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Strategic Planning Goals

Strategic Planning Goals. Build Commitment. Challenge the organization. Improve overall organizational performance. Create opportunities for managers and board members to think strategically. Challenges Facing Non-Profits. Fastest growing sector. Sector is still evolving.

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Strategic Planning Goals

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  1. Strategic Planning Goals Build Commitment Challenge the organization Improve overall organizational performance Create opportunities for managers and board members to think strategically

  2. Challenges Facing Non-Profits Fastest growing sector Sector is still evolving Challenges are increasing Social Trends Supporting Customers Competition Non-Profit Organizations Public Perceptions Primary Customers Regulations Technology Political

  3. Strategic Planning for Non-Profits Five Basic Questions Mission/ Purpose Why do we exist? SWOT/ PESTEL Where are we now? Vision/ Goals Where are we going? Strategy Map How will we get there? Scorecard Metrics How will we know?

  4. Mission / Purpose Why do we exist? Clarifying your purpose helps you analyze your organization’s place in the larger community which nurtures and supports it and clarify your definition of the organization’s purpose. Mission • Your mission statement should have two elements and only two elements: • What are you going to do and • For whom • That’s all. Save the poetry for another document – like the annual report of that big fund raising proposal • ~Robert L. Lewis MissionWhy we exist Values Values What’s important to us

  5. SWOT PESTAL Where are we now? Strengths Internal Weaknesses Threats External Opportunities Economic - Unemployment - Inflation - Industry factors Political - Elections - U S Legislation - Political Trends Social - Cultural change - Consumer attitudes - Demographics Non-Profit Legal - Federal laws and regulations - State laws and regulations - Local laws and regulations - Contracts Environmental - Trends - Issues - Industry specific Technological - Innovations - Competition

  6. Vision/ Goals Where are we going? The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then create a plan for bridging the gap, or the Strategic Plan. WHERE ARE WE GOING? HOW DO WE GET THERE? WHERE ARE WE NOW? Situational Analysis Strengths Weaknesses Opportunities Threats PESTEL Analysis Political Economical Social Technological Environmental Legal Direction Setting Mission Values Vision Goals Building the Map Strategy Map Balanced Scorecard Tactical Planning Action Plans Leadership Deployment VISION What we want to be in the future

  7. Strategy Map & Scorecard Metrics How will we get there? How will we know? The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives Financial Perspective Increase Revenues Cover Expenses Attract Customers Customer Perspective Retain Customers Internal Perspective Operational Excellence Learning & Growth Perspective Leadership Development & Staff Competences

  8. Developing the Strategic Plan Commit to doing it Evaluate, Monitor & Refine Determine Participants, Time & Place Develop & Implement Gather Information Commit the resources 6

  9. “Delivering on the promise of Nonprofits” – HBR “Philanthropy’s New Agenda: Creating Value” Supplemental Reading • Which results will we hold ourselves accountable for? • How will we achieve them? • What will results really cost, and how can we fund them? • How do we build the organization we need to delivery results? • Business and philanthropy strategy means embracing the following principles: • The goal is superior performance in a chosen arena • Strategy depends on choosing a unique positioning • Strategy rests on unique activities • Every positioning requires trade-offs

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