Strategic Thinking for Nonprofit Organizations (Sept 2014)

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STRATEGIC THINKING FOR NONPROFIT ORGANIZATIONS

Regis University Masters of Nonprofit Management Emily Davis, MNM, CGT September 17, 2014



TURN ON YOUR TECH



A LITTLE ABOUT ME



A LITTLE ABOUT YOU…

30 seconds or less

Name & Title

1 Question for Today

1 Nonprofit Governance Buzz Word



How many of you are…

q Serving on 1 board committee? q Serving on 2 or more board

committees? q Currently serving on one board? q Currently serving on 2 or more

boards? q Have been through strategic

planning?

QUICK POLL



WHY STRATEGIC PLANNING?



Set organizational

direction

Provide oversight

Ensure necessary resources

BOARD ROLES & RESPONSIBILITIES



Board Leads

Shares values thru policies that put mission in action

Hires, supports, assesses ED

Opens funding resources in community

Oversees financial due diligence

Recruits & retains new board members

ED Leads

Develops/ Proposes policy questions

Hires, supervises, motivates staff

Develops & implements programs

Shared Leadership

Strategic plan

Fundraising plan & strategies

Evaluations

Prep board meetings

SHARED LEADERSHIP



WHAT STINKS?



WHAT IS STRATEGIC THINKING?*

“Exceptional boards allocate time to what matters most & continuously engage in strategic thinking to hone the organization’s direction.”

Responsible Boards •  Set direction •  Establish & review

strategic plans •  Monitor

performance against plans

The Sources of Power •  Considerable time spent

on consequential issues •  Constant strategic

thinking •  Joint board-staff efforts to

frame & explore issues •  Alignment of agendas &

chief executive's goals with priorities

Exceptional Boards •  Become a strategic

asset & a source of leadership

•  Sharpen direction, address difficult issues, identify opportunities

•  Generate solutions that are understood & supported

*The Source, BoardSource, 2005



WHAT IS A STRATEGIC PLANNING?



WHAT IS THE PROCESS?

Discovery

Document review Organizational assessment Stakeholder input Situational analysis

Retreat

Board education Priorities discussion SWOT Misc. activities

Strategic Plan

Plan narrative Drafts revised Implementation dashboard Appendices

Implementation

Plan highlights Dashboard Champions Review quarterly, reports Update annually



WHO CONDUCTS PLANNING?

Objective perspective Time to commit and compile info Serve as “bad guy” Expert Keeps focus on priorities Costs $ Board/staff resistance

Less money Understand org best Can get bogged down in details More subjective Time accountability

Self-Facilitated

Consultant



Identify budget: $5,000 - $7,5000

Timeline: 5 – 6 months

Outcomes

Request for proposal: Competitive process

References by similar orgs

ED and Governance Committee leads

HIRING A CONSULTANT



PLAN ELEMENTS

Introduction

• Process steps • Strategic plan purposes

Situational Analysis

• Lifecycle stage • Opportunities for consideration

• SWOT • Visioning

Strategies, Goals,

Objectives

• Resources

Implementation

• Accountability • Next steps • Sample docs



STRATEGY VS. GOALS VS. OBJECTIVES



GOALS & OBJECTIVES



IMPLEMENTATION



DASHBOARD*



REMEMBER





Date post:	29-Nov-2014
Category:	Government & Nonprofit
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Strategic Thinking for Nonprofit Organizations (Sept 2014)

Government & Nonprofit