engaged in their creation. Some plans
look like ‘more of the same’ because the process didn’t generate innovative thinking. In
other cases, the development of the strategic plan gets stalled because inadequate
resources were allocated.
Taking the time to plan the process will ensure the development of a realistic plan that
truly stretches the organization. It will also ensure that those who are responsible for
implementing the plan will feel ownership for its success and will be prepared to be held
accountable for delivering results.
Steps in the Planning Process

The following describes the steps to be taken to design the planning process. (Use the
Design the Strategic Planning Process Template).The key steps are:
1. Defining the purpose
2. Setting the ground rules
3. Identifying who should participate and how
4. Identifying resources and leadership
5. Preparing the work plan
6. Determining the communication strategy
7. Developing strategies for overcoming resistance to the planning process
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1. Defining the Purpose

The first step in the planning process is to clarify why the organization is doing a
strategic plan. It may seem obvious, however many plans fail because participants have
different expectations of what is to be achieved. It is critical to start with a shared
understanding of the intent of the strategic planning process. If this is well articulated at
the beginning, the people responsible for guiding the process can measure their success
along the way and make the necessary adjustments.
The key questions to be answered are:
¾ What do we hope to accomplish by having a strategic plan?
¾ How will it be used and who will use it?
¾ What are the specific outcomes that are to be achieved by the strategic plan? For
example, they might be to:
better align people, processes and programs
increase organizational efficiency
build consensus about future directions
revitalize the organization
provide a focus for decision-making
2. Setting the Ground Rules:

Having articulated why the organization is doing a strategic plan, the next step is to
develop ground rules that will help the participants in the planning process to achieve the
desired outcomes. These rules help create the right environment for strategic planning.
Some sample ground rules appear below.
We will:
¾ be open to change and new ways of working
¾ challenge assumptions and the status quo
¾ think long-term
¾ stimulate creativity and innovation
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¾ make evidence based decisions
¾ confront realities and be open and honest in the assessment of the current situation
¾ provide an opportunity for input by all those who are affected by the plan
3. Identifying Who Should Participate and How

It is essential to consider who should participate in the planning process. Keep in mind
that the plan can be facilitated, but not developed, by a consultant or small group of
senior managers. The participants involved in strategic planning decision-making should
include those people who are going to be held accountable for the results and/or are
responsible for implementing the plan.
Every agency will identify different participants based on such factors as its governance
model, division of roles and responsibilities, organizational values, and resource
availability. Ideally all stakeholders, including Board members, staff, clients, key funders/
donors, senior volunteers and community partners will have an opportunity to participate.
Involving a broad range of stakeholders ensures that they not only agree with the plan
when it is completed, but that they are prepared to support it and help make it happen.
While not all stakeholders can or should participate in all aspects of the process, it is
possible to offer opportunities for a broad range of stakeholders to provide input into
some of the components. For example, questionnaires, focus groups, surveys and
interviews can generate valuable information about organizational strengths,
weaknesses, issues and choices.
It will also be important to consider how many of the various stakeholders will participate
and how they will be selected. For example, will representatives from various functions,
programs or services be invited to contribute? Will they be selected as a percentage of
the total number of participants?
4. Identifying Resources and Leadership

The next step is to consider what resources (e.g. funds, people, technology) are
available to do the strategic plan and how they will be allocated. For example, are there
funds to bring people together face-to-face? If so, how many times? Are there funds to
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hire a facilitator or research expert? Are there resources to survey a broad cross section
of stakeholders?
If the process is to be successful, it will require commitment and leadership by the Board
and Executive Director. The level and kind of commitment required may vary based on
the agency’s governance model.
A person (or group of people) must be identified who will take responsibility for ensuring
the process happens as it was designed, on time and within budget. This person might
be a Board member, Executive Director, a senior staff person or chair of the strategic
planning committee. Regardless of who is assigned the task, it is critical that they have
the authority and capacity to oversee the process.
It is also important to think about decision points at which approval is required. For
example, will the strategic priorities be identified by a majority vote or will full consensus
be necessary? Who will approve them before moving to the next step?
5. Preparing the Work Plan

This step involves making decisions about how the strategic plan will be developed. The
planning horizon is the first thing to be considered. For example, is the plan aimed at the
next 3 or 5 years? Keep in mind that while there is a set horizon, the plan will be
continually reviewed and, if necessary, revised so it is responsive to new developments
and challenges in the environment.
Review the diagram of the strategic planning components and the description of the
purpose for each of them. Consider what kind of analysis you want to do for the external
and internal review e.g. an analysis of opportunities and threats and/or benchmarking.
Now look at each component and decide how the steps will be completed. Review the
section Steps and Checklists. You can use the Designing the Strategic Planning
Process Template to help develop your work plan. Think about:
¾ What is to be achieved or learned from the exercise?
¾ What kind of environment should be created and how will it be achieved? (refer back
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to your ground rules). For example, if the purpose is to review internal performance,
it is important to encourage openness and transparency. If the purpose is a visioning
exercise, it is important to stimulate creative thinking.
¾ Who is responsible for organizing the steps and who will be held accountable for
completing them?
¾ Who will participate directly and/or provide input?
¾ If dialogue and debate is required, should it be led or facilitated? By whom? If it is

led, consider the impact of the person’s position on the outcomes. If it is facilitated,
think about the fact that the facilitator must remain neutral.
¾ How will each of the steps be completed?
¾ How will decisions be made e.g. consensus or majority rule?
¾ What is the approval process?
¾ How long will it realistically take to complete the steps ?
¾ What resources (people, funds, technology) are required to complete each step,
where will they come from, and how will they be allocated?
6. Determining the Communication Strategy

The communication strategy should be well thought through before beginning the
strategic planning process. It is important to communicate regularly and broadly so key
stakeholders feel included in the process. It is also important to keep careful records of
what took place and which decisions were made so there is no need for backtracking.
Communication goes a long way to creating a transparent process which, in turn,
generates a high degree of trust. Think about:
¾ Who do you need to communicate with? Consider both internal and external
audiences.
¾ Why are you communicating? For example, are you communicating progress being
made in the development of the strategic plan, providing background information to
help in decision-making or reporting on decisions made?
¾ Who will record decisions? Will the records include background and context
information or just the decisions?
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¾ What is the appropriate timing for release of the information? For example, if
participants are reviewing materials on the external environment, how far in advance
of the session should they receive it?
¾ How will it be communicated? For example, will it be a report, an update or email?

