This document discusses nonprofit governance and strategic planning. It addresses the importance of legal compliance, effective governance through a responsible board, strong financial oversight, and responsible fundraising for nonprofit organizations. The document also outlines the key components of strategic planning, including environmental scanning, strategy formulation and implementation, and evaluation and control. Finally, it notes that good governance and leadership are both needed for organizational success.

1. 2015
District Governance
&
Strategic Planning

2. 2015
District Governance
The best bulwark against misconduct
will always be a well informed vigilance
by members of the nonprofit
community themselves, including a set
of principles they could adopt,
promote sector-wide, and improve
over time.

3. 2015
Governance
Nonprofit organizations have
long embraced the need for
standards of ethical practice that
preserve and
strengthen the public’s
confidence.

4. 2015
Governance
A balanced system
of law and self-
governance

5. 2015
Governance
Self-regulation
begins
with
good governance.

6. 2015
Governance
Strengthening ethics and
accountability is an organic process
that requires an ongoing commitment
by boards and staff of individual
organizations and by the entire
nonprofit community..

7. 2015
District Governance
The best bulwark against misconduct
will always be a well informed vigilance
by members of the nonprofit
community themselves, including a set
of principles they could adopt,
promote sector-wide, and improve
over time.

8. 2015
1. Legal Compliance and Public
Disclosure
2. Effective Governance
3. Strong Financial Oversight
4. Responsible Fundraising
Good Governance
and Ethical Practice

9. 2015
Legal Compliance and Public Disclosure
A non profit organization must comply
with all applicable organization laws
and regulations, as well as applicable
laws and regulations of the states
and the local jurisdictions in which
it is based or operates.

10. 2015
A non profit organization must have a
governing body that is responsible for
reviewing and approving its mission and
strategic direction, annual budget and
key financial transactions, compensation
practices and policies, and fiscal and
governance policies.
Effective Governance

11. 2015
A non profit organization must keep complete,
current, and accurate financial records. Its board
should receive and review timely reports of the
organization’s financial activities and should have
a qualified, independent financial expert audit or
review these statements annually
in a manner appropriate to the organization’s
size and scale of operations..
Strong Financial Oversight

12. 2015
1. Responsible Fundraising
Solicitation materials and other
communications addressed to
donors and the public must
clearly identify the organization
and be accurate and truthful.

13. 2015
Strategic Planning
In today's highly competitive business
environment, budget-oriented planning or
forecast-based planning methods are
insufficient for a large corporation to survive and
prosper. The organization must engage in
strategic planning
that clearly defines objectives and assesses both
the internal and external situation to formulate
strategy, implement the strategy, evaluate the
progress, and make adjustments as necessary to
stay on track.

14. 2015
The Strategic Planning Process
• Mission & Objectives
• Environmental Scanning
• Strategy Formulation
• Strategy Implementation
• Evaluation & Control

15. 2015
Mission & Objectives
The mission statement describes the organization's
business vision, including the unchanging values and
purpose of the firm and forward-looking visionary goals
that guide the pursuit of future opportunities.
Guided by the business vision, the firm's leaders can
define measurable financial and strategic objectives.
Financial objectives involve targets and growth.
Strategic objectives are related to the firm's business
position, and may include measures such as
market share and reputation.
es

16. 2015
Environmental Scanning
The environmental scan includes the following
components:
• Internal analysis of the firm
• Analysis of the firm's industry (task environment)
• External macroenvironment (PEST analysis)
The internal analysis can identify the firm's strengths and wea
analysis reveals opportunities and threats.
A profile of the strengths, weaknesses,
opportunities, and threats is generated by means
of a SWOT analysis

17. 2015
Strategy Formulation
Given the information from the environmental
scan, the firm should match its strengths to the
opportunities that it has identified, while
addressing its weaknesses and external threats.
To attain superior profitability, the firm seeks
to develop a
competitive advantage over its rivals.

18. 2015
Strategy Implementation
Strategy is implemented by means of programs, budgets,
and procedures.
Implementation involves organization of the
firm's resources and motivation of the staff to
achieve objectives.
The way in which the strategy is implemented
can have a significant impact on whether it will
be successfull , care must be taken to communicate the
strategy and the reasoning behind it.
Otherwise, the implementation might not succeed if the strategy is
misunderstood or if lower-level resist its implementation because they d

19. 2015
Evaluation & Control
The implementation of the strategy must be monitored
and adjustments made as needed.
Evaluation and control consists of the following steps:
• Define parameters to be measured
• Define target values for those parameters
• Perform measurements
• Compare measured results to the pre-defined standard
• Make necessary changes

20. 2015
Governance and Leadership are
the yin and the yang of successful
organizations.
If you have Leadership
without Governance you risk
tyranny,
If you Governance without
Leadership you risk atrophy,
bureaucracy and indifference.