© 2010 PlayBook Consulting Group 1 Strategic Planning and Tactical Implementation presents the...

1© 2010 PlayBook Consulting Group

Strategic Planningand Tactical Implementation

presents the

Fundamental Five+ Non-Profit Training Series

Grants Central Station

Leslie MullensPlayBook Consulting Group

December 7, 2010


Mahalo to our Sponsors!

Office of Hawaiian Affairs - Community Building Economic Development Grant

Tri-Isle Resource Conservation & Development - Fiscal Sponsor


PlayBook Consulting Group - Producer

GCS Board: Anna Ribucan, Richard Kehoe, Susie Thieman, and Faye Cummings


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

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


Agenda

8:30am Welcome, Introductions, & Pre-Quiz

8:45am Strategic Planning Primer & Visioning

9:15am The 1-Page Organizational Overview

9:45am Trade Secrets: Real-Time Strategic Response, SWOTs

10:10am NETWORKING BREAK - 15 mins.

10:25am Keys to Success & Programmatic Direction - The Funding Fulcrum

10:45am Roadmap: Diagram for Dollar$


11:30am Implementation Success Panel


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

Strategic Planning Engagement $5,500*

HCF OCB Grant Proposal $750*

$6,250

Minus $500 PlayBook Gift Certificate - $500

Minus $5,000 HCF OCB Grant ** -$5,000

Potential Opportunity $750

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


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

“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 MullensThe PlayBook for Nonprofits

QuickTime™ and a decompressor

are needed to see this picture.

QuickTime™ and a

decompressor



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 PianaThe Nonprofit Strategy Revolution


What IS Strategic Planning?


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 survive and thrive in a shifting economy (and serve more people more effectively!)


Vision & MissionVision & MissionWho do we want to become?Who do we want to become?

Vision & MissionVision & MissionWho do we want to become?Who do we want to become?

StrategyStrategyHow will we achieve our vision?How will we achieve our vision?

StrategyStrategyHow will we achieve our vision?How will we achieve our vision?

Critical Success Factors / Big QuestionsCritical Success Factors / Big QuestionsWhat MUST go right to fulfill our strategy?What MUST go right to fulfill our strategy?

Critical Success Factors / Big QuestionsCritical Success Factors / Big QuestionsWhat MUST go right to fulfill our strategy?What MUST go right to fulfill our strategy?

GoalsGoalsWhat goals will we set to make those things happen?What goals will we set to make those things happen?

GoalsGoalsWhat goals will we set to make those things happen?What goals will we set to make those things happen?

Programs / Projects / DeliverablesPrograms / Projects / DeliverablesSpecific activities, tasks and outcomes to meet the set goalSpecific activities, tasks and outcomes to meet the set goal

Programs / Projects / DeliverablesPrograms / Projects / DeliverablesSpecific activities, tasks and outcomes to meet the set goalSpecific activities, tasks and outcomes to meet the set goal

Steps to Strategic Planning


A Process to Consider

1. Create Context: Environmental Scan / “State of the Agency”

2. Identify who you are as an organization

3. Assess current mission achievability

4. ID critical success factors

5. Design a plan built on those areas of focus

6. Structure accountability in plan: Metrics, SMART goals, “Business Reviews”

7. Continuous Improvement Loop on the Tactical Plan


Interlocking Strategic Focus

OrganizationalIncludes the company or non-profit’s

vision, mission, trends/market conditions, competitors, strategic partners, and market position

Operational

Programmatic

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

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


Vision

Put your materials on the floor, sit back, and relax


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 is future-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

Evolve the economy into a cooperative network of

high-performance values-based businesses


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

Kamehameha Alumni AssociationTransform 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

PepsiBeat Coke


ENERGIZER

Building Trust: Groups of 6-8

Next up: The Organizational Overview


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

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

#1

Game Changer

#2

Game Changer

#2


Crafting Your Checklist

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

viability

Results Required

Values Alignment

Financial Criteria

EXT / INT Environment

Results Required

Values Alignment

Financial Criteria

EXT / INT Environment

Promotes Prof. Development

Sustainable

Leverages Existing Talent

Directly Addresses Issue

Promotes Prof. Development

Sustainable

Leverages Existing Talent

Directly Addresses Issue

MUST HAVE’S

“Does it support our mission?”

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

MUST HAVE’S

“Does it support our mission?”

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


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

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! 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:

1. What’s the purpose of the organization? - opportunities or needs that your agency exists to address

2. What is the business of the organization? (What are you doing to address those needs)

3. What are the organization’s values? (What principles or beliefs guide your work?)


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 Mission





them

The Purpose


Sample Mission





them

The Business


Sample Mission





them

The Values


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 BREAK15 minutes

Next up: Plotting a SWOT


More Free Workshops!

