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Charting a Clear Course:Strategic Planning Basics
March 11, 2020
To Receive CPE Credit• Individuals
Participate in entire webinar Answer polls when they are provided
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Presenter Dan PraterSenior Managing [email protected]
WHY should an organization do strategic planning?
MissionVision
Staff
Board
Donors
VolunteersMissionSuccess
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Strategic Planning implies that some organizational
decisions & actions are more important than others—
& much of the strategy lies in making the tough
decisions about what is most important to achieving
organizational success
https://majesty.gulfcraftinc.com/superyachts/majesty-140
Precision Matters
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Precision Matters
“Which road do I take?” Alice asked
“Where do you want to go?” the cat responded
“I don’t know,” Alice answered
“Then,” said the cat, “it doesn’t matter!”
It matters which road you choose
Do you know where your organization is headed?
https://uncorkedcanvas.com/event/alice-in-wonderland-4/
There must by buy-in from
leadership … a willingness &
a commitment to the process
Strategic Planning requires a willingness
to change—you must be willing to think
about new things & different ways to
achieve your mission
https://www.legalwatercoolerblog.com/2018/04/10/lma18-strategic-planning-part-1-introduction/
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Integrated Planning Advancement
Planning
HR Planning
Technology Planning
Facility Planning
Business Planning
Identity & Branding
Program Planning
STRATEGICPLANNING
Keys to Successful Strategic Planning & Implementation
All stakeholders(from insiders to broad public)
Commitment Credibility Communication Clarity
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STRATEGIC PLANNING In its simplest form, strategic planning answers
Who are we?
Where are we now? (Not in crisis mode)
Where do we hope to go?
How will we get there?
How will we know once we arrive?
The Strategy PyramidOrganizational
Programmatic
Operational
DetermineMission,
Vision, trends,partners, market position
Decide on approaches &offer programs to achieve specific
outcomes related to target audience
Administer & oversee systems, policies & personnel in areas such as finance, HR, communication
& information technology
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Two Approaches to Planning• Contextual Approach
Develops strategies from present context
Focuses on fine-tuning mission & vision, public perceptions, understanding impact of programs/services
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• Stable & mature organizations. No radical change needed• Leadership rooted in missionBest for
• Organization keeps basic structure• Need for improved management capacity, impact assessmentBest when
Two Approaches to Planning
• Revolutionary Approach
Develops strategies outside of present context
Challenges current practices/assumptions & seeks to incorporate change, possibilities
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• World is not static• Societal & organizational dynamics are interdependent• Past practices & lack of planning brought costly consequences
Best with realization that
• New mission/vision is needed• New image in market/field is desired• Board & staff divided on strategies
Best when
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Process1. Confirm Commitment & Readiness
• Up-front commitment by the leaders Not a “hands-off” approach
Full commitment of time, funding, follow-up
• Allocate time & resources needed to complete plan & carry out action steps
• Who?
Guides planning process (consultant, committee)
Plans retreat
Develops surveys & analyzes data
Prepares final document
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Process1. Confirm Commitment & Readiness
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• Gather Data Decisions about your organization’s future must be built on reliable data—not on anecdotal
information
• Evidence-based practice (EBP) Data should be
• Reliable
• Meaningful
• Actionable
• Impactful
• Current/timely
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Process2. Collect Vital Signs
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EconomyTrends
TechnologyBehaviors
Your Organization
• History• Org chart• Programs• Services• By-laws
Your Impact
• Service area• Priorities• Benefits• Success• Reports/data
ImportantIndicators
• Poverty rates• Free/reduced
lunches• Abuse/violence• Graduation rates• Area information• Other indicators
Process2. Collect Vital Signs
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• External Clients Partner organizations Stakeholders (partner organizations) Community leaders
• Internal Staff Board Volunteers Donors
Surveys & Focus Groups
https://selfgrasp.com/marketing/what-is-a-focus-group/
Process2. Collect Vital Signs
• Gather Data Decisions about your organization’s future must be built on reliable data—not on anecdotal
information
• Evidence-based practice (EBP) Data should be
• Reliable
• Meaningful
• Actionable
• Impactful
• Current/timely
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Process2. Collect Vital Signs
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• Good strategic planning is participatory & should not be exclusive to a small group of stakeholders Representatives from all areas where your work is concerned—education, health
care, gov’t., faith, etc.
