Planning Tools

Community planning does not always require sophisticated tools and technologies. Often, even the simplest tools can be effective, and the resources to facilitate your planning process may be right at hand. Take a look at what planning tools are the best fit for your organization.

DEFINING ISSUES Successful projects are those that focus on resolving community-identified issues or problems. The process of defining issues includes collecting information about opportunities or challenges affecting a community then prioritizing those that can be addressed. The Kansas University Community Toolbox defines a problem or issue as, “the difference between what is, and what might or should be”. Examples of an issue include dangers related to an abandoned house, access to public transportation, increased crime in a neighborhood, or limited after-school activities for youth. A poorly defined issue or problem is difficult to solve in contrast to a clearly analyzed and defined one. Clearly defining and framing issues is a helpful tool to build your neighborhood association, engage others, and gain political or organizational support.

Here’s How: Gather Concerned Citizens The first step to identifying an issue in your community is to bring together a group of concerned citizens and start with what you know. Based on their self-interest, each participant at the meeting may have a different issue they would like addressed by the group. A diverse group of people can be useful in determining the overall impact of an issue. Remember, a group must have a strong sense of its mission in order to determine if an identified issue is in line with their focus. At the meeting, ask the members to share their concerns. The meeting recorder should capture the responses on a flip chart so everyone can see them. The facilitator may then group related issues together. Prioritizing the Issues Now that the group has identified a variety of issues or problems, it is time to prioritize which to address first. Ask the following questions regarding each identified issue to help the group set priorities. Is the issue immediate? Who is affected by this issue? How and when are they affected? Is this issue impacting people’s lives right now? Is this issue worth the amount of time you would spend on it? Is the issue specific? Does this problem affect just our neighborhood or is this a broad issue for a large geography? How could the problem be stated more specifically? Can we clearly identify the desired outcome?

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identify the desired outcome? Can you do something about the issue? Can we identify the person or institution with the power to solve this community problem? Do we have the time to commit to addressing this problem? Can we make a difference? Defining and Framing the Issue With this information in front of you, it’s time to write the problem or issue statement. Remember to define the problem in terms of needs, and not solutions. If you define the problem in terms of possible solutions, you may be limiting the possibility of other, more effective solutions. For example, the Shoreway Neighborhood Association has identified crime as the main issue that needs to be addressed. Defining this issue as, “The growing rate of violent crime in our neighborhood is unacceptable.” allows for a

variety of possible solutions to be identified. If the group had defined the problem as, “We do not have enough police serving our neighborhood.” they would be limiting the solutions to just those related to the police force and not other opportunities for change. Also, framed this way, some may interpret that the Shoreway Neighborhood Association is placing blame on the police. Therefore, it is important to remember to define and frame the problem as one everyone shares; avoid assigning blame to the problem.

Gathering Information about the Issue Issues must be thoroughly understood if they are to be addressed. Researching an issue will provide a group with a more complete understanding of the impact of the issue, as well as the cause and effect of the problem. Check out the “Data Gathering” tool for more details. Always Remember! If an issue is not specific enough, it may be hard to address and to collect further

information. If an issue is overwhelming and will take a significant amount of time, break it

down into bite-size pieces and tackle the first task. An early and easy victory helps move a group towards tackling bigger community issues.

Information is key to effective decision making and problem solving. Identify what information is missing and how you can gather this information.

Source: Kansas University Community Toolbox

DEFINING ISSUES CON’T

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GOALS & OBJECTIVES In community development, it is important for the group to have a clear idea of where they are headed. Start here to set the direction and pace of progress in your neighborhood. Working together as a group to set organizational goals can be an excellent consensus-building activity. Goals set the stage for future action by clearly defining the tasks that need to be accomplished and by establishing who will carry them out. By including the entire group in the goal setting process, individual commitment is developed, and this creates a stronger effort with a successful outcome. Terminology can be confusing. The terms goal, objective, mission, and strategy are often used interchangeably. They are all related, but do offer different meanings. Whatever the term, focus on outcomes and activities. What do you want to achieve and how are you going to do it? A goal is a broad statement of what the group plans to attain or achieve. Goals may be short, intermediate or long-term. Well-written goals are understandable, believable, attainable and based on identified need. Goals should be based on reality by understanding what needs to be done and why it is important to do it. Follow the tips below to help your group build goal statements.

