effective strategic planning part 2: getting results

Sponsored by: A Service Of:

Effective Strategic Planning Part 2: Plan Development

Sam Frank Synthesis Partnership

April 10, 2013


Advising nonprofits in:!•  Strategy!•  Planning!•  Organizational Development!

www.synthesispartnership.com!!

(617) [email protected]!

!

INTEGRATED PLANNING


Affordable collaborative data management in the cloud.


Today’s Speaker & Host

Sam Frank Principal, Synthesis Partnership

Founding Director, Nonprofit Webinars Assisting with chat questions: Jamie Maloney, Nonprofit Webinars

SYNTHESIS P A R T N E R S H I P

Strategic Planning Part 2: Plan Development !Wednesday Webinar: April 10, 2013!

© 2013 Synthesis Partnership. All rights reserved

!

Sam Frank Synthesis Partnership

Strategic Planning for Nonprofits part 2: Plan Development

© Copyright 2013 Synthesis Partnership All rights reserved. Copies permitted only with full attribution




!




!

Take-aways" •  A process for planning

•  A framework for the plan

•  What an effective plan looks like

•  How to share the plan

•  Tools for strategic thinking




!




!

Why Plan?"

What do you hope to get out of strategic planning?




!




!

Why Plan?"

What concerns you most about the prospect of strategic planning?




!




!

Operations

Wisdom

Cultivation

Circumstance

Organizational Development

Aspiration

Why Plan?"




!




!

Strategic Planning Process !" Prepare

Assess

Engage

Plan

Implement




!




!

Qualitative Quantitative Intangible Tangible

Vision Mission

a world in which every child attains the right to survival, protection, development and participation!

to inspire breakthroughs in the way the world treats children, and to achieve immediate and lasting change in their lives!

Market share People served Admissions

Website visits Donations

Press mentions Financial KPIs

(key performance indicators)

Demolitions stopped

One day all artisans in developing countries will earn a fair wage, be treated with dignity and respect and be able to live a life of quality.!

Ten Thousand Villages provides vital, fair income to Third World artisans.!

The Challenge !"




!




!

INTEGRATED PLANNING

Integrated Planning"!




!




!

Approaches to Planning "

RESOURCES

MISSION




!




!


STRATEGIC PLANNING

RESOURCES

OUTPUTS

ACTIVITIES

OBJECTIVES

GOALS

MISSION

BUSINESS PLANNING

OUTCOMES

PROGRAM PLANNING

STRATEGIC PLANNING

LOGIC MODEL

THEORY OF CHANGE

OPERATIONS




!




!


STRATEGIC PLANNING

RESOURCES

OUTPUTS

ACTIVITIES

OBJECTIVES

GOALS

MISSION

OUTCOMES

STRATEGIC PLANNING

PROGRAM PLANNING

OPERATIONS




!




!

Plan Development !Structure"!

Mission-Based Goals

Supporting Objectives

Measurable Actions

Mission

•  Clear, specific action •  Measurable result •  Timeline (start and completion dates) •  Resources required •  Responsibility




!




!

Mission-Based Goals


Measurable Actions

Mission


FriendshipWorks: Reduce social isolation, enhance the quality of life, and preserve the dignity of elders and adults with disabilities in the greater Boston area. !

Centerpoint Institute for Life & Career Renewal: offers lifelong tools to navigate uncertainty, build meaningful careers, and design courageous lives. !

Literacy Advance of Houston:!Transforming lives and communities through the doorway of literacy. !





!




!

Mission-Based Goals


Measurable Actions

Mission


[Membership] Strengthen ties & the sense of community among all members.

[Programs] Offer access to resources for young adults with cancer, their families, and their care providers.

[Advocacy] Influence public policy in support of mission





!




!

Mission-Based Goals


Measurable Actions

Mission


Foster strategic relationships with decision-makers.


Develop partnerships with congruent organizations.





!




!

Mission-Based Goals


Measurable Actions

Mission


Develop programs that appeal to every segment of the community.

[Membership] Strengthen ties & the sense of community among all members.

Engage new members through as many means as possible.

Cultivate all younger members as potential leaders.





!




!

Mission-Based Goals


Measurable Actions

Mission

•  Clear, specific action •  Measurable result •  Timeline (start & complete dates) •  Resources required •  Responsibility



Create contact list of decision-makers!Master list completed April 2013 $ 0 Director of Government Relations





!




!

Mission-Based Goals


Measurable Actions

Mission




Speak with each decision-maker once/mo.!Monthly contacts made May 2013 ff $ 0 Director of Government Relations





!




!