Geographic & demographic representation
Incorporate voices of those affected by the plan
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Process3. Build a Planning Team
• 100 percent participation mandatory—no exceptions for anyone Introductions
Housekeeping
Ground rules
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• Everyone votes – thumbs up/down, keep discussing
• Advocate for your position
• 100 percent support required
Process4. Conduct Planning Session
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Key Priority Key Priority Key Priority Key Priority
Mission Vision Values
Goal(s) Goal(s) Goal(s) Goal(s)
Objective(change)
Objective(change)
Objective(change)
Objective(change)
Methods/Activities
Methods/Activities
Methods/Activities
Methods/Activities
KPI(outcomes)
KPI(outcomes)
KPI(outcomes)
KPI(outcomes)
Timeline Timeline Timeline Timeline
Process4. Conduct Planning Session
Shared Beliefs & Values
• These are formal expressions of the organization’s fundamental values
• Beliefs & Values are declarations of universal human values that are held by the people who make up the organization
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SharedBeliefs,Values
These represent the behaviors of the people of the
organization. They live by these regardless of where they
are or under what conditions they found themselves
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• Statements that guide your work
• Mostly used to guide behaviors inside the organization (staff/board/volunteers)
• Must be measurable by actions of person
• Could be used in hiring & in annual evaluation
• It answers the question “What do we believe in?”
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Shared Beliefs & Values
Outreach & fundraising should be based on beliefs, not just on financial need
Philanthropy:based in values
Development:systems &
materials needed
Fundraising:enabling peopleto act on their
Beliefs
Shared Beliefs & Values
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SHAREDBELIEFS& VALUES
• Friendliness Everyone who is in the office will stop to greet & say hello
to any visitor who comes in, even for a few seconds
• Examples Open communication is valued; opinions should be heard,
considered & respected We value & encourage inclusivity because it is critical to
our success We will conduct ourselves with integrity by being honest &
holding ourselves accountable We joyfully serve clients & one another without passing
judgment, regardless of personal situation
MISSION –VISION
• Mission Statement Truths
There is no magic formula—not just one way to write it Bigger, famous companies have the luxury of
short, less-descriptive statements (they are already understood) Focus of statement should be on the
people/community served, not on the organization itself
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MISSION –VISION All organizational activities align with & further your stated
mission
Why we exist
Guides decisions
Clarifies priorities
Mission statementRaison D’etra
Mission – Vision
• Re-examining your mission statement? Change in program/operations (merger, new focus) Changing landscape (economy, client desires, funding,
policies, etc.) As a reminder to board, staff, others of importance
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Even if you have a strong mission
statement, it is good to re-examine
it every three to five years
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Mission – Vision
• Habitat for Humanity: Where everyone has a decent place to live
• World Vision: For every child, life in all its fullness
• WHAT IS YOUR VISION?
Your statement must representthe end of the road
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Mission – Vision
• Vision Statement Defines the dream, describing the world you hope to see
Describes a desired state or condition
• A good vision statement will do four thingsGuide your entire team
Remind you where you’re headed
Control your focus, decision-making
Free you from doing pointless activities
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MISSION –VISION
Mission Statement
Vision Statement
Beliefs orValues
0 20 40 60 80
Yes
No
0 20 40 60 80 100
Yes
No
0 20 40 60 80 100
Yes
No
70.5%
29.5%
82.4%
17.6%
88.3%
11.7%
Establishing Parameters
• Parameters or boundaries are important for keeping your organization on track
• True North
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Environmental Scan• SWOT Analysis – Strengths, Weaknesses, Opportunities, Threats
• Use strengths to go after the problems (T & W)
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Strengths
Weaknesses
Opportunities
Threats
Internal(within ourcontrol)
External(outside ourcontrol)
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Strategic or Key Priorities
What must we focus on to achieve our vision?
What are the critical areas of our organization that we must pay attention to if we are going to succeed?
