non-profit collaborative strategic planning for non-profit ......hosted by: michael gallagher ....
TRANSCRIPT
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Hosted By: Michael Gallagher
Chief Risk Officer, EVP, Enterprise BankApril 24, 2019
Non-Profit Collaborative
Strategic Planning for Non-Profit
Organizations
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Today’s Agenda• What is the Value of a Strategic Plan?• Strategic Planning Life Cycle• Mission and Vision Statements• Building the Plan using; Primary Objectives,
SMART Goals and Action Plans• Execution of the Plan• Evaluation of the Plan
Introduction
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Strategic Planning Life Cycle
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• Most people are good at planning.• Planning takes too much time and work; it
bogs us down.• Planning is looked upon as an investment.• The best planning measures are based on
complex strategies.• Planning should be concrete, and not flexible.
Myths About Planning
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The Value of Planning
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• Clarify• Plan• Execute• Evaluate
Strategic Planning Life Cycle
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• Define what you want to achieve:– Mission Statement– Vision Statement– Strategy vs. tasks– Short-term vs. long-term planning
• Short-term action items• Long-term strategies and direction
– Operational items– Impressing Funders
• Strategic Planning vs. Review
Clarify
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Indentifying topics to discuss:
Clarify
StrategiesMarket areaGrowth opportunitiesMergers/consolidationsBoard SuccessionCorporate GovernanceManagement SuccessionED PerformanceAlternative funding
FacilitiesStaffingProgrammingPublic RelationsMarketingBrandingTechnology SolutionsFinancial Results
Whatever you want to talk about………..
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• Setting your mind in the right place– Intuition and creativity– Appreciating your competitive
environment– Unraveling the complexities of
the organization– Agility, flexibility and member
savvy– Ongoing frame of mind
Clarify
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• Choose the right facilitator– They should not be part of the
discussion– Responsible for documenting
progress– Keeping the sessions on track– Ensuring all topics are covered– Possess basic knowledge of the
organization– Must be familiar with the strategic
planning process
Clarify
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• Professional Facilitator
• Private Facilitating Companies
• Colleges and Universities
Clarify
Where to find a good facilitator:
•Internally•Board of Directors•Executive Director•Advisory Board Member•Jericho Road
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Clarify
How to find a good facilitator:
• Interview the Facilitator
• Funding may be available for this process
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Who to involve in strategic planning?– Board of Directors– Advisory Board– Executive Director– Founding Director– Staff– Members– General Public
What are the Responsibilities of Each?
Clarify
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• Other thoughts to consider:
– Where will I hold the meetings?• Let’s do a retreat• Home is where
the heart is!
Clarify
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• Other thoughts to consider:– How long will each
session last?• Day long sessions• Multiple shorter
sessions• Don’t forget to
take breaks and feed them
Clarify
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Don’t forget to take breaks and to
feed them!
Clarify
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Clarify
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Clarify
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Clarify
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Clarify
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Breakout Session: Mission Statement
– Introduce yourself and your organization– Present your mission statement to the group– Circle the key words in the mission statement– Strike through unnecessary words– Discuss why you made the changes with the
group– Do not worry about wordsmithing at this time
Note: The same exercise can be used for updating/creating a Vision Statement
Clarify
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• Other external thoughts to consider:– What is the benefit of
conducting market research?
• Know your market, your members, your potential members
• Know your competition
Clarify
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Conducting a SWOT– Brainstorming at different
levels• Board• Staff
– Documenting the thoughts– Narrowing down the ideas– When do we do this?
Clarify
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• Strength: Internal element which is under your control which can create a competitive advantage.
• Weakness: Internal element which is under your control which can be stopped to avoid objective derailment.
• Opportunity: External condition that is out of your control, but you can benefit from if you plan properly.
• Threat: External negative condition that is our of your control, but you can defend against it and reduce its impact.
Clarify
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Breakout Session: S.W.O.T.
– Review the example company
– Brainstorming requires everyone’s participation
– As a group, identify three Strengths, Weaknesses, Opportunities and Threats
Clarify
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Building the Plan
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– Primary Objectives: A broad statement of purpose describing the end stated towards which the goals and actions plans are directed.
– SMART Goals: Provide detail to primary objective direction and set targets so that the action plans can be developed.
– Action Plan: Provide a roadmap to implement the SMART goals.
Building the Plan
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– Primary Objectives: A broad statement of purpose describing the end stated towards which the goals and actions plans are directed.
• Confirmation of the group’s consensus• Prioritize items from SWOT• Identify 3-5 from each category to
become your strategic priorities
Building the Plan
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Primary Objectives:• Which ones are we most likely to
accomplish?• Which ones will have the greatest
impact?• Can we achieve these in three
years?• What are the budget implications?• Are there any barriers to complete?
Building the Plan
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Smart goals:• Specific: Who is involved
and what will we accomplish?
• Measurable: How much, how many and when will we finish?
• Attainable: Do we have the resources available?
• Relevant: How does it align with our strategy?
• Time-bound: Clear time-frame and deadline?
Building the Plan
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Action Plans:• Specific activities• Responsibility levels• Time frames• Outcomes
Building the Plan
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• Determine when the plan will be completed
• Determine plan format• Identify who will review and
approve the plan• Distribute the plan
Execution and Evaluation
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• Who will own the action items: Board vs. Managers
• Determine the frequency of follow-up
• Assign the plan to a committee
Execution and Evaluation
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• Be willing to adapt/change the plan
• Measure results• Celebrate
accomplishments• Share with your
community
Execution and Evaluation
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• What is the life of a strategic plan?– 1 year– 3 years– 5 years
• Do it all over again• Consider performing a
strategic review each year
Execution and Evaluation
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• Set your goals• Prepare for
your session• Properly
administrate the session
• Follow-up and monitor the plan
Summary
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Hosted By: Michael Gallagher
Chief Risk Officer, EVP, Enterprise BankApril 24,2019
Non-Profit Collaborative
Strategic Planning for Non-Profit
Organizations