great strategic planning for mission impactmatrix map analysis is a great starting place for...

GREAT STRATEGIC PLANNING FOR

MISSION IMPACT

Kelleen Zubick, Presenter

About the Presenter2

Kelleen Zubick, State Director, Share Our Strength

Over 20 years in nonprofit sector; after supporting the

development of over 200 strategic plans, it’s still my

favorite activity.

Former Principal Consultant, Mission Spark (Government,

Foundation, and Nonprofit management consulting)

Former Director of Consulting, Community Resource Center

Former Steering Committee Member for 5 Rural

Philanthropy Days

Am grateful for the learning opportunities afforded by the

Western Slope Rural Philanthropy Days Committee!

Great Strategic Planning for Mission Impact April 27-28, 2015

Introductions

Name

Organization

Role

Comfort and experience with strategic planning

1 – New to strategic planning

2 – Have participated in strategic planning process before

3 – I could lead this workshop!

One specific thing you would like to get out of workshop


3

Learning Outcomes

1. Purpose and Benefits of Strategic Planning

2. Essential Pre-Planning Strategies and Tips

3. Strategic Planning Process Overview, Timeline and Steps

4. Tools for Designing and Monitoring an Adaptable Roadmap for Implementation


4

Learning Outcomes (continued)

5. Deepen Understanding of Principles and Practices for Nonprofit Excellence “Planning” section:

Values, Vision, Mission

Stakeholder Input & Responsiveness

Strategic Plan

Operational Plan

Monitoring and Implementation


5

Definitions

Purpose

Benefits

Strategic Planning Overview


6

Proactive Orientation to Planning:7

Organizational financial and programmatic strategies must be integrated principles;

Programs need to be relevant to constituents to have an impact, and financial revenues need to be in place to pursue current and future activities;

Impactful organizations have accountable leadership that communicates effectively with the broad public;

Create succession opportunities by developing opportunities for staff to lead and grow;

Sustainability is an orientation and not a destination. Focus on outcomes, process improvements, and continuous learning.


Levels of Strategy in Planning11


Organizational

Determine mission, vision, and approach

based on assets and environment

Programmatic

Decide on approaches and offer programs and activities to achieve

specific outcomes related to the target audiences

Operational

Administer and oversee systems, policies, and personnel in areas such as finance, human resources,

communications, and information technology

Adapted from 'Nonprofit Strategy

Revolution' by David La Piana,

2008

Defining Strategic Planning:12

Strategic Planning is a process through which an

organization agrees and builds commitment to a set

of priorities and strategies essential to fulfilling its

mission; these priorities then guide actions that will

make progress on the mission over a defined period

of time.

External Input

Internal Analysis

Communication & Monitoring


Purpose of Strategic Planning:14

Serves as a road-map: guides, focuses and aligns

Guides decision-making

Guides allocation of resources

Identifies specific goals, activities, and

benchmarks for success

Helps keep your organization’s staff and board

accountable and focused on established priorities

Can promote organizational transformation


Benefits of a Strategic Plan:15

Guide board discussions and focus board meetings

Make budget decisions and help in allocating

resources

Tool to assist in hiring and recruitment decisions for

staff; guides staff work plans and assessment

Tool to target recruitment activities for the board

Tool to engage broader community

Determine ongoing organizational priorities

Help in making strategic and day-to-day decisions


Values

Mission

Vision

Strategic Principles


16

Strategic Principles in Context


17

Values, Mission & Vision

Moral compass, Purpose, Desired Future & Impact

Stakeholder Input, Priorities and Strategies

Goals, SMART Objectives and Measurements

Tactical Activities, Timeline, Budget, Responsbilities

Values Statements:19

Clarifying Organizational Identity--Values can be

understood as operating philosophies or principles

that guide an organization and its relationships with

team members and the external world.

Getting Started: To have a deep and sustainable

impact on (purpose), (organization) believes in:


Sample Values Statement :20

The Colorado Coalition for Girls values…

Girls having equitable access to a full range of life

opportunities and the right to choose them.

Addressing root causes and encouraging systemic

change to establish equity for girls.

Girls having a voice in policies and laws which

affect them.

Girls having access to spiritual, physical, emotional

and sexual health specific to their needs.


Mission Statements:21

A succinct statement of your organization’s reason for

being that communicates who you are, what you hope

to achieve for whom, and through what means.

Answers “what good for whom.”

