Strategy + Planning to Ensure Your Chorus Will Thrive Welcome! Christie Hammes Director, Strategic Development MAP for Nonprofits A session for Chorus America’s Annual Conference partners = congregations, businesses, schools, residents, community groups, etc. Leadership as a Quality Act / © MAP for Nonprofits, 2010

What’s possible when you do strategic planning that might not occur if you don’t? Ch capture their answers on one FLIP marked “strategy” or “strategic thinking” and one marked “planning” Ch think anchors (to allow stability during chaos) and sails (to leverage the wind, adapt in nimble ways) Leadership as a Quality Act / © MAP for Nonprofits, 2010

Focus for this Session Possibilities and benefits of S + P The why, what, when, how, and who of strategy creation An approach to use or adapt Leadership as a Quality Act / © MAP for Nonprofits, 2010

The Times We’re in… Economic realities driving unpredictable change Doing more with less (money and time) Traditional funding sources dwindling Financial viability of individual organizations and institutions increasingly fragile We’ll start with strategy – with the importance of strategic thinking and acting Leadership as a Quality Act / © MAP for Nonprofits, 2010

The Nonprofit Context: What Defines Success? For-profit Nonprofit Accountability Bottom Line Illustrates the dual bottom line Leadership as a Quality Act / © MAP for Nonprofits, 2010

Clarity about Dual Bottom-Line

Strategic Alignment EXTERNAL FORCES Opportunities Threats MISSION & ORG. VIABILITY ($) EXTERNAL FORCES Opportunities Threats INTERNAL FORCES Strengths Weaknesses

Strategic Planning… Simple! Determining: Who we are. What we intend to accomplish. How we will accomplish it. Future Ok, we already know that just because we decide on and write down these things, they won’t necessarily happen. So let’s look at some key components to both the process and the product that tend to lead to success in BOTH people’s ability to think and act strategically AND arrive at shared agreement on a roadmap How Present Leadership as a Quality Act / © MAP for Nonprofits, 2010

Process and Product Strategic process Strategic planning product - Engages stakeholders; builds leaders - Clarifies bottom line - Generates innovation - Drives relevance Strategic planning product - Shared vision and roadmap - Umbrella for all other plans

Typical Components Vision = The ideal future if ArtsRUs could fulfill its utmost wish Mission = The business we are in; “What good do we do for whom?” Values = The beliefs or guiding principles we hold deeply as an organization Goals = The what of strategic change during the next 3 years Benchmarks = Evidence at end of 3 years that we’ve successfully accomplished goal Strategies = The how of the goals

Who’s Involved? Strategic Planning Team (SPT) Drive, champion process; lion’s share of work Communicate w/larger group Board and key staff (or volunteers) Do pre-work and participate in retreats Prepare to implement as appropriate Other stakeholders Participate in scan; possibly retreat

Various Traditional Approaches Critical Issues Approach Focus on priority issues; use answers to clarify vision Scenario Approach Choose from several “big pictures;” then build steps Goals Approach Set major goals; (staff) build operating plans for each Alignment Approach Get programs & resources in sync w/mission

Some Less Conventional Approaches Strategic Thinking and Acting (La Piana, etc.) Blue Ocean Strategy Jim Collins’ Good to Great and the Social Sectors Christie do Today’s Kickoff, Brown Bag, Outcomes Leadership as a Quality Act / © MAP for Nonprofits, 2010

The Good to Great Approach: Characteristics of Great Organizations “Hedgehog Concept” What are you deeply passionate about? What can you be best at in meeting community’s needs? What drives your resource engine?

What are you deeply passionate about? What are you best at in meeting The Good to Great Approach: Three Circles of Hedgehog Concept What are you deeply passionate about? What are you best at in meeting community needs? What drives your resource engine?

Hedgehog Concept in Action Page 4 in Guide Ask: “Fiduciary” mean? “Of, relating to, or involving confidence or trust.” Tell: See booklet in packet: “Fiduciary Resp’s of Dir’s of Charitable Org’s” Under Minn. law, directors of a nonprofit corp are responsible for the management of the business and affairs of the corp. Does not mean that directors are required to manage the day-to-day activities of a corporation, or to act in the role of Exec Dir or CEO. Does mean directors must appoint officers and assign responsibilities to them so that the officers can effectively carry out the daily tasks of running the corporation. Also means that directors must supervise and direct the officers and govern the charity's efforts in carrying out its mission. MN law imposes on directors fiduciary responsibilities of care, loyalty, obedience. Ask: “Care” mean? (Best interest of organization) Ask: “Loyalty” mean? (Allegiance to org mission above self interest) To avoid conflict: 1) Advise board of conflict; 2) Remove from decision making; 3) Ensure minutes reflect these two actions Ask: “Obedience” mean? (Follow org’s governing documents) E.g., Bylaws, state & federal statutes, IRS requirements Leadership as a Quality Act / © MAP for Nonprofits, 2010

A “Generic” Process-- 2 weeks to 6 months Plan to plan Clarify parameters Conduct environmental scan Envision the future Identify strategic issues Set Goals to address issues Formulate strategies, action steps Implement

Key Ingredients THINK BIG Strive for divergent views Strive for consensus The more involvement up front the greater likelihood of implementation.

A Culture of Learning Implementation Tip… Meeting agendas reflect priorities Foster robust, meaningful discussion Learning mentality – quick evaluation, for example… 1. The issues we covered today were important to our mission and strategic direction. Disagree 1 2 3 4 5 Agree Comments: _______ 2. What was the most valuable contribution we made to the organization's welfare today? ____________ Leadership as a Quality Act / © MAP for Nonprofits, 2010

Your Keys to Success? Kristin do Inside Your Time Slot, Inside Your Peer’s Time Slot Leadership as a Quality Act / © MAP for Nonprofits, 2010

Wrap Up Your questions and wisdom Resources: See Free Management Library at www.mapfornonprofits.org Or contact me: chammes@mapfornonprofits.org Readiness to plan? Up and running with basic infrastructure Annual goals Not in crisis Board and staff leaders committed to process and ready for change Leadership as a Quality Act / © MAP for Nonprofits, 2010