Chart Your Strategic Course

Measure outcomes Consider long-term viability Evaluate Mission Effectiveness Ensure adequate resources Assure long-term sustainability Ensure Financial Viability Fiduciary Responsibility

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AND YOU ARE COMPLICATED 4 BOARD MEMBERS HAVE LIVES

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"I always skate to where I think the puck is going to be.“ - Wayne Gretsky

MissionValuesVisionStrategic Plan Organizational Objectives Service Imperatives

 Operations – beginning organization  Functionality  What is not working – how do we fix it  Organizational  What do we need to grow  Are our systems working  Visionary  How do we move the needle  How do we scale  How do we affect transformational change

 Alignment with Core Mission  Excellence in Execution  Scale/Volume  Depth  Filling an Important Gap  Community Building  Leverage

Congruent with an organization’s mission, while also contributing to the impact of the organization.

How is the program executed, which can be evaluated through program evaluation data, feedback from clients, direct observations, staff performance evaluations, staff turnover.

Client utilization and number of services completed.

Level of impact on people involved, which can be measured through program evaluation data and logic models.

Filling a gap that is really important, which can be evaluated through reviewing competitors or asking constituents where else they obtain/could obtain that service.

How the program helps build community around the organization, which can be evaluated through interview with community leaders, reviews of donor histories, and client surveys.

The degree to which a program or business line increases the impact of other programs.

Questions you should ask 1) What can you grow? 2) What should you reduce or eliminate? 3) Where are you at risk? 4) How do you mitigate risk? 5) Where can you collaborate? 6) Can your fundraising offset programs that are not funded? 7) What is the impact of reducing a program in terms of administrative allocation? HOW CAN YOU MOVE THE MATRIX?

Trouble Ahead …… How do you plan for contingencies?

 Forecasting: Predicting the future based on extrapolating from the present  Scenario Planning: Series of “What If” exercises  Strategic Planning exercises to test the viability of alternative strategies  Evaluate risks and potential upside to new strategies  Plan if you lose major source of revenue – what programs can be impacted and still maintain mission  Plan if you receive an unexpected significant contribution Crisis Management – worst case scenario – “Plan B”

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 Exercises:  What if Program 1 revenue was $850,000 with $950,000 in expenses  What if program 2 doubled its size and saw twice as many people ▪ Mission impact would be higher ▪ Cost would be 1/3 higher ▪ Revenue would be 70% higher

 You have identified the X factor and it has happened. What does it look like and what are your options?  Your major funding source has pulled the plug  The volume has dropped 70% on Program 1 – moving it close to the line relative to mission

 Mission is critical – understand and review the impact you want to have  Finances can shift  Forecast  Plan by scenario’s  Manage crisis well  Plan for the future  Align collaborations well

Go Forth, Act Decent, Call Your Mother From Time to Time Simcha Fisher

Danosky & Associates helps non-profit organizations build the capacity to move their strategic vision forward with a solid foundation and an army of support behind them Engaging philanthropy … empowering your cause All rights Danosky & Associates Friend Me! Follow Me! Connect with Me!