Strategic Planning for Nonprofits

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Strategic planning should be a means not only to produce a strategy, but also to engage stakeholders, develop leadership, and generate new energy, commitment and consensus around mission. Its primary product is not a written plan, but strategic thinking within the organization through a process of planning followed by a process of implementation. A well-conceived and managed planning process can be the most effective form of organizational development.

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Strategic Planning for Nonprofits

  1. 1. Strategic Planning for Nonprofits December 8, 2010 Sam Frank Synthesis Partnership use Twitter hashtag #npweb Special Thanks To Our Sponsors
  2. 2. Helping ordinary people raise extraordinary amounts for nonprofits is all we do, and we love it. A Proud Sponsor of NonprofitWebinars.com
  3. 3. Today’s Speaker Sam Frank Synthesis Partnership
  4. 4. Strategic Planningfor nonprofits Sam Frank Synthesis PartnershipStrategic Planning for Nonprofits December 8, 2010© Copyright 2010 Synthesis Partnership www.synthesispartnership.com All rights reserved. SYNTHESIShttp://bit.ly/SyPBlogCopies permitted only with full attribution PA R T N E R S H I P
  5. 5. Take-aways•  The benefits of an effective planning process•  How to approach structure a planning process•  How to get broad buy-in•  Tools for •  assessing your situation •  engaging your constituencies •  developing implementing an effective planStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  6. 6. Why Plan? Circumstance Operations Wisdom Cultivation Organizational DevelopmentStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  7. 7. What is Planning? INTEGRATED PLANNINGStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  8. 8. Roles Governing Board Planning Committee•  Set the strategic direction•  Own the planning process •  Shape the planning process •  Offer inclusiveness and transparency •  Ensure participation and completion •  Craft mission-based goals objectives•  Approve goals supporting objectives •  Facilitate action plan •  Launch implementation•  Monitor implementation Both •  Gain a more robust understanding of the organization CEO Board Chair •  Maintain proper focusStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  9. 9. Planning Process Prepare Assess Engage Plan ImplementStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  10. 10. Planning Process: 1. Prepare Board Commitment Committee Chair Documentation Process Design CommitteeStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  11. 11. Planning Process: 1. PrepareTypical Timeline Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  12. 12. Planning Process: 2. Assess Examine Component Plans Gather Data Interview Key Players Identify Critical Issues Conduct a Board Self-AssessmentStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  13. 13. Planning Process: 2. AssessBoard Self Assessment Tool Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  14. 14. Planning Process: 2. AssessMission Statement Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  15. 15. Planning Process: 3. Engage Board senior staff All stakeholder groups Ongoing communicationStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  16. 16. Planning Process: 3. EngageSituation Strengths Weaknesses Opportunities Threats External Environment: Opportunities Threats Internal Environment: Strengths Weaknesses •  Inputs (Human resources, funding, facilities) •  Processes (Programs, operations, governance) •  Outputs (Quality of programs, social change)Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  17. 17. Planning Process: 3. EngagePolarities MANAGEMENT by Budget by Mission Sustainability Purpose + Fulfillment of mission Service to community Bottom-line decision making Requires extraordinary leadership involvement - Cut programs if budget can’t be balanced Requires full commitment to fundraising Not attuned to ultimate purpose of institution FUNDING PRIORITY Facilities Programs + - Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  18. 18. Planning Process: 3. EngageSurveys Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  19. 19. Planning Process: 4. Plan Mission Mission-Based Goals Supporting Objectives Board Endorsement Measurable ActionsStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  20. 20. Planning Process: 4. PlanGoals Objectives CBE Mission-Based Goal: Membership Strengthen ties the sense of community among all members.Supporting Objective 1:Develop programs that appeal to every segment of the CBEcommunity.Supporting Objective 2:Connect with new members through as many means as possible.Supporting Objective 4:Reach out to members only partially engaged in the CBE community.Supporting Objective 8:Cultivate all younger members as potential leaders.Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  21. 21. Planning Process: 4. PlanGoals Objectives CBE Mission-Based Goal: FinanceCBE will operate in a fiscally responsible manner.CBE has not made a compelling case for the appropriateness of its current spending or its need for a higher level offunding. More transparency is needed to indicate where funds are going and how thinly they are stretched. For financialsustainability CBE needs to look at retaining existing members and increasing membership.Supporting Objective 1:Communicate the financial facts more clearly to the membership.Supporting Objective 2:Identify opportunities for revenue enhancement to supportexpansion of programming and services.Supporting Objective 3:Make prudent choices about programs that can be supported.Supporting Objective 4:Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  22. 22. Planning Process: 4. PlanMission-Based Goals i[2]y MissionEnd isolation improve quality of life for young adults affected bycancer. Mission-Based Goals Program: Access Offer access to resources for young adults with cancer, their families, and their care providersProgram: Connections Create opportunities for young adults with cancer to make meaningful connections to each other.Program: Quality of LifeHave an impact on the quality of life of young adults with cancerFundraisingDevelop a sustainable funding stream from foundations, individuals and corporate sponsorsMarketingMake i[2]y a visible resource to all diagnosed young adults, survivors, their families and care providersGovernanceShape the board and its activities to support sustainably the mission of i[2]yFinance / OperationsStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  23. 