Guides organizational goals and objectives

Indicates your values and makes your identify known

Creates a visceral connection between organization

and stakeholders

Is for public consumption and should be clear and

concise


Sample Mission Statements:22

The Sierra Club inspires people to join in protecting the earth's natural treasures and vitality. Through the club, individuals magnify their power to restore the places where they live and preserve the places they love.

Share Our Strength’s Cooking Matters Colorado empowers families at risk of hunger with the skills to stretch their food budgets and to prepare balanced meals to increase children’s access to healthy food.


Effective Vision Statements :23

Vision: A picture of the organization’s desired

future in terms of lives or communities

changed—your end results.


Effective Vision Statements :24

They excite and inspire, and are presented with

credible commitment.

They are within grasp—can be perceived as

attainable—while challenging people to work

hard.

Can be expressed succinctly and are memorable.

Children’s Garden envisions generations of

responsive, aware individuals prepared and

empowered to nurture and shape our world.


Your Turn! (15 Minutes):25

1. Select one of the strategic principles on which you’d like to work.

2. Find a partner and introduce yourself

3. Take 5 minutes to sketch out individual rough drafts or discuss how principle is used in your org.

4. Take turns sharing and providing helpful feedback—5 minutes

5. A little group sharing….


Rationale

Strategy

Activities

Stakeholder Input


26

Stakeholder Input Rationale27

“An ounce of trust is worth a

pound of ownership.”


Stakeholder Input Rationale28

Where do those you serve fit

in your organizational chart?

Is there a volunteer who will

draw for us?


Stakeholder Input Strategy29


Relationships build a community

Leaders involve members of the community

Identify what people care enough about to act on

Build ‘inside-out’ or ‘with’ and not ‘for’

Leverage community strengths

When People Care Enough to Act: ABCD in Action by

Mike Green. Inclusion Press. 2006


What do your stakeholders want and need from you?

Want a diverse range of opinions and a diverse group of listeners (best with existing structure)

Techniques for gathering information Stakeholder meetings Interviews Focus groups Surveys

Plans for Feedback/Communication Loop




Community

Investors

Partners

• Who

• How

• Who

• How

• Who

• How

Stakeholder Input Tools32

Standard Tools Stakeholder meetings Interviews Focus groups Surveys

Additional Tools/Techniques: SWOT World Café Community Asset Maps “Founder” exercise Other?


Stakeholder Input Tools33

Community Asset Map


Identify community assets to attain vision

Broaden the conversation and define strategy

Great Strategic Planning for Mission Impact April 27-28, 2015 34

Helpful to Achieving Purpose/Goals Barrier to Achieving Purpose/Goals

Inte

rnal

Org

an

izati

on

Strengths WeaknessesE

xte

rnal

En

vir

on

men

t

Opportunities Threats

Process

Timeline

Steps

Tools

Strategic Plan


35

Elements of the Process: Steps 39

Jan • Plan for oversight, process, method & timeline

Feb-April

• Gather stakeholder input

Feb-April

• Conduct organizational assessment

May • Develop and review situational analysis report

June • Strategic principles and goals retreat

July-Sept.

• Operational plan development

Sept.-Dec.

• Communication and implementation


Elements of the Process: Roles 40


Activity Third Party Gov. Com. ED Board Staff

Stakeholder Input A,R C R

contacts

I I

Org. Assessment A, R C R

requests

I R,I

Sit. Analysis Report A,R C — I I

Vision & Goal Retreat A, R C C, R R R

Plan Drafting A,R R R I R, C

Final Plan A, R C C I I

Monitoring &

Communication C A, R C C C

Implementation C, I R R A R

Elements of the Process: Steps 41

External

Surveys, focus groups, advisory committee input

Community conditions, policy, trends

Internal

Organizational Assessment

Financial performance, program evaluation data

Core activity competitive analysis


Organizational Assessment: Steps

Full Organizational Assessment

Looks at all aspects of an organization’s activities

Leverage strengths and minimize weaknesses

Timing…

At least once every two years

Ideal: once a year

As part of any major planning process

If anything major changes internally or externally


Organizational Assessment: Tools

Examples of some tools:

Principles and Practices for Nonprofit Excellence

Financial Leadership Assessment

Financial Leadership: Guiding your Organization to Long-Term

Success by Jeanne Bell

Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit

Capacity

McKinsey Capacity Assessment Grid

Others?


