Strategic Planning Process

1. Strategic Planning Process
A guide for defining your strategy

2. Clarifying Strategy
•Clarifying strategy is the first part of a three step process to learn
and improve performance.
Identify and agree
what matters
Collect the right
management
information
Learn and improve
performance
Clarify Strategy

3. Elements of Strategy
Overall aim
(Mission)
Outcomes
(specific aims
that will make an impact)
Outputs
(Specific deliverables the organization
will produce to achieve its aims)
Enablers
(the resources, competencies and core activities
necessary to deliver the outputs and outcomes)

4. Elements of FH Strategy
VMV
Strategic
Priorities
(Annual Outcomes)
Goals and Objectives
(Outputs)
Activities
(Enablers)

5. Vision Mission Values
•Top level purposes for FH (defined by Board)
–FH’s work, our vision and mission are part
of a bigger plan –God’s plan and His mission.
•Vision
–God called and we responded until physical and spiritual
hungers ended worldwide
•Mission
–Our mission is to walk with churches, leaders and families in
overcoming all forms of human poverty by living in healthy
relationship with God and His creation.
•Values
–Our values include being Christ-centered and wholistic while
showing stewardship, grace, excellence and servanthood

6. Strategic Priorities
•Specific aims that accomplish the VMV
–Usually this is a description of all that we do.
–For a single year strategy, the priorities are used
for a focused effort on some key areas that will
have the greatest impact (defined by GEO)
•2010 GEO Priorities
–Significant and sustained promulgation, incorporation and
demonstration of FH's vision, mission and values within,
throughout and beyond the unified organizations
–Significant and sustained resource development and
impact, with a primary focus on rapidly accelerating growth of
private (non-government) funding while maintaining current
growth in government funding
–Improved cost structure leading to improved cost
effectiveness and efficiency, with a primary focus on reducing
overlap, streamlining operations, and creating a culture that
uses every resource in the most effective and impactful
manner possible.

7. Goals and Objectives
•These are organization-wide outputs that
fulfill the strategic priorities.
•Each department or office creates its own
goals and objectives based on their
resources, competencies and core
activities.
•The alignment of all these goals and
objectives achieve the strategic priorities.

8. Activities
•Activities or “enablers” are the
resources, competencies and
core activities that achieve
goals and objectives.

9. Developing a Department or Office Level Strategy
•Use the four parts of the triangle and apply them to your
own department or office.
•VMV – How does your team help FH achieve the VMV?
–This is a broad statement that applies to all years
•Strategic Priorities
–Restate the strategic priorities as they are
•Goals and Objectives
–For each strategic priority, state the role your team has in
contributing to their fulfillment
–Inputs:
•SWOT analysis
•Internal and external stakeholder analysis
•Capability and core competence assessment

10. Activities
•Create a list of activities your team will perform to achieve
the goals and objectives you determined in the last step
–Inputs:
•Resource analysis (intangible and tangible)
•Capability and core competence assessment

11. Strategy Development Process
VMV
Strategic
Priorities
(Annual Outcomes)
Goals and Objectives
(Outputs)
Activities
(Enablers)
State
strategic
priorities
Align department
goals and
objectives with
strategic
priorities
Determine
activities that
achieve goals
and objectives
Align department
purpose with
VMV 
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