Mission-Based Goals


Measurable Actions

Mission


Increase professional development funding Increase funding by 10% / year Begin with FY 2013; ongoing for 5 years $ 65,000 CEO

Recruit, develop and retain an excellent staff.

[Programs] Offer unrivaled quality of programs and services.





!




!

Mission End isolation & improve quality of life for young adults affected by cancer.

Mission-Based Goals

Program: Access Offer access to resources for young adults with cancer, their families, and their care providers

Program: Connections Create opportunities for young adults with cancer to make meaningful connections to each other.

Program: Quality of Life Have an impact on the quality of life of young adults with cancer

Fundraising Develop a sustainable funding stream from foundations, individuals and corporate sponsors

Marketing Make i[2]y a visible resource to all diagnosed young adults, survivors, their families and care providers

Governance Shape the board and its activities to support sustainably the mission of i[2]y

Finance / Operations





!




!

Mission: !End isolation and improve quality of life for young adults affected by cancer

Mission-Based Goal: !Offer access to resources for young adults with cancer, their families, and their care givers

Supporting Objective 2 "Develop a robust presence in cancer treatment centers

Supporting Objective 1 "Upgrade the website to state of the art





!




!

Plan Documents !"Two Versions !!

Lamplighter Academic Plan draft August 22, 2012

3

B. Faculty

Mission-based goal: Recruit, develop and retain an excellent faculty Faculty excellence is the foundation that enables [ school ] to offer the premier early childhood and elementary education in the country. The achievement of faculty excellence requires not only the ability to identify, hire and retain the best teachers, but also the provision of carefully planned opportunities for professional development and growth.

1. Identify and hire talented and diverse faculty [ school ] will continue to identify and hire outstanding faculty that reflect the diversity within the [ school ] community. Partnerships with colleges and universities widely known for their instruction of pedagogy and preparation of aspiring teachers will enhance recruitment efforts. Respect for diverse experiences, backgrounds, ethnicities, talent and thought will guide recruitment efforts. [ school ] will maintain competitive salaries, offer leadership opportunities and other incentives to attract the most talented educators.

Action Measurable Result Begin Complete Cost Responsible

a. Increase diversity among the faculty and staff until it is representative of the student body

Diversity of new hires 12/12 6/13 ff $2,000

Asst Head

b. Create a SEED (Seeking Educational Equity & Diversity) program Monthly book club and special guests 6/14 8/14 ff $5,000 Head

c. ….

2. Develop faculty [ school ] will expand its commitment to professional development for all faculty. The school will continue to embrace informed innovation in teaching, including the use of new technologies. In developing current and new faculty, [ school ] will give special attention to school-wide initiatives. Faculty mentoring of teachers new to [ school ] will be reinvigorated. [ school ] will encourage and support participation in national, state and local conferences.


a. Implement faculty growth plan and evaluation process Annual goal-setting and evaluation 9/12 3/13 ff 0 Assist Head

b. Increase funding for professional development Funding increased by 10% annually 10/13 6/14 ff $45,000 Head

c. Establish a faculty innovation fund Fund established 10/15 6/16 $10,000 Head

3. Retain faculty [ school ] will be an irresistible place to teach and learn. The school will celebrate and reward the expertise and accomplishments of faculty. The school will expand ongoing opportunities for professional growth and development of faculty. Efforts to retain excellent faculty will focus on sharing of ideas, support for leadership experiences, recognition of exemplary teaching and encouragement to explore new teaching techniques and knowledge.


a. Identify and support new leadership candidates and hold conversations with faculty about leadership

A record of faculty who have led initiatives in the school

6/14 9/15 0 Head of School

b. Review job descriptions Annual update posted in HR 9/12 12/12 0 Dir of HR




!




!

Plan Documents !"Two Versions !!

Shelter Legal Services Strategic Plan 6 January 31, 2013

FUNDRAISING GOAL Achieve funding sufficient to support an expanding organization. [ ] has made great strides under the current co-directors in securing funding to stabilize the organization. Fundraising requires intensive ongoing effort, and even maintenance of the current level of operations will require additional staff to take on some of the responsibilities for fundraising, marketing, administration, and service delivery.

SHORT TERM OBJECTIVE (within 6 months)

MEDIUM TERM OBJECTIVE (6 to 18 months)

LONG TERM OBJECTIVE (beyond 18 months)

Secure reliable funding to support current staff and operations, and to move toward growth scenario.

Create a fundraising infrastructure to support further expansion.

Raise sufficient funds to move to expand staff further and to support veterans exclusively.

The most important near-term task for [ ] is assure sufficient funding to maintain the current [ ] position, add administrative support staff and a development director, and assure adequate office space.