Here’s How: Brainstorm The formulation of a goal starts with a question. For example, the Smith Village Neighborhood Association calls a public meeting to establish goals for the next year. The facilitator first asks the group, “We want to improve our neighborhood. What do you want to see changed? What should be improved? What are your wishes for the future?” Ask a recorder to take note of everyone’s needs, desires, concerns, and wishes for their community. Write the responses on a flip chart so everyone can see them. Try to turn negative statements into positive ones. Use these questions to help formulate specific goals for projects. What outcome would we like to see come about? Is this outcome specific and realistic?

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Refine Once everyone has responded to the main question, it is time to reformulate the outcome statement so that it is specific and achievable. Remember, goals are not visions; they should be statements of what can realistically be accomplished. Goals can be short term or long term. They can be revisited and updated as necessary to reflect any changes in your project.

Reaching Consensus Once goal statements have been written for all of the issues or themes identified by the stakeholders, review them as a group. Depending on the developed goals, your group may want to prioritize goals based on available resources, external threats, and timing. Writing Objectives While goals are broad statements related to your purpose, objectives are more specific and capture what you intend to achieve during a specific period of time toward a particular desired outcome. A good objective will contain an activity statement which describes who does what, when, where and with whom. Goals often contain several objectives to successfully achieve that goal. For example, if your goal was to become financially independent, you might need to meet the following objectives: 1) get out of debt, 2) improve your level of savings, and 3) increase your income. Blueprint for Writing Objectives Consider one of your group’s goals and use this example to write a specific, measurable and attainable objective. Example:

Objective: By the end of 2016, 25% of homes inhabited by residents 65 years or older in the Smith neighborhood will have front porch lights.

GOALS & OBJECTIVES CON’T

Goal Statement Do what To what extent For whom By when

Reduce neighborhood vandalism and home break-ins

Install lights on front porches

In 25% of homes in the Smith neighborhood

For residents at least 65 years of age

By the end of 2016

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Goals and objectives need to be written carefully for grants. If your community

only needs direction and is not applying for a grant, simple conversation and

agreement on the goals will work great!

Now it’s your turn. Write the goal of your project in the first column below, then practice writing an objective that is specific, measurable, and attainable.

Write out your completed objective here:

____________________________________________________________________________ ____________________________________________________________________________ A useful way to evaluate your objectives is to determine if they are SMART.

Source: University of Maine Cooperative Extension & Kansas University Community Toolbox

GOALS & OBJECTIVES CON’T

Goal Do what To what extent For whom By when

S

Specific. Your objective should be concrete and well-defined. Does that statement communicate what you would like to see happen?

M Measurable. Can you measure whether you are meeting the objectives or not?

A Achievable. Are the objectives you set achievable and attainable?

R Realistic. Can you realistically achieve the objectives? Do you have the resources to get the job done?

T Timed or time-bound. Have you set a deadline for the achievement of the objective? When will this be accomplished?

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ACTION PLANNING Once your organization has developed a project idea, it is time to outline the specific activities needed to turn the idea into action. An action plan helps turn your dreams into reality by outlining the way your group can meet its objectives, and ultimately your goal. Typically, an action plan includes deciding who is going to do what, by when, and in what order for the organization to reach its goal. Why is it important to develop an action plan? As Lewis Carroll, the author of Alice in Wonderland, said, “If you don’t know where you are going to, you will end up somewhere else.” Therefore, it is important for your group to outline what it will take to reach your goal. A strong and well-documented action plan can show members of the community, including elected officials and grantmakers, that your organization is organized and dedicated to taking the steps necessary to reach your goal.

