1. Strategic Planning Goals Build Commitment Challenge the organization Improve overall organizational performance Create opportunities for managers and board members to think strategically

2. Fastest growing sector Competition Public Perceptions Sector is still evolving Social Trends Challenges are increasing Supporting Customers Primary Customers Challenges Facing Non-Profits Regulations Political Technology Non-Profit Organizations

3. Strategic Planning for Non-Profits Five Basic Questions Strategic Planning for Non-Profits Five Basic Questions Why do we exist? Where are we now? Where are we going? How will we get there? How will we know? Mission/ Purpose SWOT/ PESTEL Vision/ Goals Strategy Map Scorecard Metrics

4. Clarifying your purpose helps you analyze your organization’s place in the larger community which nurtures and supports it and clarify your definition of the organization’s purpose. Your mission statement should have two elements and only two elements: 1.What are you going to do and 2.For whom That’s all. Save the poetry for another document – like the annual report of that big fund raising proposal ~Robert L. Lewis Mission Values Mission Why we exist Values What’s important to us Why do we exist?

5. Threats Weaknesses Strengths Opportunities Internal External Non- Profit Political - Elections - U S Legislation - Political Trends Economic - Unemployment - Inflation - Industry factors Social - Cultural change - Consumer attitudes - Demographics Technological - Innovations - Competition Environmental - Trends - Issues - Industry specific Legal - Federal laws and regulations - State laws and regulations - Local laws and regulations - Contracts Where are we now?

6. WHERE ARE WE GOING? WHERE ARE WE GOING? Direction Setting Mission Values Vision Goals Direction Setting Mission Values Vision Goals WHERE ARE WE NOW? WHERE ARE WE NOW? Situational Analysis Strengths Weaknesses Opportunities Threats PESTEL Analysis Political Economical Social Technological Environmental Legal Situational Analysis Strengths Weaknesses Opportunities Threats PESTEL Analysis Political Economical Social Technological Environmental Legal HOW DO WE GET THERE? HOW DO WE GET THERE? Building the Map Strategy Map Balanced Scorecard Building the Map Strategy Map Balanced Scorecard Tactical Planning Action Plans Leadership Deployment Tactical Planning Action Plans Leadership Deployment Vision/ Goals The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then create a plan for bridging the gap, or the Strategic Plan. VISION What we want to be in the future VISION What we want to be in the future Where are we going?

7. Financial Perspective Customer Perspective Internal Perspective Learning & Growth Perspective Cover Expenses Increase Revenues Attract Customers Retain Customers Operational Excellence Leadership Development & Staff Competences The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives How will we get there? How will we know?

8. 6 Commit to doing it Determine Participants, Time & Place Gather Information Commit the resources Develop & Implement Evaluate, Monitor & Refine

9. “Delivering on the promise of Nonprofits” – HBR Which results will we hold ourselves accountable for? How will we achieve them? What will results really cost, and how can we fund them? How do we build the organization we need to delivery results? Supplemental Reading “Philanthropy’s New Agenda: Creating Value” Business and philanthropy strategy means embracing the following principles: 1.The goal is superior performance in a chosen arena 2.Strategy depends on choosing a unique positioning 3.Strategy rests on unique activities 4.Every positioning requires trade-offs