Keep in mind that just because people receive information, doesn’t mean that they
will read it.
¾ Who is responsible for ensuring the communication strategy is executed properly?

Who will write the material and who will send it out?
7. Develop strategies for overcoming resistance

Resistance can take many forms. People may chose not to participate in the planning
process or seem to agree with the decisions, but then quietly sabotage their
implementation. It is critical to uncover and then respond to those who resist. Creating
the right atmosphere for developing the plan will help to overcome some of the
resistance. Getting people to talk about their concerns before the planning process
begins, then taking action to address them will also help. For example,
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Common Reasons for Resistance Strategies for Addressing Them
‘You can’t plan because there is too much Communicate that the plan is not set in
uncertainty.’ stone. It will be continually reviewed and
revised.
‘These things just sit on the shelf.’ Talk about how the plan will be used once it
is completed (e.g. tie into performance
reviews)
‘It’s the senior manager’s job to do planning.’ Demonstrate to other stakeholders that they
will be affected by the plan and build their
confidence about their ability to participate.
‘It will restrict our activities, so we won’t be able Communicate the purpose of the strategic
to respond to new opportunities and challenge.’ plan and how it is distinct from the annual
plan. Explain that the plan will guide
direction, not set activities.
‘It will be a huge amount of work and nothing will Tell people how important it is that they
really change in the long run.’ participate in the process in order to ensure
that the expectations are reasonable. Also
talk about how it will be integrated into the
annual plan, not just added on.
‘What we are doing now is working, why mess Create an environment in which people take
with success?’ an honest look at performance and
challenge the status quo. Get those who are
comfortable with change to be ambassadors
to those who aren’t.
‘We don’t have the time’. Emphasize that strategic planning is an

investment in the agency’s future. It will save
a lot of time down the road because we’ll
have a shared sense of priorities. Also, in
today’s competitive environment, we can’t
afford not to make the time. 10
OVERVIEW OF THE COMPONENTS

Plan the Process Purpose
Ground Rules
Participants
Revise or Reaffirm the Resources and
Mission Leadership
Develop, Revise or
Reaffirm the Values
Develop, Revise or
Reaffirm a Vision
Assess the Situation

External Environmental Analysis: Internal Review:
- Review of opportunities and threats - Needs assessments and satisfaction surveys
- Benchmarking/best practices - Performance review
- Organizational review
- Historical synopsis
Determine Strategic Direction

- Identify critical issues or choices
- Set strategic priorities
- Establish goals, understand implications
and set indicators
Create an Integrated Plan

- Determine specific strategies,
tactics and action plans
Establish an Evaluation
Process
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PURPOSE OF THE COMPONENTS

Revise or Reaffirm the Mission
The organization’s mission is an agreed upon statement that explains why the agency
exists. In a succinct and clear statement, it describes what the agency does, for whom
and how it does it. The mission should be compelling - it tells people what good the
agency is achieving and helps to distinguish it within the community. If it is a good
mission statement, it will help in guiding decisions about strategic priorities.
Develop, Revise or Reaffirm the Values

Organizational values (which may also be called guiding principles) describe the beliefs
that drive how the agency works and builds relationships. They are at the heart of the
organizational culture. The values should be reflected throughout the agency - in its
policies, its performance reviews, and its governance practices. If they are already in
place, they should also influence the design of the strategic planning process and the
choice of strategic priorities.
Develop, Revise or Reaffirm the Vision

A vision statement describes a desirable future state that does not yet exist; visioning is
the exercise of constructing a mental picture of a better and different future – one that
stretches, challenges and inspires key stakeholders. The purpose of developing a vision
is to open stakeholders thinking to possibilities, rather than being limited by the current
reality.
A vision statement should also be plausible and provide enough information to help
participants in the strategic planning process to make selections when faced with
competing priorities or options. A one sentence vision statement that describes an
outcome that won’t be achieved in anyone’s lifetime might inspire, but is unlikely to
provide enough information to help in decision-making.
There are two types of vision statements. The first type focuses on what the agency
could look like if it was functioning at its most effective and efficient. It might address
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quality of staff, number of people served, governance practices, quality or quantity of

volunteers, type of programs/services, sources of funding and/or efficiency of operations.
The statements might say:
¾ We are an employer of choice among the not-for-profit sector in our community;
¾ Our Board has adopted best governance practices;
¾ We are attracting and retaining high caliber volunteers in our community.
The second type of vision statement focuses externally. It describes how the community
and the lives of those served are improved, changed or different if the agency is
successful. The statements might say:
¾ The quality of life of our clients is significantly enhanced;
¾ We have built effective partnerships with the key organizations in our community;
¾ Leaders would describe our agency as having a significant impact on the quality of
life in our community.

