Nonprofit Strategic Planning on a Shoestring workshop feb 6 2013

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A half day workshop on strategic planning for nonprofits

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Nonprofit Strategic Planning on a Shoestring workshop feb 6 2013

  1. 1. Strategic Planningon a ShoestringDeKalb CountyNonprofit PartnershipAlicia SchattemanFebruary 6, 2013
  2. 2. Workshop Goals• What are you goals for this workshop?• What key things do you want to make sure wetalk about today?• What do you want to walk away with today?
  3. 3. Statistics• Just over half of all municipal governmentshave a current strategic plan• About 20% of all nonprofits have one
  4. 4. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what your goal for planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea NaeRemala)8. You need to know where you are now to know whereyou want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  5. 5. Top 10 Strategic Planning Tips1.Know what you’re talkingabout2. Know what your goal for planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  6. 6. 1. Know what you’re talkingaboutStrategic Planning vs. Strategic Plans•Process to establish priorities on what you willaccomplish in the future• Forces you to make choices on what you will doand what you will not do• Pulls the entire organization together around asingle game plan for execution• Broad outline on where resources will get allocated“A disciplined effort to produce fundamental decisions and actions that shape and guidewhat an organization (or other entity) is, what is does, and why it does it.”Bryson, 2004, p. 6.
  7. 7. Top 10 Strategic Planning Tips1. Know what you’re talking about2.Know what the purpose ofplanning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  8. 8. 2. Know what the purpose ofplanning isPossible goals of strategic planning:• make the Board happy• meet accreditation deadline• check the box on a funding application• want to improve your organizational performance• want to move the organization to longer-termthinking rather than focus on short-term demands• Effectively communicate to staff and otherstakeholders about organization’s goalsMaybe all of the above!
  9. 9. A Good Strategic Plan should. . .• Address critical performance issues• Create the right balance between what theorganization is capable of doing vs. what theorganization would like to do• Cover a sufficient time period to close theperformance gap (3-5 years reasonable time)• Visionary – convey a desired future end state• Flexible – allow and accommodate change• Guide decision-making at lower levels –operational, tactical, individual
  10. 10. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3.Know what strategic planningwill NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  11. 11. Strategic planning is not• A substitute for strategic thinking, acting, andlearning• A substitute for leadership
  12. 12. The Importance of Leadership• Well-led and managed organizations are good atdealing with both developmental and non-developmental issues• Good leadership at all levels is key, withappropriate attention given to:– Vision and goals– Strategy formulation– Strategic programming– Process management and processimprovement
  13. 13. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows frommission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you wantto go9. Need to move goals to action plans10. Tie goals to budgets and performance
  14. 14. MissionVisionstatement is a description of what successwould look likeAnalyze your Mission– Does the mission use correct, current language?– Does the mission describe adequately who we serve?(demographics)– Does the mission describe adequately where we work?(geographics)– Does the mission show focus?– Does the mission excite us?– Can we get our mission down to 25 to 35 words?– Do we need a vision associated with our mission?– Do we need to write down a statement of values along with ourmission?– Ask the staff to discuss not just the mission statement wording,but what it means to them.– Meet with the board and staff, discuss your findings, and talkabout necessary changes.
  15. 15. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning workwith others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  16. 16. 5. Share your SP stories withothers• Needed to incorporate outcomes-based goals in new strategicplan, meet requirements of accreditation organization and Board• Strategic Planning committee was made up of six of the eightsenior staff; larger organizational committee was other seniorand middle managers• Work began with the board in spring 2011
  17. 17. • Board identified 14 strategic issues• Vetted by staff and prioritized• Worked on converting strategic issues intooutcome goals, reduced to five• Identified action steps, output measures andoutcome measures• Continue to follow up to see how they weredoing on outcome goals; still needed supportto measure outputs and outcomes
  18. 18. Lessons• Originally envisioned a new strategic plan inplace in six months; took much longer todevelop framework for identifying goals,coming up with action steps, output andoutcome goals; had to change their timeline• Goals cut across departments; need to figureout where strategic organizational goals fit interms of management oversight and resourceallocation
  19. 19. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6.Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you wantto go9. Need to move goals to action plans10. Tie goals to budgets and performance
  20. 20. • They are the fundamental policychoices or challenges facing theorganization.• Focus on top 3-5 for a reasonablechance of accomplishing themWhat are strategic issues?6. Focus, focus, focus
  21. 21. • They are something the organization cando something about, although it may notbe easy• They typically are:– Boundary crossing– Resource intensive– Politically loaded– Highly consequential
  22. 22. • In general, it is useful to think that issues (andideas) drive politics. They strongly influence:– How people interpret their interests– How people assess costs and benefits ofproposed strategies– The nature of winning and losing arguments• Much of the front end of a strategic planningprocess is designed to keep people from jumpingto conclusions about what the issues are.