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Threats
MISSION KEY PRIORITIES GOALS
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Key Priority Tips
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Threats
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2
3
4
5
Too many priorities confuses leadership & overwhelms staff
Force-rank projects to determine what’s really important
Communicate – from top to bottom, everyone should know which projects & initiatives are most important (& why)
Repeat often – opportunities, issues, threats are ongoing. So this is not a one-time process; it is ongoing
Not everything is a “Priority.” If everything is a priority, then nothing is
From Broad to Narrow
Key Priority Key Priority Key Priority Key Priority
Mission Vision
Goal(s) Goal(s) Goal(s) Goal(s)
Objective(change)
Objective(change)
Objective(change)
Objective(change)
Methods/Activities
Methods/Activities
Methods/Activities
Methods/Activities
KPI(outcomes)
KPI(outcomes)
KPI(outcomes)
KPI(outcomes)
Timeline Timeline Timeline Timeline
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Timeline of Implementation
1Priority Area Who What When
Key Performance Indicators
1 • Define Success
When it comes to determining how efficiently your organization operates, few things are as helpful as accurate, relevant performance indicators that can show you exactly how well you’re doing
Set benchmark indicators as reference points to evaluate
progress toward reaching goals
Program effectivenessFundraisingMarketing/social mediaVolunteer recruitment
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Nation’s Largest: Shift in Funding Approach
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OUTCOME VS. ACTIVITY
• Activity – What you do We feed hungry kids before school
• Outcome – Result of the activity Improved health, better behavior, better grades,
higher graduation rate
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The Path Toward Impact1
• What is the ultimate goal or desire?
Vision – “Why”
• How does change happen?
Theory of Change – “Change process”
• What part of that can we impact?
Mission – “What we do”
• What change are we aiming for?
Outcomes – “To what degree”
• What will it take to make that change?
Logic Model – “How”
Two Pillars of Outcome Measurement
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Logic Model & Theory of Change
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Two Pillars of Outcome Measurement
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Logic Model & Theory of Change
The goal is to bring about change in something or someone. To know if change has occurred, you must set benchmarks of success
IF then IF thenIF then IF then IF then
Opportunity Matrix
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Decision-making tool for current & new activities
100
90-99
80-89
70-79
60-69
50-59
40-49
30-39
20-29
10-19
0-9
A B C D
Almost certain: 80-100
Likely: 60-79
Possible:40-59
Unlikely:20-39
Danger zone: 0-19
A. Mission/Vision alignment
B. Support/enhance existing services
C. Capability (time, people, assets)
D. FIG (fills important gap - need)
E. Financial impact (income/expense)
F. Sustainability (funder support)
Sometimes you have to say No to good ideasE F
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Competitive Advantage
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Decision-making tool for current & new activities
Defined from the viewpoint of the “customer”
The presence of visible, obvious, & measurable ways in which your organization or product differs from (& is better than) its peers
Intl. staturePolitical/religious neutralityGov’t. affiliation (FEMA)
Christian principlesCommitment to PoorAffiliation with Christmas
Competitive Advantage
1 • One of the fastest ways to understanding your audience is to identify the type of people who most likely care about your organization Impacts your NPO has on the world
Other organizations that do similar work/missions
Type of supporters who care about this work/mission
Why these people should/would choose you (over your competitors)
• What do they believe about your organization that makes them join you or support you?
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• Compile retreat decisions
• Clarify with team leaders
• CEO input, clarification
• Present draft to board for approval
• Accountability – refer to plan frequently for guidance
Process5. Finish Strategic Plan Report
Questions?
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bkd.com | @BKDLLP @BKDNFP @BKDHigherEd @Dan_Prater
The information contained in these slides is presented by professionals for your information only & is not to be considered as legal advice. Applying specific information to your situation requires careful consideration of facts & circumstances. Consult your BKD advisor or legal counsel before acting on any matters covered
Thank you!
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bkd.com | @BKDLLP @BKDNFP @BKDHigherEd @Dan_Prater
The information contained in these slides is presented by professionals for your information only & is not to be considered as legal advice. Applying specific information to your situation requires careful consideration of facts & circumstances. Consult your BKD advisor or legal counsel before acting on any matters covered
Thank you!
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