Assessing the situation provides an objective view of the external and internal
environments. It generates concrete information that leads to better understanding about
the agency’s challenges, opportunities, assets, capabilities and weaknesses. This
section provides a number of ways to analyze the internal and external context. While it
may not be possible to complete all of the components, every organization should at
least complete a review of external opportunities and threats, and internal agency
performance as part of the strategic planning process.
It is important to remember that assessing the situation is not an end in itself. Its primary
purpose is to generate information that helps stimulate thinking and insights that, in turn,
lead to the best possible strategic choices.
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EXTERNAL ENVIRONMENTAL ANALYSIS
Review of Opportunities and Threats

A review of opportunities and threats identifies those conditions, events and trends -
such as changing client needs, increased competition or new regulations - which will
have a significant impact on the agency. The intent is to make strategic choices that will
take advantage of opportunities and reduce, mitigate or eliminate threats. By
understanding opportunities and threats, organizational leaders can proactively create
the future, rather than just react to it.
Opportunities are defined as those factors, events, circumstances or trends which could
produce benefits for the agency. Threats are probable events, conditions or trends that
could limit the agency’s possibilities or produce significant damage. Keep in mind that
some opportunities, if ignored or missed, may become threats. As well, threats that are
effectively addressed can turn into opportunities.
The identification of opportunities and threats can also emerge through an analysis of
potential allies and competitors in the community. Identifying other organizations which
share common values, missions and goals may provide an opportunity to build
partnerships, alliances and collaborations, or engage in joint programming and cross
agency referrals. Identifying those organizations which compete for clients, funders,
donors, Board members and other volunteers may uncover potential threats to your
agency.
The gathering of information for the external environmental analysis can be a thorough
and in-depth review based on formal research, or an informal process drawing
knowledge and views from select stakeholders (e.g. Board and staff).
EXTERNAL ENVIRONMENTAL ANALYSIS
Benchmarking/Best Practices
The purpose of benchmarking is to learn about the ‘best’ performers in order to measure
the success of the agency. This research, combined with other information about best
practices, can be used to measure the agency’s performance against objective industry
standards, set reasonable goals and expectations against those standards and generate
innovative ideas.
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It is important to use the information gathered through the benchmarking/best practice

exercise carefully. The information may be skewed because it’s not comparing ‘apples
with apples’ or does not paint a complete picture. Best practice information is best used
as an indicator or guideline for generating innovative ideas and new approaches.
INTERNAL REVIEW
Needs Assessments and Satisfaction Surveys

A needs assessment is a formal analysis of the needs of the people for whom the
programs and services are designed. It answers the question: what are the problems,
issues, interests or ‘wants’ of the specific population we serve? It is important that the
information is statistically sound, obtained from credible sources and not just based on
the perceptions of a few staff or Board members.
The needs assessment should look at current needs and how they are changing as a
result of, for example, the success of programs and services, external opportunities and
threats, and advances in program models and research. It should also examine the
needs of those who aren’t currently being served by the agency, but would fit within its
mandate or mission. It may be discovered that the agency can have an impact on a
broader or larger market if it makes program/service alterations.
A satisfaction survey looks at the level of satisfaction of various stakeholders with their
involvement in the agency. It also provides valuable insight into how each of the
stakeholder groups views the agency. Stakeholders include: Board members, staff,
volunteers, clients, funders/donors and community partners.
If needs assessment or satisfaction surveys have been completed, then it is important to

review their findings, make observations and draw conclusions about what they tell the
participants in the strategic planning process about future directions.
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INTERNAL REVIEW
Performance Review
A performance review is a rigorous, fact based assessment of how the agency is
performing, both at the time of the analysis, and over the last 3 -5 years. It allows the
agency to protect and build on its strengths and improve and/or eliminate areas of
weakness. It is one of the most important steps in the strategic planning process.
The performance review should be evidence-based and draw from performance

measures such as: the number of people that are served or attend programs; the direct
and indirect costs of providing services; and the growth or decline in revenues or
expenses. In looking at performance, it is important to evaluate both effectiveness and
efficiency because it can’t be presumed that if one is achieved, the other follows.
Effectiveness relates to the impact the programs and services are having on the people
served and the ability to meet their identified goals. Efficiency looks at such areas as
turnaround times and cost benefit analysis.
In order to lead to the best possible strategic decisions, the information must be accurate
and comprehensive. It is important to present the information in a way that generates
objective observations that aren’t skewed by individual history, attitudes, assumptions
and values. Also, it is important to look at both the good and bad news. While this may
be intimidating, it will ensure the strategic directions and goals are addressing the right
problems.
INTERNAL REVIEW
Organizational Review
An organizational review is similar to a performance review, but focuses on whether the
organization has the capacity to effectively and efficiently fulfill its mission. The review
focuses on the organization behind the programs, including the management,
governance, structures, resources, systems, culture and relationships.
The organizational review should focus on all aspects of the agency because they are
interconnected. For example, an analysis that only focuses on one aspect may identify
the issue as poor communication. However, a review of all the aspects may reveal that
communication is breaking down because of a lack of clarity about roles and
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responsibilities, and high stress levels in the work environment.
The review can be either a formal systematic evaluation of agency performance, or an

informal assessment. A formal, in depth review will produce more reliable information,
but can take time and resources to complete. There are a number of resources available
for a formal review, such as Benchmarks of Excellence for the Voluntary Sector and the
MOHLTC’s Operating Manual. An informal review is easier and less costly but gives
participants less confidence that the real issues have been uncovered. Even with an
informal review, it is important to get a variety of views so perceptions are not skewed to
one perspective.
INTERNAL REVIEW
Historical synopsis
An historical synopsis is an account of significant events that have happened in the life
of the agency. It identifies occurrences in the past which offer insight into how the
agency has become what it is today. It includes a description of major milestones,
events or changes and the impact those have had on the agency.

