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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. What’s possible when you do strategic planning that might not occur if you don’t?. Focus for this Session.
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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
What’s possible when you do strategic planning that might not occur if you don’t?
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
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
For-profit Nonprofit Accountability Bottom Line The Nonprofit Context: What Defines Success?
EXTERNAL FORCES • Opportunities • Threats MISSION & ORG. VIABILITY ($) • INTERNAL FORCES • Strengths • Weaknesses Strategic Alignment
Strategic Planning… Simple! Determining: • Who we are. • What we intend to accomplish. • How we will accomplish it. Future How Present
Process and Product • Strategic process • - 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
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?
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?
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 • Strive for divergent views • Strive for consensus • The more involvement up front the greater likelihood of implementation. THINK BIG
Implementation Tip… A Culture of Learning • 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? ____________
Wrap Up • Your questions and wisdom • Resources: See Free Management Library at www.mapfornonprofits.org Or contact me: chammes@mapfornonprofits.org