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Session 2-3 strategic framework
The document outlines the key elements of a strategic framework, including a vision for the future, values that shape actions, a mission that defines what the organization is doing, and strategies that focus on key success approaches and goals. It discusses how the vision, mission, values, strategies, and goals all fit together as an integrated framework to guide an organization.
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Session 2-3 strategic framework
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- 2. Strategic Framework avision for the future,
- 3. Strategic Framework a vision for the future, values that shape your actions,
- 4. Strategic Framework a vision for the future, values that shape your actions, a mission that defines what you are doing,
- 5. Strategic Framework a vision for the future, values that shape your actions, a mission that defines what you are doing, strategies that zero in on your key success approaches
- 6. Strategic Framework a vision for the future, values that shape your actions, a mission that defines what you are doing, strategies that zero in on your key success approaches goals and action plans to guide your daily, weekly and monthly actions.
- 7. How it all fits
- 8. Shared values…(what wecare about)>> How it all fits
- 9. Shared values…(what wecare about)>> Help us decide our shared vision for a better world… (how the world should be, how the world could be if we are successful in our efforts)>> How it all fits
- 10. Shared values…(what wecare about)>> Help us decide our shared vision for a better world… (how the world should be, how the world could be if we are successful in our efforts)>> Which guides the mission of the organization and the goals and objectives we set... (What we generally plan to do to achieve our vision)>> How it all fits
- 11. Shared values…(what wecare about)>> Help us decide our shared vision for a better world… (how the world should be, how the world could be if we are successful in our efforts)>> Which guides the mission of the organization and the goals and objectives we set... (What we generally plan to do to achieve our vision)>> Which causes us to think deeply about our shared theory of change… (How we believe we can make our vision a reality). What outcomes How it all we should focus that will help us achieve our fits mission, what practices we believe will achieve these outcomes, and what assumptions we’re making when we state these beliefs. >>
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- 13. “‘central and enduringtenets of the organization’.” Organizational Values
- 14. “‘central and enduringtenets of the organization’.” “They form the ‘glue that holds an organization together as it grows, decentralizes, diversifies and expands’. They remain fixed while business strategies and practices endlessly adapt to a changing world” Organizational Values
- 15. “‘central and enduringtenets of the organization’.” “They form the ‘glue that holds an organization together as it grows, decentralizes, diversifies and expands’. They remain fixed while business strategies and practices endlessly adapt to a changing world” “Values are ‘core values’ when their influence on what people do supersedes that of most other values in a value system.” They are guidelines for prioritizing which programs to pursue. (Van Rekom et al., p. 175, 2006 ) Organizational Values
- 16. “‘central and enduringtenets of the organization’.” “They form the ‘glue that holds an organization together as it grows, decentralizes, diversifies and expands’. They remain fixed while business strategies and practices endlessly adapt to a changing world” “Values are ‘core values’ when their influence on what people do supersedes that of most other values in a value system.” They are guidelines for prioritizing which programs to pursue. (Van Rekom et al., p. 175, 2006 ) While a vision and mission are macro level statements which guide programming, values dictate day to day decision making and behaviors Organizational Values
- 17. An example of howone organization articulated their shared values
- 18. An example of how one organization articulated their shared values What do you notice about their value choices?
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- 20. “A picture ofthe desired future toward which the organization is working; it might not be fully attainable”(Gill, 2010) “ Vision
- 21. “Vision is themost powerful motivator in an organization. If it's vivid and meaningful enough, people can do astounding things to bring it to realization. But if it's lacking, no amount of resources will be able to get people off their butts” (Adams)
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- 23. “What is thefuture we wish for this community?” ...not this organization Vision
- 24. “What is thefuture we wish for this community?” ...not this organization “What lasting legacy would we desire for our community?” (Bowman, 2008) Vision
- 25. The vision of an organization, an articulation of a nonprofit’s “common sense of purpose and direction,” should be distinguished from strategy , which is “the coherent set of actions and programs aimed at fulfilling the organization’s overarching goals”. Strategy should “build on a nonprofit’s core competencies, allocate resources to priorities and help delineate its unique point of differentiation”. (McKinsey & Company, 2001)
- 26. A community in which all youth develop as healthy individuals free of suicide, violence, and discrimination.
- 27. “The business ofthe organization; its reason for being” (Gill, 2010) Mission
- 28. “The business ofthe organization; its reason for being” (Gill, 2010) Click on the word to link to a short video (then return to the presentation) Mission
- 29. Habitat for Humanitybrings people together to build homes, communities and hope.
