Implementing and Sustaining Your Strategic Plan

John M. Bryson is the McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for "outstanding contributions to the professional lit- erature of public administration over an extended scholarly career." He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad.Sharon Roe Anderson, cofounder of Aurora Consulting, is an experienced facilitator and consultant around issues related to strategic planning, team building, facilitation, nonprofit board governance, and implementation.Farnum K. Alston is the founder of The Crescent Company and has worked on hundreds of strategic planning projects for public, business, and nonprofit organizations.

• Preface ixAcknowledgments xviiThe Authors xixPART 1 UNDERSTANDING IMPLEMENTATION AND ASSESSING READINESS 1Step 1 Understanding Implementation and Assessing Readiness 3Worksheets1 Interviewing People About the Upcoming Implementation Process 252 Implementation Readiness Assessment Questionnaire 323 Key Implementation Design Choices 44PART 2 GETTING ORGANIZED 53Step 2 Leading Implementation 55Worksheets4 Implementation Process Sponsors 715 Implementation Process Champions 736 Identifying Possible Members of the Implementation Coordinating Committee 757 Developing a Charge for the Implementation Coordinating Committee and Related Subgroups 788 Understanding and Linking Forums, Arenas, and Courts 829 Values to Sustain Innovation and Change 88Step 3 Understanding How and Why the Strategic Plan Came to Be 91Worksheet10 Agenda for Follow-Up Meeting to Assess Results of Interviews of Strategic Plan Preparers and Adopters 95Step 4 Clarifying Who the Implementation Stakeholders Are 99Worksheets11 Implementation Stakeholder Identifi cation 10212 External Implementation Stakeholder Analysis 10413 Internal Implementation Stakeholder Analysis 10614 Power Versus Interest Grid 10815 Implementation Support Versus Opposition 11016 Creating the Supportive Coalition 11117 Engaging External Implementation Stakeholders 11318 Engaging Internal Implementation Stakeholders 116PART 3 CLARIFYING STRATEGIC AND OPERATIONAL DIRECTIONS 119Step 5 Articulating What the Organization’s Mandates, Mission, Vision, and Values Mean for Implementation and Alignment 121Worksheets19 Gaining Clarity About the Implications of the Organization’s Mandates for Implementation 12420 Understanding What the Organization’s Mission Means for Implementation 12521 Understanding What the Organization’s Values Mean for Implementation 12722 Understanding What the Organization’s Vision of Success Means for Implementation 12823 How and Why the Organization Creates Public Value 131Step 6 Getting Clear About Strategies That Will Continue, Will Be Started, or Will Be Phased Out 133Worksheets24 Evaluating Priorities for Existing Strategies, Programs, Products, Services, and Projects 13525 Evaluating Priorities for Proposed New Strategies, Programs, Products, Services, and Projects 13626 Reconciling Priorities Among Existing and Proposed Strategies, Programs, Products, Services, and Projects 13727 Strategy, Program, Product, Service, or Project Statement and Component Elements 139PART 4 RESOURCING AND STRUCTURING IMPLEMENTATION, ALIGNMENT, AND ONGOING LEARNING 147Step 7 Budgeting the Work 149Worksheets28 Developing a Budget for Strategic Plan Implementation 15229 Developing a Summary Budget for Implementation 15530 Developing a Strategic Annual Budget for Large, Complex Organizations 157Step 8 Creating an Implementation Management Structure 159Worksheets31 Project Assignment 16732 Assignment of Work to Project, Program, and Portfolio Categories 16933 Assignment of Projects, Programs, Portfolios, and Other Work 170Step 9 Developing Effective Implementation Teams 173Worksheets34 Creating Implementation Recommendation and Action Teams (I-Teams) 17635 ICC and I-Team Tasks, Membership, Competencies, Roles, and Responsibilities 18636 Team Leader Self-Assessment 19037 Meeting Agenda 19238 Meeting Summary 19539 Meeting Evaluation 19740 Team Self-Assessment 200Step 10 Organizing Alignment and Learning Processes 203Worksheets41 Alignment Checkup 20842 Designing Learning Forums 21043 Facilitating Dialogue Guidelines 21244 Identifying Needed Formative Evaluations 21545 Employee Performance Self-Review 21846 Performance Review and Development Plan Process 22247 Coaching for Successful Implementation 22848 Professional Development Request Form 231Step 11 Putting It All Together in Strategy Maps and Action Plans 233Worksheets49 Board Action Plan 24150 Action Planning 24551 Action Planning for the Stop Agenda 24852 Microsoft Project Schedule Template 25153 Summary of Actions and Responsibilities 25954 Strategy/Action Status Report Form 26055 Implementation Communications Plan 26156 Creating an Elevator Speech 263PART 5 MAINTAINING, READJUSTING, OR TERMINATING STRATEGIES 265Step 12 Staying the Course—Or Changing It 267Worksheets57 Improving Existing Strategies 26958 Identifying Needed Summative Evaluations 27059 Improving the Implementation Process 27360 Improving the Strategic Planning Process 276RESOURCES 279A Brainstorming Guidelines 281B Snow Card Guidelines 283Glossary 285Bibliography 289

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