Once the immediate needs for sustainability at current levels are met, [ ] will need to expand its fundraising capacity to achieve long tem sustainability at a level that will allow the staff to achieve the full potential of the organization.

With an infrastructure in place, [ ] will need to establish reliable funding streams to fuel further growth.

Action Measure When Who $ 1a Apply for additional grant funding for

operating support Three grant applications

submitted Mar ’13 ED 0

2a Identify charitable foundations of [ ] for multi-year operating support

List created Mar ‘13 ED 0

2b Find connections List created Mar ‘13 Fundraising Chair (FCC)

0

2c Schedule meetings Three meetings scheduled July ‘13 ED travel

2d Secure initial grant First grant received Jan ‘14 ED 0

3a Create a prospect list for annual and major giving

List created, starting with attorneys who are veterans

Feb ‘13 FCC & Board 0

3b Create an annual fund/major gifts structure Fundraising plan approved by the board

Feb / Mar ‘13

FCC, ED, consultant

consultant

3c Prepare trustees for fundraising All trustees have attended training sessions

Mar / Apr ‘13

FCC, consultant

consultant

3d Begin solicitations At least 1 meeting scheduled by/for each trustee.

April ‘13 FCC, board 0

3e Expand solicitations At least 3 solicitations by each trustee.

Sep ‘13 FCC, Dev Dir (DD), board

0

4a Make January & July 2013 events successful

Plan created with at least 3 sponsors & 3 guests from each trustee

Jan ’13 ff

Event committee (EC), ED

0

4b Evaluate and optimize events Improved results over previous event

Aug ‘13 EC, DD 0

5 Launch planned giving Solicitation begun Jan ‘15 DD 0




!




!

Growth Plan February 1, 2005

SYNTHESIS

P A R T N E R S H I P

Inspiring Inner PromiseThe Moses Brown School Strategic Plan:

Goals and Objectives

Plan produced by the Long-Range Strategic Planning Task ForceApproved by the Board of Overseers, April 2007

Letter from the Head of School and Chair of the Board of Overseers..............................................4

Letter from the Chair of the Long-Range Strategic Planning Task Force.............................................6

Long-Range Strategic Planning Task Force...................................................................................................7

Revisiting MB’s Mission Statement.................................................................................................................8

Mission, Philosophy, and Core Practices..........................................................................................8

A Promise for

Moses Brown’s Educational Program.............................................................................................10

Relationships........................................................................................................................................12

Enrollment............................................................................................................................................14

Facilities................................................................................................................................................16

Finance.................................................................................................................................................18

Development.......................................................................................................................................20

Moving Forward: the Ad Hoc Subcommittee on Strategic Planning....................................................22

Moses Brown School Board of Overseers, 2006–2008.........................................................................23

The Strategic Planning Process: Committee Members...........................................................................24

“Moses Brown does a wonderful job of encouraging students to take themselves seriously as thinkers, doers, individuals.”

— MB alumnus

A PROMISE FOR MOSES BROWN SCHOOL’S

!"#$%&'()%* +,(-,%.

OUR GOAL

Offer an educational program that serves our students’ bright, inquiring minds; nourishes their spirits; and realizes the school’s mission.

What must we do to get there?

OUR OBJECTIVES

1. Further develop and sustain a cohesive nursery through grade 12 program that prepares students for a global, digital world.

Our college-preparatory program should emphasize global studies supported by integrated technology. Global studies ensure our students’ multicultural fluency and the complexity of thinking necessary for our world. Integrated studies promote interdisciplinary projects and courses with formal cross-divisional collaborations. Further access to instructional technology through collaborative and connective tools in a mobile learning environment will enhance the curriculum.

2. Ensure the highest quality of instruction and promote the best teaching practices.

Expand faculty training in technology, enhance the mentoring system for new teachers, improve faculty evaluations for new and veteran teachers, and restructure sabbatical programs to

EDUCATIONAL PROGRAM PLANNING GROUP

Chair: Laurie Center, academic dean

Jeff D’EntremontJim EnglishKatharine Hazard FlynnJoanne P. HoffmanPaul LindenmaierJeff MaidmentJohanna NewmanDan Ohl Tony Pirruccello-McClellan Sandy RichterDan RochaJared Schott Sheri SweitzerGeorge TsakraklidesLenke Wood

10

“To further develop a culture of philanthropy at Moses Brown School, the tradition of giving should be established before graduation. MB has given me so much — I feel it is essential that all of us give back.”

— Ted Fischer, alumnus, parent, and board member

A PROMISE FOR !"#"$%&'"()

OUR GOAL

Ensure Moses Brown School’s ability to achieve its mission by increasing resources for the operating and capital budgets, as well as endowment.