Your Program Business Model: Tools

Core Competency/Activity

Relative Impact

Profit/Loss

Expense Total/True Cost

Matrix Map Analysis is a great starting place for effective decision making

*Tool adapted from Nonprofit Sustainability: Making Financial Decisions for Financial Viability (Bell, Masaoka, &Zimmerman)


Matrix Map Analysis

Parents

/44k

ECE

/370k

Youth/58k

High Impact

Low Profitability

High Impact

High Profitability

Low Impact High Profitability

Low Impact

Low Profitability

Profitability

Mis

sio

n Im

pac

t

Low High

Low

High

4

3.5

3

2.5

2

1.5

1

4

1

30,00020,00010,000-10,000-20,000-30,000

Health/120k

Event9k

Donors/5k

The Helping Center Sustainability Matrix 2015

Matrix Map Analysis: Your Turn

High Impact

Low Profitability

High Impact

High Profitability

Low Impact High Profitability

Low Impact

Low Profitability

Profitability

Mis

sio

n I

mp

act

Low High

Low

High

4

3.5

3

2.5

2

1.5

1

4

1

30,00020,00010,000-10,000-20,000-30,000

Strategic Plan

Operational Plan and Applications

Operational Plan


48

Written Components

Introduction

Executive Summary (often used publicly)

Values Statement, Mission and Vision

Critical Issues and metrics of success

Plan (narrative and tables)

Operational Plan (18mo.) and Budget

Implementation and monitoring

Roles and Communication strategies

Appendices


49

Setting Goals

Goal: Broad statement that describes the intended

result or direction for specific organizational

activities. Words like Increase, Establish, Create,

Build, and Improve typically precede the result

desired. Goals typically are about impact,

although there may be 1-2 inwardly facing goals

about capacity to make an impact as well. The

result should encompass the length of the plan.


50

Developing Objectives

Objective: A measurable step toward achieving a

goal (2-5 per goal), and since these are also

statements of measurable change, they often begin

with words like expand, capture, create, establish,

develop, etc.) Objectives should be 'SMART.'

(Specific, Measurable (consider outcomes and

outputs), Achievable, Relevant and Time bound).


51

Strategic Plan Detail

Goal: Expand access to quality arts education for young people in our district’s elementary and middle schools.

Objective: increase arts learning for youth, including formal training in the arts as well as arts infused into other disciplines or fields in 60% of schools by 2017.

Action: Provide grants for in-school and after-school model projects

Action: Research and disseminate best practices in arts education

Action: Promote alliances between arts learning and K-1educators

Measurements: # of grant projects completed by schools; % of schools participating; number of participating educators and cultural organizations and artists; number of schools offering arts learning for 2 years or more.


52

Goal 4: Organization will achieve organizational growth and sustainability (defined) through diversified

fundraising activities (defined) and effective, mission-based revenue generating programs (defined)

Objectives Action Steps Timeline Budget Responsible Party Measurement

Develop a solid

business and

fundraising plan

for the

organization with

the goal of

bringing in 50%

of the

organization's

revenue through

earned income

streams by the

end of 2017 and

growing

fundraising

revenues by 30%

overall.

Develop a

board/staff

Fundraising

Committee to

oversee the

creation and

implementation

of a

fundraising

plan

Develop

sustainable

funding

model to

support

organization

al growth,

including

revenue

scenarios for

next three

years.

Plan finalized

by end of 3rd

quarter

2015,

implementatio

n during

2015 - 2017

• $20k

gala

expenses

in June

• $3k

donor

software

• $1k

earned

income

collateral

Executive Director and

board (with specific

responsibilities spelled

out in fundraising plan)

By the end of

2017, budget is

50% earned

revenue and

overall fundraising

revenues have

increased by 30%

above 2014

levels.

Operational Applications

Guide board discussions and focus board meetings

Tool to target recruitment activities for the board

Inform/Make budget decisions and help in allocating resources

Tool to assist in hiring and recruitment decisions for staff; guides staff work plans and assessment

Tool to engage broader community

Determine ongoing organizational priorities

Help in decision making (strategy screen)


54

Monitoring Tools

Communications

Planning Ahead

Monitoring and Communication


55

Monitor Tool

56

Plan Dashboard 2014

This work plan is the outline of activities and responsibilities that coordinate with the successful implementation of the 2014-2017 strategic plan. The calendar can be modified as deadlines and special events change. It can be reviewed and updated monthly/quarterly.

January Goal, Objective and Action Start

Date Oversight Progress to Date Date

Completed

Goal 1: Increase community awareness and understanding of mission, value and approach of SVP Boulder County.

Goal 2: Increase outcome evaluation to better assess impact and to improve programs.

Goal 3: Establish SVP Boulder County’s leadership role, etc.

