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Grants Central Station. presents the Fundamental Five+ Non-Profit Training Series. Strategic Planning and Tactical Implementation. Leslie Mullens. PlayBook Consulting Group. December 7, 2010. Mahalo to our Sponsors!.

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strategic planning and tactical implementation
Grants Central Station

presents theFundamental Five+ Non-Profit Training Series

Strategic Planningand Tactical Implementation

Leslie Mullens

PlayBook Consulting Group

December 7, 2010

mahalo to our sponsors
Mahalo to our Sponsors!
  • Office of Hawaiian Affairs - Community Building Economic Development Grant
  • Tri-Isle Resource Conservation & Development - Fiscal Sponsor
  • Grants Central Station
  • PlayBook Consulting Group - Producer
  • GCS Board: Anna Ribucan, Richard Kehoe, Susie Thieman, and Faye Cummings
what if
What if…?
  • …you could get your entire organization to agree on a shared set of values, a vision, your mission, and the programmatic direction for the agency?
  • …you had a checklist that took personal agendas, politics, ego, and drama out of discussing and making major decisions?
  • …you were easily able to determine any plan’s achievability in less than 20 minutes?
  • …you could focus your organization’s efforts on your 3-5 most critical success factors?
  • …you had a roadmap and a way to motivate your board & staff while also holding them accountable for results and committed goals?
today s objectives
Today’s Objectives
  • Understand the Organizational Overview and Real-Time Strategic Response
  • Learn Ways to build consensus for your Organizational Identity: Vision, Mission, and Values
  • Use SWOT: 1st Step Achievability Assessment Tool
  • Gain insight into Critical Success Factors and how to narrow your team’s productive focus
  • Understand the steps to build a Strategic Roadmap
  • Learn how to sidestep common Tactical Implementation Barriers w/ 5 Game Changing Tools
workshop door prize
Workshop Door Prize
  • Business Card Drawing - Today Only!
  • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

**PlayBook & GCS do not guarantee the OCB grant will be awarded

*before GET

who s in our hui
Who’s in our Hui?
  • Repeat Participants
  • Kind of agencies represented (i.e. Health & Human Services, Arts & Education, Civic)
  • Roles here (Exec. Dir., Board, Staff, Volunteer)
  • Strategic planning in the past
  • What was the BEST outcome you had?
my motivation
My Motivation

“Arrogance or apathy? Either extreme puts us in peril, for the absence of proper planning and preparation can only lead to fallow fields…or worse.”

~ Leslie Mullens

The PlayBook for Nonprofits

why else do we plan
Why Else Do We Plan?

“The most revolutionary concept for nonprofits is perhaps that the way to succeed in this market is by differentiation: identifying and constantly strengthening competitive advantage relative to others in the market.”

~ David La Piana

The Nonprofit Strategy Revolution

strategic planning is
Strategic Planning is…
  • Defining Who You Are as an Organization
  • Identifying Competitors & Differentiating
  • Identifying Community Needs
  • Determining Your Overriding Direction & Motivation(Strategic Plan)
  • Building a Fundable Platform of Programs & Services(Tactical Implementation Plan/Roadmap)

So you can surviveand thrive in a shifting economy

(and servemore people more effectively!)

steps to strategic planning
Steps to Strategic Planning

Vision & Mission

Who do we want to become?

Strategy

How will we achieve our vision?

Critical Success Factors / Big Questions

What MUST go right to fulfill our strategy?

Goals

What goals will we set to make those things happen?

Programs / Projects / Deliverables

Specific activities, tasks and outcomes to meet the set goal

a process to consider
A Process to Consider
  • Create Context: Environmental Scan / “State of the Agency”
  • Identify who you are as an organization
  • Assess current mission achievability
  • ID critical success factors
  • Design a plan built on those areas of focus
  • Structure accountability in plan: Metrics, SMART goals, “Business Reviews”
  • Continuous Improvement Loop on the Tactical Plan
interlocking strategic focus
Interlocking Strategic Focus

Organizational

Includes the company or non-profit’s vision, mission, trends/market conditions, competitors, strategic partners, and market position

Operational

The overarching administrative systems, policies, processes, & personnel who support organizational & programmatic strategies