IDENTIFY CRITICAL ISSUES OR CHOICES
The critical issues or choices focus on the changes that need to be made or the areas
that need to be addressed. Identifying these issues is a critical step because it allows
participants to articulate and prioritize the real problems, challenges or opportunities
before considering ways to address or take advantage of them. The success of this step
is dependent upon having done a complete and accurate review of the internal and
external environment and developed a good vision statement.
It is important to design a process that gets at the root issue or choice. The natural
tendency of many participants will be to focus on one aspect of the agency or identify the
‘top level’ or ‘symptom’, rather than the real issues or choices. For example, participants
may begin by describing the issue as ‘needing more staff or funding’. However, with
probing, they may discover the real issue is ‘how to identify ways to better utilize existing
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staff or to find other human resource and technology solutions to meet the growing
demand for service’.
Issues or choices can be stated as questions or statements, for example: ‘how can
projected deficits be avoided?’ They can also be stated as a problem or a solution, for
example: ‘we need to build a financial base that can sustain our programs over the long
term’.

SET STRATEGIC PRIORITIES
Strategic priorities describe what the organization will do in the next 3 – 10 years to
ensure that it meets its mission and makes significant progress toward achieving its
vision.
Clear, realistic and compelling strategic priorities keep the agency focused and will help
it to avoid drifting away from its mission. They serve as the planning umbrella for
integrating all the efforts of programs, processes and people into a cohesive
organizational effort. If they are too broad and abstract and not grounded in the capacity
or willingness of staff to fulfill them, they are nothing more than well intentioned wishes.
However, they also need to be flexible enough to encourage creativity and innovation
and allow for responses to new challenges and developments.

ESTABLISH GOALS, UNDERSTAND IMPLICATIONS & SET INDICATORS
The goals describe what must be done to achieve the strategic priorities. They move
from broad stroke to more specific, concrete, measurable and attainable goals.
However, it is important to remain at a high level and not confuse goals with specific
actions. The goals at this point in the planning process should still cross over a number
of functional areas. For example, a strategic priority might be: ‘to be the organization of
choice for high caliber volunteers’; the goals to achieve that might be: ‘to build the profile
of the organization in the community and to create an effective volunteer management
program.’
It is also important to consider the implications of each goal for all aspects of the agency.
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For example, if the goals require significant change within the agency, such as the
elimination of a program, the development of a new program or a revision in the
governance structure, then it is important to consider the resource, morale, and systems
implications.
Once the goals are established, the next step is to develop indicators. These indicators
answer the question ‘How will we know it is happening?’ and provide a measuring
system that allows the agency to monitor its progress.
Create an Integrated Plan

DETERMINE SPECIFIC STRATEGIES, TACTICS & ACTION PLANS
Many strategic plans fail because they are not properly integrated into the current
activities of the agency. If the strategic plan includes detailed actions that are separate
from annual plans and staff see them as an ‘add on’ to their regular responsibilities, they
may feel overwhelmed. Integrating the strategic priorities and goals into the annual
planning process ensures that the strategies, tactics and actions remain feasible and
relevant to the people who must accomplish them. It also means that Board and/or staff
can be held accountable for achieving them.
All relevant Board and/or staff identify specific strategies, tactics and action plans to
achieve the strategic priorities and goals within their areas of responsibility. This may
involve doing work differently, adding new activities, or refining current activities. The
process can be undertaken as part of the annual planning process or as a revision to the
annual plan. There are no set steps outlined in the Steps and Checklists section
because every agency has its own operational planning process.
Establish an Evaluation Process

The purpose of evaluation is to systematically monitor, review and revise performance in
achieving the strategic priorities and goals. It allows key decision-makers to keep the
strategic plan visible, to ensure that it continues to be relevant and to build accountability
throughout the agency for delivering results. Without a good evaluation process, the plan
is nothing more than words on paper.
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In establishing the mechanisms that will be used to evaluate the plan, it is important to
consider what will be measured, how it will be monitored, what will be done as a result of
what is learned and how the strategic plan will be revised. If clear and measurable goals
have been set, then determining what to measure and how to measure it will be easy.
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STEPS AND CHECKLISTS
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Develop, or Reaffirm a Mission Statement
Steps
1. Review the current mission statement and determine if it needs to be reaffirmed
or revised.
2. If it is to be revised, then make revisions using the Mission Checklist.
Mission Checklist
This checklist can be used to review the current mission statement to determine if it is
still accurate and relevant. If it needs revision, then use the checklist to ensure the
revised mission statement is a good one.
Does it clearly and accurately describe what we do, for whom and how we do it?
Does it make clear what everyone within the agency is committed to make happen
and change as a result of our collective action?
Does it describe what is unique or distinct about us? Does it specifically describe
the demographics and geography or community we serve?
Does it reflect our organizational values?
Is it realistic and attainable; can it be achieved with current or potential resources

available to us?
Would people want to rally around the mission or contribute to it? If the agency
were to disappear, does it adequately describe why anyone should care?
Does it remain relevant to those we serve? Would they share the description of
what we do and why?
Do all our current programs and services fit within the description of mission?
Does it allow for growth and innovation?
Does it appeal to the heart and head?
Does the mission use correct and current language? Is it jargon free and written in
plain language? Is there consensus about the meaning of each of the key words in
the mission?
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Establish, Revise or Reaffirm the Organizational Values
Steps
1. Identify the current beliefs of the organization. Be aware of some of the

underlying assumptions about how the organization behaves. For example, think
about how people are treated, relationships are developed or decisions are
made. Also think in terms of all the stakeholders, including Board members,
volunteers, staff and clients).
2. List values that aren’t currently being demonstrated in the organization, but
should be - such as treating clients with respect and dignity.
3. Turn the description of beliefs and behaviors into value statements. Ensure
that there is no jargon or vague language that would allow people to interpret
them differently.
4. Prioritize the list by getting agreement on the key or most important values.
5. Describe how the values could translate into the day-to-day work of the
organization. Consider the impact of the values on all aspects of the
organization including, governance, operations, programs, relationships and
behavior.
6. Formalize the value statement through Board endorsement. Consider whether
to make the value statement an organizational policy.
7. Communicate the value statement to all key stakeholders. This can be done
as a part of the overall communication strategy.
23
Examples of Organizational Values
¾ Constant learning: We continuously learn from our successes and mistakes and then
apply them to do even better in future endeavors. We regularly seek out feedback
from all our key stakeholders.
¾ Respect and humility: We approach others in a way that demonstrates that we value
them and their contribution. We show respect and humility in all our stakeholder
relations, including the relationship between the Board and staff, and in the way we
communicate with funders and deliver services to clients.
¾ Meaningful partnerships: We form and then actively nurture meaningful partnerships