Goal 4: Develop and leverage expertise to build the capacity of Boulder County nonprofits.

Goal 5: Improve internal infrastructure and capacity , etc.

Goal Area Progress by Quarter


57

Objectives Actions Oversight Q1 Q2 Q3 Q4 2015 2016 Progress/ Notes

Collaborative Partnerships1.1.A Develop collaboration policy/guidelines and

outcomes

Governance

CommitteeP

Collaborative Partnerships1.1.B ID Community challenges for x-sector

collaboration

Collaboration

Task ForceP

Collaborative Partnerships 1.1.C Research and identify potential collaboratorsCollaboration

Task ForceP

Collaborative Partnerships1.1.D Develop and implement review of

collaborations

Collaboration

Task ForceP

Community Presence 1.2.A Empower Partners to serve as ambassadorsMarketing

CommitteeP

Community Presence 1.2.Ab Build ambassador team within SVP`Marketing

CommitteeP

Community Presence 1.2.B Cultivate SVP presence at community eventsMarketing

CommitteeP

Community Presence1.2.Bb Increase ED and Board's visibility in the

communityED & Board P

Community Presence1.2.Bc Identify opportunities for investees to assist

other nonprofits with capacity building/coaching

Marketing

CommitteeP

Establish SVP Boulder County as a Community Engagement Leader in the Social Sector to increase SVP's Effectiveness, Impact and Sustainability.

Dashboard Framework

Identify Activity

Green – no intervention required.

Continue on agreed upon course

Yellow – Caution. Further

information and monitoring is

necessary. A course correction

may be in order.

Red – immediate intervention is

required. A course correction is in

order.

Implementing and Monitoring

Utilize a dashboard to monitor activities

Helps leadership know when to intervene

Supports quick action and adaptability

Fundraising

Mailings

4 per year

$5,000 per

mailing

Each mailing

brings in at

least 90% of

goal

One mailing

brings in only

60% to 90% of

goal

Two

consecutive

mailings bring

in less than

75% of goal or

single mailing

brings in less

than 60% of

goal

Strategy Screen


60

Assessment Rating Weight Score Written Observations

CriteriaMission / Vision / Values/Strategy

Will this opportunity/strategy help us to meet

our mission?2.6 0

Does it align with our principles and core

values?2.8 0

Does the opportunity help to build nonprofit

capacity?1.6 0

Does this opportunity advance our Plan

Goals?3

SustainabilityCan we afford this opportunity today either by

ourselves or with outside funding?3 0

Is the opportunity/strategy financially

sustainable?2.6 0

Can this opportunity/strategy attract additional

partners or funding?2.2 0

Does the opportunity come with funds and

infrastructure to support additional staff, if

needed?

2.2 0

Continuous Communication

Test plan ideas with stakeholders and broader community; revisit

Create talking points and shared collateral from written plan

Is shared will palpable?

Is shared ownership evident?

Determine internal/external communication efforts

Plan to monitor (dashboards) and adapt

Plan to broaden participation/bring up leaders

Plan to celebrate!


61

Planning to Plan: Starter Questions

1. How well do we understand the community in which we

operate and our niche therein?

2. What are the needs of our constituents; how will

environmental changes affect these needs? And what is

the intersection with our core purpose and expertise?

3. Have we reviewed our mission vision and values in light

of societal and environmental changes?

4. Based on our situational analysis (organizational,

environment, and constituent assessment) what should

our goals be for the next 3-5 years?


• Brief Questions?

•Follow up: [email protected]; 720-253-3337

Wrap-Up and Thank You!


64

mailto:[email protected]

Objectives Action Steps Timeline for Actions Responsible Party Measurement Notes/$ needed

1.1.A

1.1.B

1.1.C

1.2.A

1.2.B

1.2.C

1.3.A

1.3.B

1.3.C


(Organizational Name) Plan (Date Range)

1.1

1.3 .

