successful strategic planning jane jordan, founding principal partnerswithnonprofits.org
TRANSCRIPT
Strategic Planning Is. . .
Understanding who and what we are
Imagining what we most want to be
Determining how best to get there, and
What our organizational priorities should be
About 20% of all nonprofits have a strategic plan
Strategic Planning Isn’t. . .
A substitute for strategic leadership Volunteers and staff
A substitute for strategic thinking, acting and learning Strategic plans are not “cast in
concrete”
They must be fluid and responsive to changes in our environment
A Strategic Plan Isn’t. . .
An operating plan Operating plans grow out of strategic
plans and are short-term
A business plan
A case for support
The case for support is geared toward attracting philanthropy and other types of investment
Strategic Planning Involves. . .
Your board and your staff Pulling together everyone
Your funders and stakeholders
Even your kids!
Strategic Plans Include. . .
A clear grasp of external opportunities and challenges
A realistic assessment of your internal strengths and weaknesses
An inclusive approach to planning
An empowered planning committee and sr. staff
Clear priorities and an implementation plan
Plan Components Vision, Mission and
Values Statements Vision: “What will
the world be like. . .?
Mission: “Why do we exist? What do we do? What don’t we do?”
Values: “What are our guiding principles? What do we believe in?”
Broad Goals and Objectives “What do we
want to achieve?”
Strategies, Tactics. . .an Implementation Plan “How will we
accomplish our goals?”
Implementation Plan: A user’s guide to success
Strategic Planning Phases
Phases
Assessment
Vision, Mission
Goals, Strategies
Tactics
Monitoring & Tracking
Activities
SWOT Analysis
Board Retreat
Planning Committee work
Staff Committee work
Board & Staff oversight
SWOT AnalysisInternal
Strengths: Reputation,
people, resources
Weaknesses: Be honest – “weak
links,” internal obstacles to progress
External
Opportunities: Trends,
collaboration opportunities, new markets
Threats: Competition, lack
of community awareness
Talk to “Outsiders” Don’t rely on your own opinions
Get feedback from: Funders
Volunteers
Families
Other supporters
Kids!
Who else?
Vision and Mission Vision
What the world will be like when you have achieved your mission
MissionWhat you are deeply passionate about
What you are best in the world at
What drives your economic engine
Your true mission, your strategic niche
Goals and StrategiesGoals
“What do we want to accomplish?’ Desired outcomes
External or internal focus
Broad, comprehensive and often far-reaching
Measurable
Strategies and Tactics
“Means to an end” How we actually
accomplish our work
Addresses how goals are achieved Action steps
(short-term) come from strategies
Implementation Plan that drives your agency?
OR. . .
Document that sits on the shelf?
Successful implementation. . . Gets the right people on the bus
Ensures available funds and time
Creates an environment that supports implementation
Implementation Implementation = Change
Implementation. . . Gets
Promotes organizational growth in our growing and changing environment
Forces us to change and grow personally
Changes Happening Today
Things that are affecting nonprofits right now: The graying of America. . .more people living longer
and needing more services
Global philanthropy. . .U.S. philanthropy going to more countries. . .global disasters, Asian mega-millionaires
Innovation in technology. . .Face-to-face is old way of doing things. . .do you Tweet?
A blending of our population. . .by 2045, people of color will outnumber whites in the U.S.
The blending of charity and business in the U.S. . .is the nonprofit becoming obsolete?