and collaborations in order to better serve our clients and reduce duplication of effort.
¾ Good decision-making: We are rigorous in our decision-making processes. This

means that we will be creative, thoughtful and decisive and are prepared to make
tough choices.
¾ Integrity: We are honest and frank in all of our dealings and communications. We
ensure information that is timely, appropriate and honest.
24
Values Checklist
Use this checklist to review your current values. If all of these conditions are not met,
consider revising the values.
The values address all aspects of the organization from how it is governed to how
we build relationships. They are not just focused on how we work with the people
we serve.
The values are still relevant to the mission of the organization.
The language is clear to everyone. There is no jargon or vague language.
We are all clear about how our values translate into day-to-day behavior. Everyone
has a consistent interpretation of how they affect our structure, processes and
relationships.
The values are explicit enough that we can identify when they are being met and
celebrate them
25
Develop, Revise or Reaffirm a Vision
Steps
1. Determine the purpose of the vision statement. For example, is it an internal

and/or external vision? How will it be used?
2. Ask participants to respond to a set of questions. The purpose of the
questions is to generate thinking about what success would look like in the
future. It is important to encourage people to think outside the ‘box’ of current
restrictions (e.g. of funding or people) but also to ensure the vision is plausible
(i.e. that it could be achieved). Consider:
What unique contribution could we be making that we aren’t making now?
What would make this an exciting agency in the future?
What do we need to do to thrive?
Who could we be serving or how could we be serving people better?
What is our greatest opportunity for growth?
3. Compile the information into clusters such as resources, services or new
clients. It might be easier for a smaller group to organize the information. Keep in
mind that it should be clustered in a way that will help participants in the strategic
planning process to make critical choices.
4. Ask key stakeholders for corrections and additions. It is important that
stakeholders feel that it truly reflects their vision of the future.
5. Summarize the description of the vision into a statement. This should be
done by a small group. The statement should be extensive enough to provide a
framework for thinking about strategic choices, but short enough to be
compelling.
26
Develop, Revise or Reaffirm a Vision
Vision Statement Checklist
Once the vision statement is drafted, use the following checklist to ensure that it has the
right components. This checklist can also be used to review a current vision to ensure it
is still accurate and relevant.
Provides a clear and shared picture of what success would look like in the future
Makes the distinction between what the agency would look like and what the
community/world would look like
States the description of the future as if it has already been achieved e.g. The
organization is seen as the employer of choice among the best possible candidates
Stretches the agency but is plausible
Fits with the agency’s values and mission
Sets the agency apart and makes it distinctive
Describes outcomes, not strategies or activities
Describes a substantive and challenging level of achievement
Has a timeframe that is achievable
Acts as a rallying call for all stakeholders
Honors, but is not hostage to, the past
Outlines clear guideposts
Provides clear direction for decision-making about the agency’s direction and
priorities
27

External Environment: Review of Opportunities &
Threats
Steps
1. Identify the key categories of information to be collected. Consider:

social/cultural (e.g. demographics, donor/volunteer expectations)
economic (e.g. market changes, consumer confidence)
political (e.g. new legislation and policies, changes in leaders or political
philosophy, funding patterns)
systems (e.g. structural changes in the health care system)
technological (e.g. innovation in information technologies)
sector (new program models, innovative strategies, staff recruitment)
2. Identify key allies and competitors. Start with other agencies working directly
in the mental health or addictions field and then branch out to those who have or
could have an impact on the people served by the agency. It is important to
identify what makes them an ally or competitor and what can be learned from
them. Consider:
their mission and how they position themselves
how they do things differently, worse or better than our agency
the organization’s direction and what impact it has on the agency
3. Determine how the information will be collected. Consider information that is
available through:
existing sources e.g. CMHA Ontario or OFCMHAP
secondary sources e.g. government reports, Statistics Canada, websites
internal stakeholders e.g. Board members, staff, consumers
4. Collect the information. Look for significant changes, trends and potential allies
and competitors in the external environment. If the information is being gathered
from internal stakeholders, consider using a survey, interviews or brainstorming
sessions. Also look for information that helps you to identify why those events are
occurring. (See What to Look For)
28
5. Organize the information into clear categories (e.g. social, political) and
separate opportunities and threats. Keep in mind that sometimes they can be
the ‘flip side of the same coin’. For example, demographic changes in the
population could increase the demand for service, which adds pressure to
resources but may also increase funding opportunities.
6. Identify what the opportunity or threat means to the agency (e.g. to
operations, resources, programs) and articulate the implications.
7. Prioritize those opportunities and threats that are the most likely to have
the most impact on whether the organization succeeds in the future.
What to Look For
When looking at the possible opportunities and threats, use this list to help identify the
most significant issues:
Would it significantly influence our ability to achieve our mission?
Would it have an impact on our whole agency or on a number of different areas of

our operation?
Is there a significant risk or implication if we don’t respond to it?
Would it have a longer term impact on the agency?
Would it directly impact our clients, funders, volunteers or staff?
Would it cause us to do things differently, such as changing the way we deliver

service or recruit staff?
Is it likely to occur?
Would it have a significant impact on resources?
Would it make us significantly more or less competitive?
Could we effectively take advantage of it or reduce/eliminate it?
Would most of our stakeholders see it as critical to our success or failure?
29