Here’s How: Outline Each Action Item Every project idea will take multiple steps in order to turn it into action. An action plan serves as a tool to keep track of each step necessary to reach success. As you begin to write your action plan, list out the action items or steps necessary. Your list may grow or change as you work through this process. Each action item should include the following information:

Clear description of the specific action item Who will carry out this action item When the action item will take place or be completed What additional resources are needed (e.g. money, staff, letter of support, etc.)

Turn Action Items into an Action Plan An action plan is complete once all of the specific action items are outlined, documented, and shared with other members of the group. The action plan can be communicated via meeting minutes, a follow-up email, or in a newsletter. Your action plan can serve as your barometer for success. Each time your group meets, you can review your outline of action items and mark which ones are completed, almost finished, or are in need of additional resources or assistance. Just like your project objectives, your overall action plan must meet certain criteria.

Does it list all of the action items necessary? Is it comprehensive?

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Does the plan engage different parts of your community (e.g. schools, non-profit board of directors, elected official, etc.)?

Is it clear who will do what by when? Now it’s your turn. Identify two action items for your project and complete this chart based on your organization or project goals and objectives.

Source: Kansas University Community Toolbox

ACTION PLANNING CON’T

Goal: Reduce neighborhood vandalism and home break-ins

Objective: By the end of 2016, 25% of homes inhabited by residents 65 years or older in the Smith neighborhood will have front porch lights.

Action Items

Who’s Responsible & Who Will Help

Deadline

What additional resources are

needed?

Identify residents 65+ years old without porch lights

Jim, Thomas and Sue

March 25

Volunteers to go door-to-door

Make request for donated or discounted lightbulbs

Alison April 10

If awarded, grant for $500.

Install porch lights for all targeted homes

Thomas will coordinate volunteers from the neigh association.

April 25

More volunteers. Will contact the youth group at the church.

Goal:

Objective:

Action Items

Who’s Responsible & Who Will Help

Deadline

What additional resources are

needed?

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STRATEGIC PLANNING Strategic planning is the process used by an organization or association to define its strategy or direction. It is a focused and controlled process that requires members of an organization to identify both opportunities and problems, and to formulate action steps to seize the former and overcome the latter. Strategic planning is a roadmap that is used to guide you from where you are, to where you want to be. An organization that participates in a planning process will have an improved understanding of its strengths, current state, and potential future. According to Bryan Barry, a strategic planning consultant, strategic planning is a process that helps an organization “find their fit” by answering three questions: What do you and your organization hope to accomplish? What is needed and feasible in your community? What are you and your organization capable of doing?

Here’s How: Strategic planning is accomplished through a formal process that focuses on the foundation of the organization. There are six stages to a successful strategic planning process. Getting Started Organize a small group of stakeholders to guide the planning process. Typically, a small group of approximately 10 to 15 people are actively involved in an organizational strategic planning. Too many people may make it difficult to carry out the planning process. This group of 10 to 15 people will guide the overall process and be responsible for producing the final plan. Reviewing the Organization’s Foundation Central to every successful organization is a set of core values, a clear mission and a challenging vision. The underlying principles that direct the way your group acts are the core values. Your mission statement should describe your organization in terms of its purpose and values. It should provide a summary of the what, how, and why of your work. While a mission statement describes what you do, a vision statement describes the direction and purpose of the organization’s work. It should present a picture of the future that your organization intends to create. Before starting any planning process, it is good to review any previous strategic plans.