Goal 1:

Goal 2 :

1.2

Mission Statement

Vision Statement

Values Statement

Page 1 of 3

2.1 2.1. A

2.1.B

2.1.B C

2.2.A

2.2.B

2.2.C

2.3.A

2.3.B

2.1.C


3.1.A

3.1.B

3.1.C

3.2 3.2.A

3.2B

3.2C

Goal 3:

2.3

3.1

2.2

Page 2 of 3

3.3 3.3A

3.3B

3.3C


4.1.A

4.1.B

4.1.C

4.2A

4.2B

4.2C

4.3.A

4.3.B

4.3.C

4.1

4.3

Goal 4:

4.2

Page 3 of 3

RESOURCES SUGGESTED BY KELLEEN ZUBICK Nonprofit Strategy Revolution by David La Piana, 2008 When People Care Enough to Act: ABCD in Action by Mike Green. Inclusion Press. 2006 Nonprofit Sustainability: Making Financial Decisions for Financial Viability by Jeanne Bell, Jan Masaoka, & Steve Zimmerman Financial Leadership: Guiding your Organization to Long-Term Success by Jeanne Bell Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity by Susan Kenny Stevens

45

Principles &

Practices for N

onprofi t Excellence in Colorado | P

lanning

Organizational planning defines the overall Organizational planning defines the overall

direction, activities, and strategies that will be direction, activities, and strategies that will be

used to fulfill a nonprofit’s mission. Nonprofits used to fulfill a nonprofit’s mission. Nonprofits

should engage in sound planning to define a should engage in sound planning to define a

clear vision for the future and specific strategies clear vision for the future and specific strategies

for reaching established goals. Nonprofit planning for reaching established goals. Nonprofit planning

should be proactive rather than reactive. should be proactive rather than reactive.

It should incorporate evaluation results and It should incorporate evaluation results and

periodic analyses of community needs. The periodic analyses of community needs. The

process should be intentional and ongoing process should be intentional and ongoing

in order to best position a nonprofit to in order to best position a nonprofit to

achieve its goals.achieve its goals.

Principles

Planning

46

Col

orad

o N

onpr

ofi t

Ass

ocia

tion

|

Col

orad

oNon

profi

ts.o

rg

Impact

1 . Mission Statement

A nonprofi t should have a clearly defi ned, written mission statement that accurately describes the core purpose of the organization.

2 . Vision Statement

A vision statement is a clear, motivating message about a desired future state that projects a world enhanced by the accomplishment of the mission.

3 . Values Statement

A values statement (or statements) refl ects those core beliefs or principles that drive the work of the organization. It should describe the manner in which the nonprofi t will conduct its work by highlighting those attributes that are most important.

4 . Review of Mission, Vision, and Values

Originally defi ned by its incorporators, a nonprofi t’s mission, vision, and values should be reviewed by the board periodically to consider societal and community changes. This review should determine whether these statements are still relevant, and/or whether they should be adapted to address evolving needs of its constituents and the public.

Strategic Planning Process

5 . Soliciting Input/Feedback

from Community

In planning and evaluating its activities, a nonprofi t should be responsive to community needs. It should solicit input and feedback from a variety of sources, such as board, staff and volunteers, community members, funders and donors, government offi cials, and other stakeholders. This input should be inclusive of a broad range of views

and perspectives and should play an integral role in the organization’s decision-making process.

6 . Environmental Assessment/Scan

A nonprofi t should have a thorough and up-to-date understanding of the community in which it operates including the needs of its constituents, changing demographics, changes in the funding and political/ regulatory environments, services provided by government, emerging technology, and applicable trends. To promote overall success within the sector, a nonprofi t should look to other nonprofi ts to share and gather information on lessons learned, best practices, effective resource allocation, and prevention of the duplication of services.

Strategic Plan Document

7 . Strategic Plan

A nonprofi t should create a mission-driven written strategic plan every three to fi ve years. The strategic plan should:

• Refl ect the results of an environmental assessment that includes information on strengths and challenges facing the organization, as well as opportunities for, and perceived threats to, mission achievement;

• Include clearly defi ned, reasonably achievable, measurable goals and objectives that are set by the organization to achieve its current organizational priorities;

• Provide an overarching direction for the organization created and fulfi lled by staff and board members that is refl ective of the organization’s stated mission; and

Practices Planning

47

Principles &

Practices for N

onprofi t Excellence in Colorado | P

lanning

• Be fl exible to adapt to unforeseen changes and take advantage of unanticipated opportunities.

Implementation

8 . Operational Plan

A nonprofi t should annually create a written operational plan, which aligns with the strategic plan and specifi es how its activities will be implemented on an annual basis. The operational plan should:

• Clearly defi ne specifi c program, fi nancial, personnel, and evaluation activities; delineate timelines; and assign specifi c responsibility for implementation;

• Clearly identify goals and performance measurements;

• Be tied to an annual approved budget;

• Provide a framework for regular progress reports; and

• Be reviewed and updated regularly by staff and board members.

Planning

great strategic planning for mission impactmatrix map analysis is a great starting place for...

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