External Environment: Benchmarking/Best Practices
Steps
1. Determine the purpose of the exercise. Is it to:

compare ourselves to other organizations in different sectors?
compare ourselves to ‘like’ organizations?
find innovative approaches?
learn about how others deliver programs, govern, manage or build
relationships?
2. Determine how formal a process is required. For example, if the process is
intended to benchmark your agency’s performance against that of other
organizations, it must be reliable. It is important to ensure the same things are
being compared and that there is a complete and accurate picture. If it is to learn
from others about how they do things, then the process can be less formal.
3. Identify the specific areas that need to be benchmarked or learned about.
For example, is the purpose to learn about:
financial or program performance?
how efficiencies are achieved?
program delivery or governance models?
recruitment or communication strategies?
4. Determine where to get the information. Collecting it from existing sources,
such as CMHA Ontario or OFCMHAP, community partners or literature reviews,
is much less costly and time consuming than doing your own research.
5. Develop a realistic plan for collecting the information. Identify information
sources and strategies for data collection. Determine who will collect the
information and what resources are required. If it is important to collect original
information, think about partnering with other organizations.
6. Once the information is gathered, clearly articulate what was learned from
the research process so that it can inform the development of strategic
directions.
30

Internal Review: Needs Assessment and Satisfaction
Surveys
Steps
1. Identify what you want to achieve by doing a needs assessment or

satisfaction survey. Think about:
What you want to learn?
Who do you want to learn about – consumers, staff, Board members,
volunteers, donors, funders and/or community partners?
How will the information be used?
How accurate does it need to be?
2. Determine how the information will be gathered. Keep in mind that a
confidential, face-to-face process will generate more genuine and reliable
responses. However, it may also limit the number of responses that can be
collected. Also consider where the information might already exist, such as in
performance reviews or Board evaluations. Approaches for gathering information
may include:
surveys
interviews (face to face or telephone)
observation (observe people participating in programs)
focus groups (small groups led by an objective facilitator)
questionnaires
3. Develop an action plan with timelines and assignments of responsibility.
4. Develop a series of questions. Consider whether you want to collect qualitative
information (about how people feel or what they think) or quantitative information
(based on ‘hard’ data such as attendance figures). Watch for questions that are
judgmental, biased or not targeted to the audience. Test the questions with
potential respondents to make sure they generate information that is relevant to
the strategic planning process.
5. Design a process for compiling, tallying and analyzing the information.
Consider what resources will be required, who will do it and how it will get done.
31
6. Collect the data and analyze it. Be sure to summarize the findings in a way that
allows people to see patterns and trends. However, be careful not to present the
information in a way that presumes conclusions.
7. Identify the key learning from the data.
What to Look For
The following provides some ideas of what to look for in the findings from the needs
assessment or satisfaction survey.
What are the societal forces that may have influenced the findings?
How do our clients describe their needs or perceptions; is it different than what
other studies or surveys tell us?
What are the root causes of the needs/concerns?
How have the needs or perceptions changed; what’s causing them to change?
What impacts do our programs and services have on addressing the

needs/interests/concerns?
32

Internal Review: Performance Review
Steps
1. Determine what is to be learned from the performance review. Think about:

How will it be used?
What is to be reviewed – programs and services, financial performance,
human resources, governance and/or operations?
What is the review period and will it create a reliable picture?
Should qualitative (e.g. numbers) and/or quantitative information
(perceptions) or both be collected?
Should it look at effectiveness and if so, how is that defined?
2. Determine how the information will be gathered. There may be information
available from existing data sources (e.g. satisfaction surveys; financial reports;
program reviews) or it may need to be collected. Also consider how the
information will be compiled.
3. Review the data to be sure that it is clear. Check the accuracy of the
information and, if necessary, make adjustments.
4. Bring together key stakeholders and ask them to analyze what the data
tells them. (see What to Look For) Identify trends, relationships, patterns and
significant changes. Ensure that all observations are made before going to the
next step. Don’t allow participants to leap to conclusions or solutions.
5. Identify areas of strength and core competencies. Also identify
weaknesses and articulate why they are a weakness.
6. Develop conclusions about the performance of the agency. Ensure all the
conclusions are based on evidence.
33

Internal Review: Performance Review
What to Look For
Here are some key areas to look at when reviewing the performance information:
Is the organization and its clients better or worse off? Why?
What improved or worsened?
Are the numbers increasing, decreasing or the same? Why?
Have the ratios changed (e.g. revenues to expenses)? Why or why not?
Has the quality improved? At what cost and for what benefit?
Are we consistently meeting program objectives and annual plans? If not, why?
Are we having the impact that we set out to have? If not, why?
Are the strategies working? If not, why?
Do the perceptions of our performance differ from what the quantitative data tells
us? If so, why?
Do the benefits received exceed the direct and indirect costs? If not, why?
34

Internal Review: Organizational Review
Steps
(Same as the steps for a performance review)
Key Areas of Consideration

The organizational review should identify areas of strength and weakness. The following
success factors should be present in your agency. Determine if the organization has:
A clear and compelling direction based on well articulated, comprehensive and

manageable plans
An ongoing and rigorous performance management process that generates reliable

information and is used to improve performance
Strong Board stewardship based on an effective governance structure, clear roles

and responsibilities, good decision-making processes and a nomination process
that ensures the right people with the right skills are in the right positions
Well managed human resources (staff and volunteers) based on a realistic and
detailed human resource plan, clear job descriptions, effective policies and a
productive and positive work environment
The appropriate resources to achieve the intended results using a realistic revenue
generation plan, proper allocation of human and financial resources to achieve the
plan and the appropriate support systems and policies to allow for effective and
efficient resource generation and allocation
Positive relationships with external and internal stakeholders, based on a culture of

collaboration
Innovative and responsive approaches that result from a creative internal

environment that encourages measured risk taking
Clear and useful policies and procedures that help the organization to be more
effective, streamlined and protected
Effective use of technology and space that is properly utilized to help deliver quality
programs and services
35

