1. Keys to Successful
Strategic Planning
for Nonprofit and
Non Government
Organisations.
Kevin Bonnett
Katherine Marshall Kissoon

2. Who are these people?
 Kevin
Bonnett: involved in development for 13
years. Studied at UG, British School of Gov’t &
UWI. Worked with OP and on UNDP, WB, EU,
DFID and IDB projects. I am a proletariat.
 Kathy Marshall-Kissoon: An economist by
training. Worked with Min of Finance, OP, WB,
USAID and Duke University.
 We co-founded an NGO – AGAPE Network - 8
years ago.

3. Why are we here?
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Kathy and I want to understand the process of
strategic planning in the not for profit sector from you.
Best practices from Habitat for Humanity on Strategic
Planning (Partnerships)
Existing and Upcoming Opportunities
To help Juanita find a Partner
Network. Share. Learn
FUN FUN FUN!!! (

4. What is the Strategic Plan
 Strategy:
o
A method or plan chosen to bring
about a desired future, such as
achievement of a goal or solution to a
problem or
agreement on priorities essential to your
mission and responsive to the environment

5. What Strategic Planning is not
A
prediction for the future (speculation)
A
smooth, predictable, liner process
A
substitute for judgment of leadership
 Just the production of a report!

6. Why Plan
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Improved decision making and resource
utilisation
Pro-active decision-making, mission driven
activities
Increased sensitisation to strategic thinking
throughout the organisation
Improved results focused implementation
Cohesion among staff around organisation
mission and goals
More successful organisational change
management

8. Steps in the Strategic Planning
Process

Mission Statement
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Environmental Scan
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What do we hope to achieve
Strategies
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What are our strength, weaknesses, opportunities, and threats?
What do we have to work with?
Goals and Objectives definition
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Where are we?
Where are we going?
How will we get there?
How will we prioritise the use of our resources?
Performance Monitoring
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How will we know when we get there?
How will we measure success?

9. Components of the
Strategic Plan
 Mission:
Why do we exist
 Vision: What would we like the world to
be.
 Values: Our beliefs about the world and
how we should operate in it
 Results (Goals and Objectives)
 Strategies: projects, programmes, actions
that organise and mobilise resources to
achieve the defined results

10. The Situation Assessment
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External Environment:
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Opportunities and Threats
Policies
Macro-economic, social and environmental
factors
Global policy trends
Key Question

What has happened in the past (three) years in
the external environment that could affect our
work as an organisation/project?

11. The Situation Analysis
 Internal
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
Analysis
Human resources
Organisational capacity
Financial
 What
are our challenges?
 What are our advantages, strengths – What are
we good at?

12. Elements of Strategies
 External
Relations/ Partnerships
 Internal Operations – management
structures, financial and HR policies
 Revenues
 Governance: Board relations,
accountability mechanisms
 Human Resources – Roles and
responsibilities
 Facilities

13. Key Issues
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Near term
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Long term
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Identify key decisions and issues that need
immediate or near-term resolution.
State consequences of decision postponement.
Identify issues needing long-term resolution.
State consequences of decision postponement.
If you are seeking funding, be specific about
any issues that require financial resources for
resolution.

14. NGOs Capacity for
Planning
 Poor
understanding of the value of
planning
 Leadership deficit
 Limited technical resources
 Time constraints – dependence on
volunteers and compelled by projectbased timeline
 Project/Activity driven rather than mission
driven

15. Building Capacity for
Planning
 Focus
on the most important issues
 We are generalist as opposed to sectoral
in our operations
 Critical areas like environment are under
represented
 We must begin to plan ahead –
understand the development trajectory of
Guyana

16. Where do we go from
here?
 Develop
 Get


a bylaw or constitution
registered now!!!!!!!
Companies act
Friendly Societies Act
 Access
your situation & agree on priorities
– in essence, take a step back

17. Current & Upcoming IDB Opportunities
 Call
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o
for Cultural Proposals
Value US$3000. – US$7000 over 6 months
Deadline for proposals is February 28
Call for Civil Society Proposals in March
2014
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Value US$250,000 – US$1Million
Improvements in information, preparation,
and formulation of proposals
Simple tools and methods to receive
proposals

18. On-going Opportunities

Multilateral Investment Fund (MIF)
 MIF supports economic growth by encouraging increased private
investment and advancing private sector development. It finances and
execute innovative business models that benefit entrepreneurs and
poor and low-income households. Grants between US$250,000 to
US$750,000.
 Areas of Financing: early stage entrepreneurs, small producers and high
value agriculture markets, value chains, youth, access to basic services,
women’s empowerment, SME finance, microfinance in underserved and
frontier markets.
 Social Entrepreneurship Program rural business production, processing,
marketing and value chains (rural micro and small producers from
marginalized communities). Loan of up to US$1 Million repayable over
10 years. US$250,000 grant for training and strengthening operational
capacity.
 http://www5.iadb.org/mif/en-us/home/aboutmif.aspx for
call for proposals information