Programmatic

Programs & activities that will address specific strategic outcomes related to the target market

vision
Vision
  • Goals & priorities are defined by values and a shared vision for what you want to create
  • Vision - an image of what your community will become as a result of what you do for them
  • A vision isfuture-oriented and does not change
  • Sits somewhere between possible and impossible
  • A vision statement is creative and inspiring
  • Defines what you stand for & why you exist as an organization
playbook s vision
PlayBook’s Vision

Evolve the economy into a

cooperative network of

high-performance

values-based businesses

how will we use a vision
How Will We Use a Vision?
  • Your Vision is for YOU
  • It’s the point on the horizon that everyone in the canoe is paddling toward
  • Inspires your team - take risks & rise to a higher, noble purpose
  • Usually a goal for greater good
sample visions
Sample Visions

Kamehameha Alumni Association

Transform Beneficiaries into Benefactors

Disney

Make people laugh

JFK & NASA

Land a man on the moon & return him safely to earth

Coca-Cola

A Coke within every arm’s reach

Pepsi

Beat Coke

energizer building trust groups of 6 8

ENERGIZERBuilding Trust: Groups of 6-8

Next up: The Organizational Overview

real time strategic response
Real-Time Strategic Response

A sound decision-making process whose criteria

is aligned with the organization’s core identity

Created before a need arises

Used to address unexpected issues for which no strategy currently exists (but one may be called for)

elements tools
Elements / Tools
  • Organizational Overview - Defining statements about who you are, what you do, and what you stand for
  • Strategic Response Decision Tree- Decision-making criteria to determine adoption of one strategy over another. Evaluates the impact of the strategy. Based on organizational alignment

Game Changer #1

Game Changer #2

crafting your checklist
Crafting Your Checklist

Brainstorm the “make or break” criteria the board will use to gauge any strategy’s viability

MUST HAVE’S

“Does it support our mission?”

“Does it reinforce, strengthen, or create competitive advantage?”

Results Required

Values Alignment

Financial Criteria

EXT / INT Environment

Promotes Prof. Development

Sustainable

Leverages Existing Talent

Directly Addresses Issue

organizational overview elements
Organizational Overview Elements

Vision

Mission

Core Competencies

Clients Served

Programs / Curriculum

Competitive Advantage

Funding Sources

You’ll want to use the worksheet to document your identity statement for future reference

values what matters most
Values: What Matters Most

We all operate from a core set of values that drive:

    • Our decisions
    • Our behavior
    • Our relationships
  • Org culture drives what we do and how we do it
    • Based on our collective values & belief system

So, what are our organizational values?

mission possible
Mission Possible!
  • Defines what your organization intends to do or achieve - daily
  • Memorable - everyone in the agency should be able to recite & explain it
  • It answers 3 questions:
    • What’s the purpose of the organization? - opportunities or needs that your agency exists to address
    • What is the business of the organization? (What are you doing to address those needs)
    • What are the organization’s values? (What principles or beliefs guide your work?)
sample mission
Sample Mission

PlayBook’s Mission

Improve every business & individual we touch

as positive contributors in their communities

through guidance & training that create

opportunities and the ability to act on them

sample mission1
Sample Mission

PlayBook’s Mission

Improve every business & individualwe touch

as positive contributors in their communities

through guidance & training that create

opportunities and the ability to act on them

The Purpose

sample mission2
Sample Mission

PlayBook’s Mission

Improve every business & individual we touch

as positive contributors in their communities

through guidance & training that create

opportunities and the ability to act on them

The Business

sample mission3
Sample Mission

PlayBook’s Mission

Improve every business & individual we touch

as positive contributors in their communities

through guidance & training that create

opportunities and the ability to act on them

The Values

sharing the story
Sharing the Story

ACTIVITY:

  • Pick a partner
  • Write your name on the top of the worksheet and hand it to your partner
  • Partner #1 interviews Partner #2 - 5 mins.
  • Interviewer takes notes on partner’s sheet
  • FOCUS: Vision, Mission, Clients, Programs, Competitive Advantage - 2 minutes each
networking break 15 minutes

NETWORKING BREAK15 minutes

Next up: Plotting a SWOT

more free workshops
More Free Workshops!