Internal Review: Historical Synopsis
Steps
The following steps can be taken to compile an historical synopsis.
1. Determine the parameters of the review. Think about:

How will it be used?
What is to be reviewed – leadership, finances, funding, programming,
service delivery, organizational environment or culture?
2. Decide how the information will be generated. Consider who can provide a
comprehensive perspective of the agency’s history e.g. founders, previous staff
and Board members. Also look in existing records of the history, such as annual
reports, media coverage, and minutes.
3. Organize the information. Agree upon a format for presenting the information.
For example, should it be organized chronologically or by topic area? Determine
the most critical factors. Isolate the key decisions, events, milestones and
changes that had a significant impact on shaping the agency. Also identify who
was positively or adversely affected by them.
4. Identify the key learnings. Look at the factors that contributed to growth/decline
or improvements or loss of quality, and describe what affect they had and what
cold be learned from it. Find patterns that surface over time and identify what
they tell you. Draw conclusions about what they say about future directions.
36

Identify the Critical Issues or Choices
Steps
1. Compile all the key learnings from the external analysis and internal review. If
possible, put the learnings and vision statement on flip charts on a wall so that all
participants can see them. Summarize what was learned about:
programs offered
market needs
size/growth
technology
human resources
service capacity
organizational image
financial sustainability
2. Brainstorm all the issues and choices that emerge from the findings of the
external environmental analysis, internal review and the visioning exercise. It is
important to be comprehensive in your view, don’t worry if they are ‘all over the
map’. Try to express the issues or choices as either questions or statements.
Consider the following.
Which strengths and assets should we be expand or strengthen?
Which significant opportunities should we capitalize on?
Which weaknesses must we correct?
Which threats must we avoid, mitigate or eliminate?
Which barriers could we encounter?
Which programs or activities should we add or discontinue?
Which benchmarks, best practices or innovations should we achieve?
3. Narrow down the list by finding logical combinations and by eliminating
duplication. For example, if there are a number of issues or choices saying the
same things, but in a different ways, restate them as one choice or issue.
4. Cluster the issues/choices into relevant themes (e.g. leadership, capacity,
quality) or categories (e.g. financial, human resources, programs/services,
community profile/reputation, governance, operations). This is best done as a
37
small group.
5. Provide evidence that it is an issue/choice (e.g. the numbers show a steady
decline in clients over the last three years). You may not need to write these
down, just be sure that people can justify the selection of issues or choices.
6. Consider the consequences and implications of not responding to the
issues/choices.
7. Identify the most significant issues/choices. Begin by deciding on the criteria
for prioritization. Prioritize the issues/choices in a way that allows for consensus
to be reached. Try to limit the number to no more than 10 issues/choices.
Possible criteria for selecting priority issues and choices, include:
Will it have significant impact on organization’s performance?
Is there a sense of urgency?
Is there the capacity to address it effectively?
Is it a priority that must be addressed or something that should simply be

monitored?
8. Review the issues/choices to see if they can be further refined by combining
them. If it is possible to combine them, ensure that they don’t lose impact or
meaning because they become too broad. Also ensure that the meaning and
implication of each issue/choice is understood by all critical stakeholders.
38

Set Strategic Priorities
Steps
1. Review the list of priority issues/choices.

2. Separate the long-term issues/choices from the short-term. The short term
issues/choices may become goals to achieve the strategic priorities.
3. Articulate clear directional statements. You should be able to turn statements
of issues or choices into strategic statements. Keep in mind the statements
should:
start with a verb
focus on the long-term direction, not activities
link to the mission, values and vision
clearly state what is intended so there is a shared interpretation
4. Prioritize the strategic directions based on agreed to criteria. If possible,
narrow them down to about 4 – 6 strategic priorities. As part of the criteria,
consider:
Does it tangibly move the agency closer to the vision?
Will it stretch the agency beyond what it is now accomplishing?
Can it lead to creative and innovative goals?

Will it allow the agency to respond to new challenges and developments?
Can it realistically be implemented with existing or attainable resources?
Does it generate excitement on the part of those who have to implement it?
5. Review the strategic priorities with key stakeholders to ensure there is buy-
in. Circulate the priorities to other stakeholders who will be significantly affected
by them. Try to provide an opportunity for as many of those stakeholders as
possible to talk about what they mean and how they were established. The intent
is to begin to build ownership, not to revise the priorities.
6. Ensure that the program outcomes and indicators and organizational
policies and procedures fit with the strategic priorities. If they don’t, it will be
important to revise or develop new ones.
39

Establish Goals, Understand Implications and Set
Indicators
Steps
1. Brainstorm ideas about how to achieve the strategic priorities. Be sure the
environment allows participants to think creatively. It is also important to include
participants with experience so they can talk about what has worked and not
worked in the past.
2. Evaluate each of the ideas against key criteria. Consider:
Will it have a significant impact in achieving the strategic priority?
Will it stretch the organization beyond what is now being accomplished?
Can it lead to creative and innovative strategies and tactics?
Does it link to the mission, values and vision?
Is it based on best practices, and on what has worked in the past
Can it be measured?
Can it realistically be implemented with existing or attainable resources?
Does it generate excitement or a sense of urgency on the part of those who

have to implement it?
3. Short list the best ideas. Ensure there is consensus.
4. Turn each idea into a goal statement that describes a specific, concrete,
measurable and attainable result. Choose the verb at the front of the statement
carefully. Ensure there is consensus about what they mean. Remember that
every word matters; there should be no ambiguity. It is also better to have less
ambitious goals that are achieved than more ambitious ones that aren’t.
5. Prioritize goals. There should be 2 – 3 goals for each strategic priority. Keep in
mind that it can be energizing to focus on a few goals that can be achieved
quickly and used as a stepping stone to more ambitious goals. This will build
confidence and increase the willingness of Board members and staff to work
toward achieving the longer term goals.
40
6. Consider the implications of the goals to the agency.
Are there significant impacts for the way the agency is governed, managed or
operated?
Will pursuing these goals require a significant change in the way that staff
deliver programs and services? If so, what kind of change is required?
How will these changes affect our clients and funders?
Do they require new processes or systems?
What kind of resources will be required to accomplish these goals?