  23. 23. Strategic Planning ModelA B C D E• Environmental ScanAssessment• BackgroundInformation• SituationalAnalysis• SWOT – Strength’s,Weaknesses,Opportunities,Threats• Situation – Past,Present and Future• Significant Issues• Align / Fit withCapabilities• Mission & Vision• Values / GuidingPrinciples• Major Goals• Specific Objectives• PerformanceMeasurement• Targets / Standards ofPerformance• Initiatives andProjectsBaseline Components• PerformanceManagement• Review Progress –Balanced Scorecard• Take CorrectiveActionsDown to Specifics EvaluateWhere we are Where we want to be How we will do it How are we doing• Gaps • Action Plans • Feedback upstream –revise plans
  24. 24. Elements of StrategicPlanningPhase• Internal/ExternalAssessment• Mission and Vision• Goals and Objectives• Action Plans• PerformanceMeasurement• Monitoring andTrackingActivity• SWOT analysis• Board retreat• Goals/Action plans• Performancemeasurement• Implementation• Reporting and feedback24
  25. 25. Major Components of the StrategicPlanComponentsMissionVisionGoalsObjectivesMeasuresWhy we existWhat we want to beIndicators andMonitors of successDesired level of performanceand timelinesPlanned Actions toAchieve ObjectivesO1 O2AI1 AI2 AI3M1 M2 M3T1 T1 T1Specific outcomes expressed inmeasurable terms (NOT activities)Strategic PlanAction PlansEvaluate ProgressTargetsInitiativesWhat we must achieve to be successful
  26. 26. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with otherorganizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  27. 27. 7. Trade services with otherorganizations
  28. 28. Stakeholder Analysis• “A stakeholder is any person, group ororganization that can place a claim on anorganization’s attention, resources, oroutput, or is affected by that output.”John M. Bryson, Strategic Planning for Public andNonprofit Organizations, Revised Edition (San Francisco,CA: Jossey-Bass, 2005, p. 35).
  29. 29. Strength’s Assessment• Strength’s – Those things that you do well, thehigh value or performance points• Strengths can be tangible: Loyal customers,efficient distribution channels, very high qualityproducts, excellent financial condition• Strengths can be intangible: Good leadership,strategic insights, customer intelligence, solidreputation, high skilled workforce• Often considered “Core Competencies” – Bestleverage points for growth without draining yourresources
  30. 30. Weaknesses Assessment• Weaknesses – Those things that prevent you fromdoing what you really need to do• Since weaknesses are internal, they are withinyour control• Weaknesses include: Bad leadership, unskilledworkforce, insufficient resources, poor productquality, slow distribution and delivery channels,outdated technologies, lack of planning, . . .
  31. 31. Opportunities Assessment• Opportunities – Potential areas for growth andhigher performance• External in nature – marketplace, unhappycustomers with competitor’s, better economicconditions, more open trading policies, . .• Internal opportunities should be classified asStrength’s• Timing may be important for capitalizing onopportunities
  32. 32. Threats Assessment• Threats – Challenges confronting the organization,external in nature• Threats can take a wide range – bad presscoverage, shifts in consumer behavior, substituteproducts, new regulations, . . .• May be useful to classify or assign probabilities tothreats• The more accurate you are in identifying threats,the better position you are for dealing with the“sudden ripples” of change
  33. 33. Individual Exercise• Thinking about your organization, write down3-5 most important strengths and mostimportant weaknesses• Then if you could change anything or thingsabout your organization, what would it/theybe?