- 31. DRAFT Why we do Vision: We live in a just and equitable society in which all residents are meaningfully engaged what we do... Mission: To#develop#and#support#individual#leadership#and#strong#organiza3ons#that#work# Who we are... Organizational Theory of Change together#to#improve#health,#educa3on#and#economic#opportunity#in#all#our#communi3es Preconditions: Sample "Preconditions": Shared Vision The first step is to develop a vision of success of the social Caring Relationships Youth & Parent involvement Collaborative Structures Access to quality schools Coming together across differences Early learning opportunities changes desired. Then organizations identify who has to do Working Education Together Health G what to achieve and sustain those changes, considering the Clarity of Vision & Mission Efficient Structures & Processes Community Building O A L Public Concerns Access to healthy food full system of relevant constituents - including allies and Critically Reflective Access to quality care Strong Committed Organizations S Safe & healthy living Using "Six Practices" Economic environment Aligned with HSC/Catalyst TOC Opportunity opponents. Individual Leadership Basic needs are met What we do... Opportunities for engagement Basic needs are met Leadership knowledge & skills Meaningful work Belief in ability to lead Motivation A living wage How we work... Operational Values: Innovation, Collaboration, Self-empowerment, Leadership, Compassion
- 32. Why we do whatwe do... Vision: We live in a just and equitable society in which all residents are meaningfully engaged Theory DRAFT Mission: To#develop#and#support#individual#leadership#and#strong#organiza3ons#that#work# of Change Who we are... together#to#improve#health,#educa3on#and#economic#opportunity#in#all#our#communi3es Preconditions: Sample "Preconditions": Shared Vision Caring Relationships Youth & Parent involvement Collaborative Structures Access to quality schools Coming together across differences Early learning opportunities Working Education Together Health G O Clarity of Vision & Mission Community Building A Public Concerns Efficient Structures & Processes Access to healthy food Critically Reflective L Access to quality care Strong Committed Organizations S Safe & healthy living Using "Six Practices" Economic environment Aligned with HSC/Catalyst TOC Opportunity Individual Leadership Basic needs are met What we do... Opportunities for engagement Basic needs are met Leadership knowledge & skills Meaningful work Belief in ability to lead Motivation A living wage How we work... Operational Values: Innovation, Collaboration, Self-empowerment, Leadership, Compassion
- 33. Goal Three: Topositively influence the public systems and institutions that impact Oasis youth’s ability to thrive
- 34. *an example ofan organizational goal that is targeting systems reform Goal Three: To positively influence the public systems and institutions that impact Oasis youth’s ability to thrive
- 35. Oasis Center Spectrumof Opportunity Young people build skills for decision making and problem solving. - or Yo pp th o w . Young people deepen ga un ize gro ent their historical and cul- po ge g pe se r m liti in tural understanding of ca so ople n g s f o lo p ac - community issues and Yo l e cia e ou itie ve Y n de l e e to . th un eir g du l a n- ca n d tu d op ut ies their own experiences. tity c pe t io a n pe trib nit ag as olle op n. ng on mu en so ct le ive bu ou ly c om Y e c ts. ci al il tiv eir ch iden d an - th CORE SKILLS ge You taff Critical Thinking—Conflict Resolution—Working in ac- c or heir ber Teams—Communication with youth and adults—Goal to m l ser- th w and rd. You ilize d e s the bo eat- cess people mo so setting and strategizing—Identifying problems and eet t men around tr - en- e You es and fined es are d causes—Taking action—Reflecting and learning— or k th a irec f anc s. a b tion p re v cruci Identifying personal skills—Managing emotions—Asking th f as t m - dvo t ac g for help—Building and maintaining healthy relation- Youn orm coali- s. t and me he vices cate tion ships—Making decisions a need ic Serv alli- and . At Oasis Center we strive to develop skills that support tion. success in our 4 Impact Areas. SIGNIFICANCE and PARTICIPATION and GENEROSITY and SAFETY BELONGING EMPOWERMENT JUSTICE Oasis Theory of Change: Positive change happens when we develop perspectives based on hope, a vision of what is possible, and the courage to act. We cultivate this change through caring relationships, meaningful action, and thoughtful refle ction. Modified from the LISTEN, Inc. Youth Engagement Continuum
- 36. Oasis Center Spectrumof Opportunity Young people build skills for decision making and problem solving. - or Yo pp th o w . Young people deepen ga un ize gro ent their historical and cul- po ge g pe se r m liti in tural understanding of ca so ople n g s f o lo p ac - community issues and Yo l e cia e ou itie ve Y n de l e e to . th un eir g du l a n- ca n d tu d op ut ies their own experiences. tity c pe t io a n pe trib nit ag as olle op n. ng on mu en so ct le ive bu ou ly c om Y e c ts. ci al il tiv eir ch iden d an - th CORE SKILLS ge You taff Critical Thinking—Conflict Resolution—Working in ac- c or heir ber Teams—Communication with youth and adults—Goal to m l ser- th w and rd. You ilize d e s the bo eat- cess people mo so setting and strategizing—Identifying problems and eet t men around tr - en- e You es and fined es are d causes—Taking action—Reflecting and learning— or k th a irec f anc s. a b tion p re v cruci Identifying personal skills—Managing emotions—Asking th f as t m - dvo t ac g for help—Building and maintaining healthy relation- Youn orm coali- s. t and me he vices cate tion ships—Making decisions a need ic Serv alli- and . At Oasis Center we strive to develop skills that support tion. success in our 4 Impact Areas. SIGNIFICANCE and PARTICIPATION and GENEROSITY and SAFETY BELONGING EMPOWERMENT JUSTICE Oasis Theory of Change: Positive change happens when we develop perspectives based on hope, a vision of what is possible, and the courage to act. We cultivate this change through caring relationships, meaningful action, and thoughtful refle ction. Modified from the LISTEN, Inc. Youth Engagement Continuum *describes the continuum of functions that they serve in community covering four broad impact areas
- 37. Strategic Framework The more an organization can be clear about their strategic framework - including a theory of change - the better their ability to align their actions, communicate their purpose to stakeholders, and continuously learn from and improve their efforts.
- 38. What elements ofa strategic framework are you clearly seeing in your case study organization?
- 39. What elements ofa strategic framework are you clearly seeing in your case study organization? Briefly answer this question using the comment feature back on the Facebook group under the post that linked to this presentation.