7. Set indicators for each of the goals. Decide how you will measure the
success of each goal by describing how you will know it is achieved. The
indicators can be based on quantitative (e.g. numbers) and qualitative (e.g.
perceptions) information. Keep in mind the indicators should look at a variety of
dimensions, such as structural, system, practice and attitude changes. To help
identify indicators, ask participants to finish the question: we know it is happening
if….?
8. Determine if it is necessary to revisit the mission statement. This will be
necessary if the description of the mission doesn’t align with the strategic
priorities.
Indicators Checklist
Effective indicators have the following ingredients: They are:
developed by the people with experience in the area
measurable
easily understood - free of technical jargon and vague concepts
comprehensive and touch on all the appropriate dimensions, such as

structure, systems, practices, attitudes and culture
based on reliable information
compelling and make people want to achieve them
41
CREATE AN INTEGRATED PLAN

Determine specific strategies, tactics and action plans
Steps
1. Consider which programs or functions are impacted by each of the

strategic directions and goals.
2. Determine how the strategic plan can be integrated into annual planning
processes.
3. Integrate the strategic directions and goals into the annual planning
process.
4. Compile the strategies, tactics and actions plans related to the strategic
plan into a consolidated plan.
Checklist for Planning
Have the appropriate Board and/or staff considered:
all the key components of a plan – what, who, when and how
strategies to address the barriers and challenges to achieving the plan
a clear process for holding people accountable for achieving the plan and/or
ensuring that it is appropriately modified so that it can be achieved
actions that have a sense of urgency
reasonable expectations
a clear allocation of the resources required to complete the action plan
a clear connection to organizational values and culture
42
CREATE AN INTEGRATED PLAN

Establish an Evaluation Process
Evaluation Process Checklist
This checklist outlines the steps that can be taken to develop an evaluation process and
can be used to help ensure that the evaluation process is successful. The evaluation
process should meet the following criteria:
We are clear about the purpose of our evaluation and how we will use the
information
We have clearly defined what we will measure and how we will measure it
We know who is responsible for measuring progress in achieving the

priorities and goals
It is clear how often we will review the plan and how we determine if it needs
revisions
If revisions are required, we have laid out a clear process for making the
revisions, including who is to be involved and how it is done
We have allocated enough resources (financial and human) to properly

evaluate the plan
The evaluation process is aligned with our other performance measurement

systems.
A communication plan has been developed to ensure the right information

from the evaluation goes to the right people so that necessary changes to
goals and strategies can be implemented and in order to celebrate progress.
43

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Strategic Planning

Developed by Linda Mollenhauer (416) 767-4059,

¾ Human Resource Development

¾ Organizational Policies and Procedures

¾ demonstrate how the process can be designed to ensure that it is a helpful

How to Use the Toolkit

What is Strategic Planning?

What Can Strategic Planning Do For Your Organization?

¾ proactive by anticipating opportunities and threats and actively managing change

DESIGNING THE PROCESS

Why Planning the Process is Important

Steps in the Planning Process

1. Defining the purpose

2. Setting the ground rules

3. Identifying who should participate and how

4. Identifying resources and leadership

5. Preparing the work plan

6. Determining the communication strategy

7. Developing strategies for overcoming resistance to the planning process

1. Defining the Purpose

The key questions to be answered are:

¾ What do we hope to accomplish by having a strategic plan?

¾ How will it be used and who will use it?

2. Setting the Ground Rules:

¾ be open to change and new ways of working

¾ challenge assumptions and the status quo

¾ stimulate creativity and innovation

¾ make evidence based decisions

3. Identifying Who Should Participate and How

4. Identifying Resources and Leadership

5. Preparing the Work Plan

¾ What is to be achieved or learned from the exercise?

¾ Who will participate directly and/or provide input?

¾ If dialogue and debate is required, should it be led or facilitated? By whom? If it is

¾ How will each of the steps be completed?

¾ How will decisions be made e.g. consensus or majority rule?

¾ What is the approval process?

¾ How long will it realistically take to complete the steps ?

6. Determining the Communication Strategy

¾ How will it be communicated? For example, will it be a report, an update or email?

¾ Who is responsible for ensuring the communication strategy is executed properly?

7. Develop strategies for overcoming resistance

Common Reasons for Resistance Strategies for Addressing Them

‘We don’t have the time’. Emphasize that strategic planning is an

OVERVIEW OF THE COMPONENTS

Assess the Situation

Determine Strategic Direction

Create an Integrated Plan

PURPOSE OF THE COMPONENTS

Develop, Revise or Reaffirm the Values

Develop, Revise or Reaffirm the Vision

quality of staff, number of people served, governance practices, quality or quantity of

¾ We are an employer of choice among the not-for-profit sector in our community;

¾ Our Board has adopted best governance practices;

¾ We are attracting and retaining high caliber volunteers in our community.

¾ The quality of life of our clients is significantly enhanced;

Assess the Situation

EXTERNAL ENVIRONMENTAL ANALYSIS

Review of Opportunities and Threats