Achieving Moses Brown’s mission is dependent on a financial balance that ensures the school’s ability to thrive in the present and reach for the future. As such, fundraising should be viewed as essential to financial sustainability, and the appropriate commitment must be made to achieve fundraising success.

What must we do to get there?

OUR OBJECTIVES

1. Inspire and foster a collective commitment to the stewardship of Moses Brown and all of its resources.

A commitment to stewardship — indeed, to an institutional culture of philanthropy — must be a priority. We will continue to develop the emotional commitment of our constituents through engagement, which will provide inspiration for giving.

DEVELOPMENTSUBCOMMITTEE

Chair: Ted Fischer

Russ Carpenter Stephanie Ogidan Preston

Administrative advisor:Lucy Frost Lewis, director of development & alumni/ae relations

20

Published Plans !5. Implement "Published Plans !




!




!

Action Plan !"!Goal 3:

Develop a framework for governance in accordance with principles of good practice Objective 2: Formalize board development practices

ACTION MEASURABLE RESULT

1 Establish and maintain a composite profile of trustees Annual report to board 2 Identify prospects with needed skills; recruit them for committees Annual report to board 3 Develop an effective board orientation process Documented process in trustee handbook 4 Devote time at board meetings to board education Agenda item for every meeting 5 Assure that all trustees partake of external learning opportunities Each trustee attends 1 session per year 6 Groom future leadership through committee work Annual report to board 7 Review committee structure for effectiveness Revised committee structure if needed

BEGIN COMPLETE RESOURCES REQUIRED RESPONSIBILITY

1 3/08 6/08; ongoing Time, thought Committee on Trustees 2 3/08 3/09; on-going Time, contacts All trustees / Committee on Trustees 3 6/08 4/09 Time, thought Committee on Trustees 4 9/08 On-going Time, thought Board Chair / Committee on Trustees 5 9/08 On-going Information about opportunities Board Chair / Head 6 1/09 On-going None Board Chair / Committee on Trustees 7 3/08 5/08 Time, thought Committee on Trustees




!




!

Ongoing renewal of action items

Monitoring and reporting: Actions and metrics

Repeat

Action items absorbed into job descriptions

Implementation !"!




!




!

Outputs, Outcomes & Metrics ! "!

Strategic Planning Part 3: Measuring, Tracking & Reporting May 15, 2013




!




!

Measuring, Tracking & Reporting !"! January 31, 2013: 41.7% of FY 2012 NOTES

Engagement and GovernanceEvent guests per board member (#) 138% 82% 1

New donors per board member (#) 76% 48% 2

Non-board members on committees (#) NEW 50%Non-board members fundraising (#) NEW 50%

FinanceBudget vs. Actual ($) 49% 48%Cash reserve at FYE ($) -28% 49% 3

Marketable Securities 425% 525%

FundraisingNew donors (#) N/A 87% 5

Donors renewing (%) N/A 53% 5

Notes Legend1 ABOVE GOAL2 ON TARGET3 LAGGING4 PROBLEM57

YTD % Growth

YTD % of FY Goal

STRONG GROWTH




!




!

Resources !"! Critical Issues

# 1 Why Plan? http://bit.ly/SyPci01 # 2 The Secret Life of Surveys http://bit.ly/SyPci02 # 5 The Structure of Planning http://bit.ly/SyPci05 # 7 On Mission http://bit.ly/SyPci07 # 8 The Measure of Success http://bit.ly/SyPci08 # 9 Brand Identity for Nonprofits? http://bit.ly/SyPci09 #11 Integrated Planning http://bit.ly/SyPci11 #12 Managing Change http://bit.ly/SyPci14 #15 Strategic Action http://bit.ly/SyPci15 #17 Fear & Loathing of Strategic Planning !http://bit.ly/SyPci17

Arguments Against Planning Blog post from prior webinar http://bit.ly/SyParguments Other Webinars on Strategic Planning Strategic Planning Part 1: Cultivation & Organizational Development http://bit.ly/SyP2013plan1 Strategic Planning Part 3: Measure / Track / Report May 15, 2013 schedule & registration links http://bit.ly/SyPwebinars

Complimentary consultation !"(by e-mail or phone appointment) [email protected]




!


Advising nonprofits in strategy, planning, & organizational development

Questions?!

!!!!!!!!!!683 Commonwealth Avenue"!Newton MA 02459!""617 969 1881 "[email protected]!

www.synthesispartnership.com "!© Copyright 2013 Synthesis Partnership!

All rights reserved.!Copies permitted only in entirety and with full attribution!

Sam Frank, Principal "Synthesis Partnership!


Find listings for our current season of webinars and register at:

NonprofitWebinars.com

effective strategic planning part 2: getting results

Business