Annual Planning, 2019

Understand your current environment.

Before the OSI can really start planning for the future, we'll need to have a good understanding of where we currently are. Everyone on the Board of Directors will come into the planning session with a unique perception of how things are going and some ideas for improving and growing the organization. It’s great to start the meeting by getting everyone talking and sharing the thoughts that are already top of mind. Allowing time for a little introspection at the beginning of the planning session will immediately engage everyone on the Board and will establish some context for the strategic and future-directed conversations we will soon be having. Here are a few ideas to get you started.

General Observations

Start the session by revisiting the plan established for previous year (Targets, Theme, Key Initiatives), and then discuss the actual results. Ask the team:

  • What did we accomplish this year?
  • What improvements to our operations did we make?
  • What were our victories and bright spots?
  • What did not go as we would have hoped?
  • What lessons did we learn this year?

Looking Ahead

The Start, Stop, Keep exercise gets everyone thinking about the future of the business before they come into the planning session. It’s a great way to bridge the gap and ease people out of their day to day focus and into a planning mindset. In this exercise, participants are asked to share their top three answers in the following areas:

  • Start: New things to consider doing. What you think the OSI should start doing that is not being done today?

  • Stop: What is ineffective that we need to stop doing and save our resources for other opportunities? These are items that can help us "dehassle" the business.

  • Keep: What is working well that we should continue? Look for bright spots - items that are working very well, that we might want to replicate in other initiatives.


Internal External Assessment

  • Internal (strengths & weaknesses):


  • External (opportunities & Threats):


Core Values

Principles and practices that remain constant over time and are key to the long-term success of the OSI. These are evident in our behavior as an organization and represent the heart of the OSI.

  • Core value:
  • Core value:
  • Core value:
  • Core value:
  • Core value:

Core Purpose

How our daily work connects to a greater good that is being served through the success of the OSI: answers, “why the OSI does what it does, and why people (directors, staff, members, public) participate?”

  • Core purpose:

BHAG

The “Big Hairy Audacious Goal” is our vision of future success for the OSI: what things might look like in 10-20 years when the OSI has achieved this wildly ambitious, measurable goal.

  • BHAG:

Brand Promise

Identify and understand our core constituent, our core capabilities, and our unique position.

  • Core constituent:
  • Core capabilities:
  • Unique position:

Winning Moves

Specific, growth strategies to execute over the next 3-5 years that have the potential to achieve your BHAG.

  • Strategy:
  • Strategy :
  • Strategy:

Destination Postcard Exercise

  1. Think about and write a descriptive narrative of what a successful year looks like. How will the OSI be different a year from now, and how will we recognize success.

  2. What three things must happen during the year to made it possible to achieve your vision.

Define Targets

Define the specific, organizational and operational, criteria that are critical for the continued health of the OSI, e.g. revenue, membership, engagement, etc. Choose targets that are strategic and meaningful to the OSI’s success, inline with mission, values, etc.

  • Target:
  • Target:
  • Target:
  • Target:
  • Target:

Theme/Main Focus

Agree on the number one main thing the OSI must focus on next year. Identify one overarching theme for the year that we are confident will drive the OSI forward.

  • Theme:
  • What barrier do you need to break?
  • What Winning Move must pay off this year?

Annual Initiatives

Choose 3-5 specific Key Initiatives to commit to completing this year. The right Key Initiatives will support the OSI’s ability to achieve our Main Focus, hit our Targets, move forward on our Winning Moves, and execute our core business with excellence. In addition to identifying these Key Initiatives, determine a Red-Yellow-Green success criteria, and map out the sequence and timing of major milestones for each initiative.

  • Initiative:
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
  • Initiative:
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
  • Initiative:
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
  • Initiative:
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:
  • Initiative:
    • Success Criteria,
      • Red:
      • Yellow:
      • Green:
    • Milestones:

Q1 90 Day Execution Plan

The Quarterly Plan should include a Main Thing, 3-5 Top Priorities that can be achieved in a 90-day period and Red-Yellow-Green success criteria for each Priority.

  • Main Thing / Milestone(s)
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90-day Priority
      • Red:
      • Yellow:
      • Green:
    • 90 Priority
      • Red:
      • Yellow:
      • Green:


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Created by Patrick Masson on 2018.11.06 at 08:06:05 PST
    

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