Jan 11 Board Development

Feb 22 Legal & Insurance Issues

March 8 Fundraising & Development

Upcoming Fundamental Five+ Workshops from Grants Central Station


Workshop Door Prize





$6,250






Agenda

8:30am Welcome, Introductions, & Pre-Quiz

8:45am Strategic Planning Primer & Visioning

9:15am The 1-Page Organizational Overview

9:45am Trade Secrets: Real-Time Strategic Response, SWOTs


10:25am Keys to Success & Programmatic Direction - The Funding Fulcrum

10:45am Roadmap: Diagram for Dollar$


11:30am Implementation Success Panel


What’s a SWOT?

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

Game Changer

#3

Game Changer

#3


SWOT ANALYSIS

S WStrengths

O TThreats

Weaknesses

Opportunities

Helpfulin achieving the objective

Harmfulto achieving the objective

Inte

rnal

Ori

gin

(att

ribut

es o

f th

e or

gani

zatio

n)

Exte

rnal

Ori

gin

(att

ribut

es o

f th

e en

viro

nm

ent)


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 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

Company A

Clinical Excellence

Client-centered Care

Learning

Social Support

Spiritual Support

Community Support

Accountability

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 B

Accountability

Responsibility

Exemplary Conduct

Competence

Continuous Improvement

Education & Development

Company C

Excellence in Service

Financial Management

Collaboration

Stability & Integrity


Company C

Excellence in Service

Financial Management

Collaboration

Stability & Integrity


IT Infrastructure Integrated Cross-Agency ProgramsHigh-Functioning Board Diverse Funding SourcesIT Infrastructure Integrated Cross-Agency ProgramsHigh-Functioning Board Diverse Funding Sources


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

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?




ACTION STEPSACTION STEPS


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 DIAGRAMQuickTime™ and a

decompressorare needed to see this picture.

Critical Success Factor

Strategy to Achieve Factor

Major Program to Achieve Strategy

SMART Goals

Community Awareness

(Marketing & PR)

Develop a Marketing Plan

that raises community

awareness and attracts our target

customers

1.Define Target Market

2.Analyze our Competitors (what’s our CompetitiveAdvantage?)

3.Define Key Marketing Messages

4.Write Marketing Plan

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

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

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

Define Target Market

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

Mail 50 Waiohuli Street, Unit K Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax 808.875.7536 Email [email protected] Web www.ThePlayBookGroup.com


GOAL-SETTING TREE DIAGRAM EXAMPLE #1


Major Program to Achieve Strategy SMART Goals


Community Awareness (Marketing & PR)

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

1. Define Target Market

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

3. Define Key Marketing Messages

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



Game Changer #4

Game Changer #4


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

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


SWOT ANALYSIS

S WStrengths

O TThreats

Weaknesses

Opportunities

Helpfulin achieving the objective

Harmfulto achieving the objective

Inte

rnal

Ori

gin

(att

ribut

es o

f th

e or

gani

zatio

n)

Exte

rnal

Ori

gin

(att

ribut

es o

f th

e en

viro

nm

ent)


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 #1


Major Program to Achieve Strategy SMART Goals


Community Awareness (Marketing & PR)

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

1. Define Target Market

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

3. Define Key Marketing Messages

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




A Plan that Works





~ 30 ~~ 60 ~~ 90 ~

7- day Steps

Who’s Your Accountability

Buddy?


Accountability Buddy’s Name:

Buddy’s Phone:

Buddy’s Email:

Week 1 / Accountability Buddy Contacted? o yes o no Week 7 / Accountability Buddy Contacted? yes noo yes o no

Week 2 / Accountability Buddy Contacted? o yes o no Week 8 / Accountability Buddy Contacted? o yes o no




Week 6 / Accountability Buddy Contacted? o yes o no Week 12 / Accountability Buddy Contacted? o yes o noF.

PlayBook’s One-a-Week 90-Day Success Planner is based on Les Hewitt’s Achievers Coaching Program and Jack Canfield’s Self-Esteem Seminars.

2

3

1

D.

E.

2

3

1

ONE-A-WEEK 90-DAY SUCCESS PLANNERONE-A-WEEK 90-DAY SUCCESS PLANNER

LIST MAJOR PROGRAMS & GOALS FOR THE QUARTER

B.

C.

A.

Each week for 90 days, write down 1-3 action items that, whenaccomplished,will moveyoucloserto achievingyourgoalsat theleft.Besureto contactyour AccountabilityBuddyeach week to shareprogressand get support.

1

3

2

3

1

2

3

1

2

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1

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3

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2

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Game

Changer

#5

Game

Changer

#5


Wrap-Up


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!

Please take 5 more minutes to complete the Workshop Evaluation so that we can

improve this and future offerings from Grants Central Station

Mahalo.


BREAK15 minutes

Next up: Implementation Panel


More Free Workshops!

Jan 11 Board Development

Feb 22 Legal & Insurance Issues

March 8 Fundraising & Development

Upcoming Fundamental Five+ Workshops from Grants Central Station


Workshop Door Prize





$6,250






Implementation Panel

Ginger Gannon: [email protected] Mullens: [email protected]


Mahalo

For More Information or to Register for an Upcoming Workshop

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


www.GrantsCentralStation.org

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