1 / 22

Nonprofit Management Certificate Course

Nonprofit Management Certificate Course. Organizational Assessment & Planning: Day 2: Morning Karen A. Curtis, Ph.D. Strategic Planning and Operational Planning. Strategic High uncertainty Future-oriented Top Down Outside In Big Picture Qualitative Entire Organization, Function or Site.

winona
Download Presentation

Nonprofit Management Certificate Course

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Nonprofit Management Certificate Course Organizational Assessment & Planning: Day 2: Morning Karen A. Curtis, Ph.D.

  2. Strategic Planning and Operational Planning • Strategic • High uncertainty • Future-oriented • Top Down • Outside In • Big Picture • Qualitative • Entire Organization, Function or Site • Operational • Low uncertainty • Present-oriented • Bottom Up • Inside Out • Detailed • Quantitative • Department, Team or Individual

  3. From SWOT to Strategic or Priority Issues • When performed correctly, SWOT analysis helps identify choices facing the nonprofit, providing a problem-structuring tool to help ask the right questions about mission, programs and interaction with the environment • When performed poorly, SWOT can be a superficial list generating exercise that produces 4 unconnected lists

  4. Common Problems in SWOT Analysis (Kevin Kearns, 1992) • “Missing Link” problem – Neglect of inter-relationship between SW and OT • “Blue Sky” problem – Unrealistic view of Strengths & Opportunities • “Silver Lining” problem – Under estimation of external Threats • “All Things to All People” problem – Overcome Weaknesses at expense of core Strengths

  5. “Putting the Cart Before the Horse” Problem • Decision makers develop strategies and action plans before they have sufficiently clarified the choices facing the agency • Source: Kearns (1992) “ From Comparative Advantage to Damage Control: Clarifying Strategic Issues Using SWOT Analysis” (see Website links) • Bryson – “An answer without an issue is not an answer.”

  6. Classifying Strategic Issues Using SWOT Analysis: Mapping Interactions Adapted from: Bryson, 1988 and Kearns, 1992.

  7. Classifying Strategic Issues Using SWOT Analysis: Issue Classification Source: Kearns, 1992: 13.

  8. Critical SWOT Questions • How can the organization leverage its strengths to achieve or enhance its comparative advantage, thereby capitalizing on a perceived opportunity? • How can the organization mobilize its strengths to avert a perceived threat or even transform that threat into an opportunity?

  9. More Critical SWOT Questions • Should the organization invest scarce resources in weak programs to become more competitive vis-à-vis a perceived opportunity? • In light of its vulnerable position, how can the organization control or at least minimize the damage that may be inflicted by impending threats?

  10. Classifying Strategic Issues Using SWOT Analysis: Issue Classification Source: Kearns, 1992: 17.

  11. Identifying Strategic or Priority Issues • Strategic issues have long term implications & consequences • Can be resolved in multiple and sometimes competing ways (i.e., no one answer) • Affect organizations in their entirety • Involve major financial risks and opportunities

  12. Identifying Strategic or Priority Issues, 2 • Involve some or all of the following: new revenues, new programs, new resources, new facilities • Are central to the organization’s mission • Are within the organization’s control and have consequences if not addressed • Strategic issues are often “dynamite”

  13. Identifying Strategic or Priority Issues, 3 • Strategic issues may require additional research in order to clarify the choices • There may be competing agencies addressing the same issue. • Strategic issues should be phrased as questions (to which there is more than one answer). If there is only one answer, it is a priority issue. (Worksheets 23, 24-25 – see Website links)

  14. Strategic Issue Examples • 1. What can we do, through the re-development of the Board of Directors, to ensure that the agency establishes itself in the community with local and state leaders, and with current and potential funders as a “go to” organization? • 2. What can we do to broaden the reach of the agency in order to improve referrals for services we are already contracted to provide? • 3. What can we do to establish a competitive edge in a funding environment that has become saturated with other agencies providing similar services? • 4. What can we do to more rapidly address our technology needs in the areas of telecommunications and data management?

  15. Strategic Issue Examples, 2 • 1. How can we develop partnerships with the community, particularly the XXX community, to meet the adoptive needs of children and families? • 2. How can we add new services and respond to the growth opportunities in current services that involve financial risk? • 3. How can we attract talented, experienced staff, committed to our mission, who will increase our racial diversity to more closely match the composition of our service recipients?

  16. Strategic Issue Examples, 3 • 1. What should be our service area? How will it impact our organization if we go statewide? • 2. What is or should be the role of individual membership? Should membership be required in order to receive services or to participate in programs? • 3. What groups of xxxx are we not serving? Are these groups being served by other organizations with similar mission, & programs?

  17. Strategic Issue Examples, 4 • 4. How are we seen in the community? What should our brand image be? • 5. How can we reduce turnover and promote longevity among staff? • 6. How should we respond to the changing technological environment to ensure efficiency and effectiveness?

  18. Strategic Issue Examples, 5 • 1. What design and structural improvements need to be made to our facility to best serve the needs of its mission? • 2. How can our organization continue to deliver the highest quality and level of services? • 3. In what way should the mission of our organization be broadened to serve other groups?

  19. Strategic Issue Examples, 6 • 4. How can we expand our funding from current sources and diversify to new revenue sources? • 5. In what ways can developments in technology help broaden and strengthen our services and mission? • 6. How can we better define the respective roles of staff and board to enhance the effectiveness of the organization?

  20. Selecting a Strategy (Worksheet 26, see Website links) • Is it realistic? • Is it clear? • Is it reasonable? • Is it consistent with mission and mandates? • Can we identify a path forward? • Are we ready to commit?

  21. Making It Relevant • On-going means of accountability at board and staff level • Align staff roles with planning goals and objectives • Refer to regularly • Review formally on an annual basis

  22. Moving to Action Planning • START • Staffing • Timetable • Authority and Accountability • Resources • Tracking

More Related