Upcoming Fundamental Five+ Workshops

from Grants Central Station

workshop door prize1
Workshop Door Prize
  • Business Card Drawing - Today Only!
  • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

**PlayBook & GCS do not guarantee the OCB grant will be awarded

*before GET

what s a swot
What’s a SWOT?

Game Changer #3

  • SWOT = Strengths, Weaknesses, Opportunities, & Threats
  • It’s a PLANNING tool - helps you plan any GOAL
  • It’s a first step in deciding if a goal is achievable, given all the SWOT parts
  • If it isn’t, can you change any part of the plan or the challenges?
  • If it is, now you know the things you have to plan around to succeed
s wot a nalysis
S

W

O

T

Helpful

in achieving the objective

Harmful

to achieving the objective

SWOT ANALYSIS

Internal Origin

(attributes of the organization)

Strengths

Weaknesses

External Origin

(attributes of the environment)

Opportunities

Threats

swot s to consider
SWOT’s to Consider
  • Team Expertise
  • Money
  • Facilities
  • Strategic Partnerships
  • Relationships with Other Organizations
  • Relationships with Gov’t Agencies
  • Reaching the Needful Clients in the Community
  • Benchmarking Relationships with Best-in-Class Industry Leaders
  • Training
  • Adequate Staffing
  • Infrastructure (like I.T., phones, transportation)
  • Co-op’ing Cross-Agency Resources
keys to success
Keys to Success
  • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed
  • Example: a restaurant MUST have
      • Good Food
      • Great Service
      • Clean, Good Atmosphere, etc.
  • These are Critical Success Factors - or KEYS TO SUCCESS.
  • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization
sample nonprofit keys
Sample Nonprofit Keys

Company A

Clinical Excellence

Client-centered Care

Learning

Social Support

Spiritual Support

Community Support

Accountability

Company B

Accountability

Responsibility

Exemplary Conduct

Competence

Continuous Improvement

Education & Development

Company C

Excellence in Service

Financial Management

Collaboration

Stability & Integrity

Strategic Partnerships

IT Infrastructure Integrated Cross-Agency Programs

High-Functioning Board Diverse Funding Sources

categories for focus
Categories for Focus
  • Crisis Triage - Stopgap plans for immediate relief
  • Short-term Objectives- 12-18 month, “shovel ready”
  • Long-Term Objectives- 2-10 years, complex, perpetuity planning
strategic response checklist
Strategic Response Checklist
  • Consistent with Mission
  • Reinforce / Create New Competitive Advantage
  • Dedicated Source

of Funding

  • Strengthen Community Reputation / Position
  • Leverage Existing Staff
  • Aligned with Org Values

Every strategy proposed as a response to a Key to Success or Big Question goes through the Checklist

Is the proposed strategy a fit with your identity?

roadmap diagram for dollar
Roadmap: Diagram for Dollar$
  • Success Metrics
  • Create Strategy
  • Plot a SWOT
  • ID Keys to Success
  • Devise 12-month

Action Plan

For each Critical Success Factor, your Tiger Teams have to identify these elements to create a trackable Tactical Implementation Plan

goal setting tree diagram
SMART Goals

Critical Success Factor

Major Program to Achieve Strategy

  • GOAL #1: Define all the different kinds of customers who would want or need what we offer (breakdown by demographics, geography, etc.)

Define Target Market

Analyze our Competitors(what’s our CompetitiveAdvantage?)

Define Key Marketing Messages

Write Marketing Plan

Community Awareness (Marketing & PR)

Define Target Market

  • GOAL #2: Identify what each Target Market Segment needs (what they say they need & the deeper psycho-logical need it represents).

GOAL-SETTING TREE DIAGRAM

  • GOAL #3: Discover Lifestyle & Decision-making info about Segments (What else do they buy? Where do they go to decide what they’ll buy?)