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Situation Analysis After looking closely at your group’s history and prominent values, it’s time to look at the internal and external environment in which your organization operates. The planning committee should consider the following activities in order to more fully assess the current environment: Identify stakeholders (see the “Stakeholder Analysis” tool for more information) Conduct stakeholder and key informant interviews (see the “Key Informant

Interviews” tool for more information) Identify potential partners for future activities Perform a SWOC Analysis (see the “SWOC Analysis” tool to learn how) Drafting the Plan The draft plan ties together all of the pieces from the previous steps. There is no right way or wrong way to put a strategic plan into written form; and drafting the plan typically boils down to one person at the keyboard. Beforehand, the group should agree on the plan’s format. A concise and clearly written plan is more likely to be read by all interested parties than one that isn’t pulled together well. In general, the typical sections included in a written strategic plan include:

Executive summary Mission and vision statements Organizational profile and history Initiatives or direction the organization is to pursue Critical issues, strategies for addressing each, and proposed action plan Program goals and objectives (see the “Goals & Objectives” tool) Timeline or implementation plan Evaluation plan Any other topic that seems relevant to your organization

Creating Action Plans For each strategy or initiative, develop an action plan. An action plan clearly identifies the specific actions that need to happen; what information is necessary to make it happen; who is responsible for the follow-through of the action steps; and the timeline. For more instruction on how to develop your action plan, see the “Action Planning” tool. Implementation Make progress, review, evaluate, revise if appropriate, and celebrate.

Source: University of Florida IFAS Extension &

Strategic Planning Workbook for Nonprofit Organizations (Bryan Barry, 1997)

STRATEGIC PLANNING CON’T

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SWOC ANALYSIS A SWOC analysis is a tool often used by neighborhood associations and nonprofits to identify strengths (S) and weaknesses (W), and examine opportunities (O) and challenges (C) you may face. While the finished results are important, the process of performing the analysis is just as valuable. Participants in your group’s SWOC analysis will be more aware of how you operate and respond to community needs, as well as better understand your goals for the future. Performing a SWOC analysis does not require any special training. The only requirement for conducting an analysis is being truly honest about your group.

Here’s How: An organization should conduct a SWOC analysis to explore possibilities for new efforts, identify the best path for a new initiative, or determine where change is possible. As a group, you may use the worksheet on the next page to answer the following questions related to your organization. Remember that strengths and weaknesses are controlled within the organization or community, while opportunities and challenges are outside its control. For example, internal aspects might be staff or financial resources, while external aspects could be demographics or local policy. Strengths What advantages does your organization have, such as people, physical resources

and finances? What activities or processes does your organization do best? Weaknesses What areas of your organization or activities could be improved? What are some of the weaknesses or limitations of your organization? Opportunities What opportunities is your organization aware of? For example, is a new

funding source available? What possibilities exist to support or help your effort—in your community, with

the people you serve or partner with, or by the staff who carry out the work? What local or national trends draw interest to your program or organization? Challenges What are some of the obstacles your organization faces? Will funding go away? Is your organization meeting the standards and objectives you believe it should?

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Image courtesy of https://students.case.edu

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Source: University of Wisconsin Extension

SWOC ANALYSIS CON’T

STRENGTHS ATTRIBUTES INTERNAL TO YOUR

ORGANIZATION

WEAKNESSES ATTRIBUTES INTERNAL TO YOUR

ORGANIZATION

OPPORTUNITIES ATTRIBUTES EXTERNAL TO YOUR

ORGANIZATION

CHALLENGES ATTRIBUTES EXTERNAL TO YOUR

ORGANIZATION

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FOR MORE IDEAS... There are a variety of planning tools available on the web. For further reading, check out the resources listed below. Alliance for Nonprofit Management www.allianceonline.org Barry, Bryan, W. 1997. Strategic Planning Workbook for Nonprofit Organizations (Revised and Updated). Saint Paul: MN: Amherst H. Wilder Foundation Kansas University Community Toolbox http://ctb.ku.edu Mind Tools www.mindtools.com University of Florida IFAS Extension Nonprofit and Community-based Organizations http://edis.ifas.ufl.edu/topic_nonprofit_and_community-based_organizations University of Maine Cooperative Extension Group Works Series http://umaine.edu/publications/6105e/ Texas Cooperative Extension, Texas A&M University SWOT Analysis http://agrilifecdn.tamu.edu/econ/files/2013/03/SWOT-Analysis.pdf

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