  34. 34. Strategic goals should• Build on strengths -- and especially“distinctive competencies”• Take advantage of opportunities• Minimize or overcome weaknesses andchallenges or threats• Further the mission• Meet the mandates• Create public value
  35. 35. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you arenow to know where you want to go9. Need to move goals to action plans10. Tie goals to budgets and performance
  36. 36. 8. You need to know where youare now to know where youwant to go• Why measure your results?• Measuring your progress against your goals• Making sure goals line up with mission/vision• How and what do you measure now?• Baseline information• Administrative data, secondary data and primarydata collection• What do you need to measure?• Gaps in data/knowledge• How do you get this information
  37. 37. Shifting Perspectives• Outcome thinking is a new way of thinking and a newway of managing• Shift in accent from activity to results• The level of activity an organization may achieve isno indication of impact; not just reporting what wedid• Outcome thinking looks to bring about, measure, andassess change; away from activity toward a focus onresults• Services are not results, they are outputs37
  38. 38. If the program is what we do, and theoutput is the produce of what wedo, the outcome is what happensbecause of that product.38
  39. 39. How good is “good”?• Need to decide what level of performancedefines success or what is your target?– Minimum or acceptable level (basic performancestandards)– Challenge level (not expected to be achieved rightaway, sometimes performance standards ofexcellence)– Better than before (compared to the last period ofmeasurement)39
  40. 40. Evaluating Outcomes:Common Types of Change– New knowledge– Increased skills– Changed attitudes, opinions, or values– Changed motivation or aspirations– Modified behavior– Changed decisions– Changed policies– Changed conditions40
  41. 41. Moving to Outcomes-Based GoalsKey QuestionsA. What do you currently do(activities/programs/services)?B. Why do you do these things?C. How do you know if you’re doing it well and howdo you currently measure this?D. What are your performance expectations?E. How could you measure these performanceexpectations?41
  42. 42. Example of a Logic Model42
  43. 43. Goals Components• Describes a future end-state – desired outcomethat is supportive of the mission and vision.• Shapes the way ahead in actionable terms.• Best applied where there are clear choices aboutthe future.• Puts strategic focus into the organization – specificownership of the goal should be assigned tosomeone within the organization.• May not work well where things are changing fast– goals tend to be long-term for environments thathave limited choices about the future.
  44. 44. Developing Goals Components• Cascade from the top of the Strategic Plan –Mission, Vision, Guiding Principles.• Look at your strategic analysis – SWOT,Environmental Scan, Past Performance, Gaps . .• Limit to a critical few – such as five to eight goals.• Broad participation in the development of goals:Consensus from above – buy-in at the executionlevel.• Should drive higher levels of performance andclose a critical performance gap.
  45. 45. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you wantto go9. Need to move goals to action plans10. Tie goals to budgets and performance
  46. 46. 9. Move goals to Action Plans• The Action Plan identifies the specific steps that will betaken to achieve the initiatives and strategic objectives– where the rubber meets the road• Each Initiative has a supporting Action Plan(s) attachedto it• Action Plans are geared toward operations,procedures, and processes• They describe who does what, when it will becompleted, and how the organization knows whensteps are completed• Like Initiatives, Action Plans require the monitoring ofprogress on Objectives, for which measures are needed
  47. 47. Goals vs. ObjectivesGOALS OBJECTIVESVery short statement, fewwordsLonger statement, moredescriptiveBroad in scope Narrow in scopeDirectly relates to the MissionStatementIndirectly relates to the MissionStatementCovers long time period(such as 3-5 years)Covers short time period (such 1year budget cycle)Components
  48. 48. Objectives:• Relevant - directly supports the goal• Compels the organization into action• Specific enough so we can quantify and measure theresults• Simple and easy to understand• Realistic and attainable• Conveys responsibility and ownership• Acceptable to those who must execute• May need several objectives to meet a goalComponents
  49. 49. Top 10 Strategic Planning Tips1. Know what you’re talking about2. Know what the purpose of planning is3. Know what strategic planning will NOT do4. Strategic planning flows from mission5. Share your strategic planning work with others6. Focus, focus, focus7. Trade assistance with other organizations (Jea Nae Remala)8. You need to know where you are now to know where you want to go9. Need to move goals to action plans10.Tie goals to budgets andperformance
  50. 50. 10. Tie goals to budgets andperformanceDown toSpecifics• Assign action responsibility and set timelines –Develop working plans and schedules thathave specific action steps• Resource the project or initiative anddocument in the form of detail budgets (mayrequire reallocation prior to execution)• Monitor progress against milestones andmeasurements• Correct and revise action plans percomparison of actual results against originalaction plan
  51. 51. Link Budgets to StrategicPlan• The world’s best Strategic Plan will fail if it isnot adequately resourced through thebudgeting process• Strategic Plans cannot succeed withoutpeople, time, money, and other keyresources• Aligning resources validates that initiativesand action plans comprising the strategicplan support the strategic objectivesEvaluate
  52. 52. Feedback and Monitoring• How will you report your performance?• To whom (internal and external audiences)?• How frequently?• How will you adjust your practices based onthe data received?• Who will be responsible for the collection anddissemination of data?52
  53. 53. Questions?
  54. 54. Teaching a 3 credit graduate course in StrategicPlanning for Public Service Organizations, May15-July 3, 2013 from 5-10pm at NIU Naperville. Astudent at large can take any of our graduatecourses without applying to the MPA program ortaking the GRE. Earned credits can count towardsa graduate certificate in Public Management orthe MPA program.Information here:http://www.grad.niu.edu/grad/apply/atlarge.shtml
  55. 55. Contact InformationAlicia Schatteman, Assistant ProfessorDivision of Public AdministrationNorthern Illinois UniversityIA 205DeKalb, IL 60115815-753-0942aschatteman@niu.edu

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