  Participatory Strategic PlanningBrief Description:The Participatory Strategic Planning process is a consensus-building approach that helps a community to join together in explaining how they would like their community or organisation to develop over the next few years.
Description:This is a four-stage process first, the group determines their vision for the future of the organisation or community. Secondly, they describe the obstacles that are preventing them reaching their vision. In the third stage they move on to agree methods that will help them get past the blocks and reach the vision. The final stage is about implementation planning eg. 'What shall we do in the first year?', and finally, 'What shall we do in detail in the first 3 months?' Each stage uses a workshop process, which involves brainstorming to generate ideas, gathering to explore the themes that emerge and naming to develop the agreement of the group in each cluster. A trained and experienced facilitator is required (a team of two is preferable), and planning the process should involve others in the group as well as the facilitator. The venue should comfortably accommodate the participants in such a way that they can see and hear each other and the facilitator clearly, with good lighting and acoustics. A large, flat area of wall-space is best for organising participants' ideas, written on cards. Used For:Helping a group reach consensus about where they want to get to and how they are going to get there.
Suitable participants:From 5 to 50 is the typical range but it can be more or less than that. The method works well with a mixed group of participants from all levels of the community or organisation. It is designed to be inclusive, so a wide diversity of participants can take part. Participants with low levels of literacy might need some support. Cost:A team of two trained and experienced facilitators or a two-day event would typically cost £2,000-£4,000 including preparation, facilitation and documentation in addition to a venue, catering, travel, board and lodging, as required.
Time Requirements:A two day event with a recommended follow-up after 6 months.
When To Use / What It Can Deliver:You should use Participatory Strategic Planning when you want to build a spirit of ownership and commitment in a group or when you want to reach consensus on a way forward. Participatory Strategic Planning can deliver direct decisions as well as a clear idea of where participants want an organisation or community to go, consensus about directions, a community commitment to making things happen and a stronger sense of being a team. When Not To Use / What It Cannot Deliver:You should not use Participatory Strategic Panning when you are in a hierarchical situation where there is not commitment from the top to allowing the group to make decisions and take them forward. Participatory Strategic Planning cannot deliver the fine detail of plans which need to be developed in smaller groups. Strengths:
Weaknesses:
Origin:Organisational Change Developed by Institute of Cultural Affairs through over 30 years of working with local communities around the world, now applied widely in voluntary, public and private sectors. Case Studies:
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