23. Planning Process: 4. PlanGoals Objectives i[2]y MissionEnd isolation improve quality of life for young adults affected bycancer. Mission-Based Goal: AccessOffer access to resources for young adults with cancer,their families, and their care providersSupporting Objective 1:Upgrade the website to the state of the art, with full Web 2.0capabilities.Supporting Objective 2:Develop a robust presence in cancer treatment centers.Supporting Objective 3:Develop new/improved promotion strategies.Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  24. 24. Planning Process: 4. PlanGoals Objectives SGIS MissionSGIS prepares students for a life of learning and meaningful contribution throughdedication to academic achievement and the development of moral character. Plan I. Dedication to Excellence II. Building Meaningful Relationships III. Focus on Sustainability Goal 1: Develop a strategic advancement plan to foster a culture determined to support and perpetuate the school’s vision. Goal 2: Protect, perpetuate and enhance the strong and distinct SGIS brand. Goal 3: Identify develop alternative revenue sources to reduce dependence on tuition. Goal 4: Reshape administrative and board functions to fit the single school model. Goal 5: Promote a culture of planning to ensure strategic thinking fiscal responsibility. Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  25. 25. Planning Process: 4. PlanGoals Objectives SGIS III. Focus on Sustainability Goal 1: Develop a strategic advancement plan to foster a culture determined to support and perpetuate the school’s vision. The school’s expansion requires the development of a broad level of parent, alumni, and other constituent participation driven by the desire to give back to the school both in appreciation for what the children receive and in perpetuation of the mission for future students.Objective 1: Ensure the development office is staffed with the skill sets required to meet SGIS financial goals. The ambitions of SGIS will require access to the highest level of fundraising skills and experience.Objective 2: Cultivate a community of “investors” through demonstrated leadership by each constituent group. Trustees, faculty/staff, parents and alumni must all feel ownership of and responsibility to the school of it is to thrive.Objective 3: Ensure that all constituent groups are aware of the fund raising needs of SGIS. Clarity and consistency of communications of vision, values, and goals will require ongoing efforts of planning and execution.Objective 4: Strive for 100% annual giving participation levels from each constituent group. All constituents must understand the critical importance of voluntary annual support.Objective 5: Build a strong, supportive alumni network. Over extended periods, alumni are the most critical source of funding and support. The building of a strong, supportive alumni body begins in the senior year and continues through active alumni engagement with each other and with the school.Objective 6: Raise sufficient funds to meet the objectives of the capital campaign. The school must have a clear set of financial goals and milestones if it is to realize its ambitious and complex plans for continuing to provide each campus with high-quality environments for teaching and learningStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  26. 26. Planning Process: 4. PlanPublic Plan SGIS Dedication to ExcellenceGoal 1!SGIS will operate as a single school in pursuit of its mission. To preserve SGIS’s unique culture and to ensure that the school stays true to its mission and provides consistent quality and efficiency in the delivery of that mission, the school must operate as a single entity with a focus on understanding the value of inter-relatedness and diversity in providing a rich learning environment for students. !Objective 1!Ensure that learning experiences across all campuses are student-centered and prepare studentsfor a diverse global world by providing the opportunity for authentic discovery of ideas andskills in order to foster a love of learning. ! The student experience – whether in the classroom or in an after-school or summer program – is at the core of an SGIS education. Through goal-setting, reflection, and teacher comments, students at all levels will be guided to an understanding of the learning process and a love of learning for learning’s sake.!Objective 2!Develop an understanding among the SGIS community of the value of excellence in educationcreated by the SGIS model. ! The SGIS model is not just an added value of the school, it is an essential feature ofStrategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  27. 27. Planning Process: 4. PlanAction Plan WS Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  28. 28. Planning Process: 5. ImplementPlan tracking and monitoring Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  29. 29. Planning Process: 5. ImplementPublished Plan Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  30. 30. SYNTHESIS PARTNERSHIP Advising nonprofits in strategy, planning, and organizational development 683 Commonwealth Avenue Newton MA 02459 617 969 1881 info@synthesispartnership.com Strategic Planning for 2010 Synthesis Partnership © Copyright Nonprofits December 8, 2010 All rights reserved. www.synthesispartnership.comCopies permitted only in entirety and with full attribution www.synthesispartnership.com SYNTHESIS synthesispartnership@blogspot.com http://bit.ly/SyPBlog PA R T N E R S H I P
  31. 31. Resources Critical Issues #1: Why Plan? http://bit.ly/SyPci01 #2: The Secret Life of Surveys http://bit.ly/SyPci02 #5: The Structure of Planning http://bit.ly/SyPci05 #7: On a Mission http://bit.ly/SyPci07 Blog (entries on planning) http://bit.ly/SyPBlog Other Webinars on Planning listings, registration, archivehttp://www.nonprofitwebinars.com schedule registration linkshttp://bit.ly/SyPwebinars Complimentary consultation sbf@synthesispartnership.com (by e-mail or phone appointment)Strategic Planning for NonprofitsStrategic Planning for Nonprofits December 8, 2010www.synthesispartnership.com SYNTHESIShttp://bit.ly/SyPBlog PA R T N E R S H I P
  32. 32. Find the listings for our current season of webinars and register at NonprofitWebinars.com Chris Dumas Chris@NonprofitWebinars.com 707-812-1234 Special Thanks To Our Sponsors

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