Strategy to Achieve Factor

Develop a Marketing Plan that raises community awareness and attracts our target customers

  • GOAL #4: Match Target Market Segments with the appropriate media outlets for marketing (i.e. radio, TV, newspapers, Internet, word-of-mouth)

PLAYBOOK CONSULTING GROUP

Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com

goal setting tree diagram example 1
Critical Success Factor

Community Awareness (Marketing & PR)

Develop a Marketing Plan that raises community awareness and attracts our target customers

Strategy to Achieve Factor

SMART Goals

Major Program to Achieve Strategy

Define the different kinds of customers who need what we offer (breakdown by demographics, geography, etc.) by 2/1/10 (Joel)

Identify each Target Market Segment’s needs (what they say they need & the psychological need it represents). by 3/1 (Kat)

1. Define Target Market

Discover Lifestyle & Decision-making info about Segments: What else do they buy? How do they decide what to buy? by 3/15 (TJ)

GOAL-SETTING TREE DIAGRAM EXAMPLE #1

2. Analyze our Competitors (what’s our Competitive Advantage?)

Game Changer #4

3. Define Key Marketing Messages

PLAYBOOK CONSULTING GROUP

Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com

measure it what s success look like
Measure It! What’s Success Look Like?

HOW DO YOU KNOW WHEN

YOU’VE SUCCEEDED?

  • Success Metrics are the things you measure to gauge your performance
  • Help you identify how you’re doing on your goals
  • Examples: # of visitors, # of programs, revenue, expenses

For EACH Key to Success, what are 1-3 Metrics?

your key s strategy for success
Your Key’s Strategy for Success

ACTION + DELIVERABLE = SUCCESS FACTOR

& OUTCOME

Key: Community Awareness

Strategy:

Develop

a Marketing Plan

that raises community awareness

and attracts our target audience

ACTION

DELIVERABLE

SUCCESS FACTOR

OUTCOME

s wot a nalysis1
S

W

O

T

Helpful

in achieving the objective

Harmful

to achieving the objective

SWOT ANALYSIS

Internal Origin

(attributes of the organization)

Strengths

Weaknesses

External Origin

(attributes of the environment)

Opportunities

Threats

keys to success1
Keys to Success
  • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed
  • Example: a restaurant MUST have
      • Good Food
      • Great Service
      • Clean, Good Atmosphere, etc.
  • These are Critical Success Factors - or KEYS TO SUCCESS.
  • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization
goal setting tree diagram example 11
Critical Success Factor

Community Awareness (Marketing & PR)

Develop a Marketing Plan that raises community awareness and attracts our target customers

Strategy to Achieve Factor

SMART Goals

Major Program to Achieve Strategy

Define the different kinds of customers who need what we offer (breakdown by demographics, geography, etc.) by 2/1/10 (Joel)

Identify each Target Market Segment’s needs (what they say they need & the psychological need it represents). by 3/1 (Kat)

1. Define Target Market

Discover Lifestyle & Decision-making info about Segments: What else do they buy? How do they decide what to buy? by 3/15 (TJ)

GOAL-SETTING TREE DIAGRAM EXAMPLE #1

2. Analyze our Competitors (what’s our Competitive Advantage?)

3. Define Key Marketing Messages

PLAYBOOK CONSULTING GROUP

Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 [email protected]Webwww.ThePlayBookGroup.com

a plan that works
A Plan that Works

~ 30 ~~ 60 ~~ 90 ~7- day StepsWho’s Your Accountability Buddy?

test your knowledge
Test Your Knowledge
  • Our funder (and we!) want to know how effective this workshop was for you.
  • This 5-minute Post-Workshop Quiz helps us gauge your progress and our success.

Mahalo.

help us serve you better
Help Us Serve You Better!

Please take 5 more minutes to complete the Workshop Evaluation so that we can improve this and future offerings from Grants Central Station

Mahalo.

break 15 minutes

BREAK15 minutes

Next up: Implementation Panel

more free workshops1
More Free Workshops!

Upcoming Fundamental Five+ Workshops

from Grants Central Station

workshop door prize2
Workshop Door Prize
  • Business Card Drawing - Today Only!
  • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011

**PlayBook & GCS do not guarantee the OCB grant will be awarded

*before GET

mahalo
Grants Central Stationwww.GrantsCentralStation.org

Mahalo

For More Information or to

Register for an Upcoming Workshop

Leslie Mullens (808) 875-0500 or [email protected]

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