Effective Strategic Planning Part 2: Getting Results

Effective Strategic Planning Part 2:
Plan Development
Sam Frank
Synthesis Partnership

April 10, 2013

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•  Planning! (617) 969-1881!
•  Organizational Development! info@synthesispartnership.com!
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Strategic Planning for Nonproﬁts
part 2: Plan Development

Sam Frank
Synthesis Partnership

Strategic Planning Part 2: Plan Development !
© Copyright 2013 Synthesis Partnership
Wednesday Webinar: April 10, 2013!
SYNTHESIS
All rights reserved.
© 2013 Synthesis Partnership. All rights reserved
Copies permitted only with full attribution
PA R T N E R S H I P
!

Take-aways"

•  A process for planning

•  Tools for strategic thinking

•  A framework for the plan

•  What an effective plan looks like

•  How to share the plan

SYNTHESIS
© 2013 Synthesis Partnership. All rights reserved PA R T N E R S H I P
!

Why Plan?"

What do you hope to get out of strategic planning?

SYNTHESIS
!

Why Plan?"

What concerns you most
about the prospect of strategic planning?

SYNTHESIS
!

Why Plan?"

Aspiration
Circumstance
Operations
Wisdom
Cultivation
Organizational Development

SYNTHESIS
!

Strategic Planning Process !"

Prepare

Assess
Engage

Plan
Implement

SYNTHESIS
!

The Challenge !"
Qualitative Quantitative
Intangible Tangible
Vision Mission
a world in which every to inspire Market share
child attains the right to breakthroughs in the
survival, protection, way the world treats People served
development and children, and to achieve Admissions
participation! immediate and lasting
change in their lives! Website visits
One day all artisans in Ten Thousand Villages Donations
developing countries provides vital, fair
Press mentions
will earn a fair wage, be income to Third World
treated with dignity and artisans.! Financial KPIs
respect and be able to (key performance indicators)
live a life of quality.!
Demolitions stopped

SYNTHESIS
!

Integrated Planning"
!

INTEGRATED PLANNING
SYNTHESIS
!

Approaches to Planning "

MISSION

RESOURCES

SYNTHESIS
!


MISSION

STRATEGIC PLANNING
GOALS
OPERATIONS

RESOURCES
OBJECTIVES
THEORY OF CHANGE

ACTIVITIES
OUTCOMES

LOGIC MODEL

OUTPUTS
BUSINESS PLANNING
PROGRAM PLANNING

SYNTHESIS
!


MISSION

STRATEGIC PLANNING
GOALS
OPERATIONS

RESOURCES
OBJECTIVES

ACTIVITIES
OUTCOMES

OUTPUTS

PROGRAM PLANNING

SYNTHESIS
!

Plan Development !Structure"
!
Mission
Mission-Based Goals
Supporting Objectives
Measurable Actions
•  Clear, specific action
•  Measurable result
•  Timeline (start and completion dates)
•  Resources required
•  Responsibility

SYNTHESIS
!

!
FriendshipWorks: Reduce social
Mission isolation, enhance the quality of life,
and preserve the dignity of elders
Mission-Based Goals and adults with disabilities in the
greater Boston area. !
Centerpoint Institute for Life &
Measurable Actions Career Renewal: offers lifelong tools
•  Clear, specific action to navigate uncertainty, build
•  Measurable result meaningful careers, and design
•  Timeline (start and completion dates) courageous lives. !
Literacy Advance of Houston:!
Transforming lives and communities
through the doorway of literacy. !

SYNTHESIS
!

!
[Advocacy]
Mission Influence public policy in support
of mission
Mission-Based Goals
[Membership]
Supporting Objectives Strengthen ties & the sense of
community among all members.
Measurable Actions
[Programs]
Offer access to resources for
•  Measurable result
young adults with cancer, their
•  Timeline (start and completion dates) families, and their care providers.

SYNTHESIS
!

!
Mission
[Advocacy]
Mission-Based Goals Influence public policy in support of mission

Supporting Objectives Foster strategic relationships with
decision-makers.
Measurable Actions
•  Clear, specific action Develop partnerships with
•  Measurable result congruent organizations.

SYNTHESIS
!

!
Mission
[Membership]
Mission-Based Goals Strengthen ties & the sense of community
among all members.
Develop programs that appeal to
Measurable Actions every segment of the community.
•  Measurable result Engage new members through as
many means as possible.
•  Resources required Cultivate all younger members as
•  Responsibility potential leaders.

SYNTHESIS
!

!
Mission
[Advocacy]
Foster strategic relationships with decision-
Supporting Objectives makers.

Measurable Actions
•  Clear, specific action Create contact list of decision-makers!
•  Measurable result Master list completed
•  Timeline (start & complete dates) April 2013
•  Resources required $ 0
•  Responsibility Director of Government Relations

SYNTHESIS
!

!
Mission
[Advocacy]
Foster strategic relationships with decision-
Supporting Objectives makers.

Measurable Actions
•  Clear, specific action Speak with each decision-maker once/mo.!
•  Measurable result Monthly contacts made
•  Timeline (start & complete dates) May 2013 ff
•  Resources required $ 0
•  Responsibility Director of Government Relations

SYNTHESIS
!

!
Mission
[Programs]
Mission-Based Goals Offer unrivaled quality of programs and services.
Recruit, develop and retain an excellent staff.
Measurable Actions
•  Clear, specific action Increase professional development funding
•  Measurable result Increase funding by 10% / year
•  Timeline (start & complete dates) Begin with FY 2013; ongoing for 5 years
•  Resources required $ 65,000
•  Responsibility CEO

SYNTHESIS
!

!
Mission
End isolation & improve quality of life for young adults affected by cancer.

Mission-Based Goals
Program: Access
Offer access to resources for young adults with cancer, their families, and their care providers
Program: Connections
Create opportunities for young adults with cancer to make meaningful connections to each other.
Program: Quality of Life
Have an impact on the quality of life of young adults with cancer
Fundraising
Develop a sustainable funding stream from foundations, individuals and corporate sponsors
Marketing
Make i[2]y a visible resource to all diagnosed young adults, survivors, their families and care
providers
Governance
Shape the board and its activities to support sustainably the mission of i[2]y
Finance / Operations
SYNTHESIS
!

!
Mission: !
End isolation and improve quality of life for
young adults affected by cancer

Mission-Based Goal: !
Offer access to resources for young adults with
cancer, their families, and their care givers

Supporting Objective 1"
Upgrade the website to state of the art

Supporting Objective 2"
Develop a robust presence in cancer treatment centers

SYNTHESIS
!

Plan Documents !" L

Two Versions
B. Faculty !!
Mission-based goal:
Recruit, develop and retain an excellent faculty
Faculty excellence is the foundation that enables [ school ] to offer the premier early childhood and elementary education in the country. The a
requires not only the ability to identify, hire and retain the best teachers, but also the provision of carefully planned opportunities for professional
1. Identify and hire talented and diverse faculty
[ school ] will continue to identify and hire outstanding faculty that reflect the diversity within the [ school ] community. P
and universities widely known for their instruction of pedagogy and preparation of aspiring teachers will enhance recruitment eff
experiences, backgrounds, ethnicities, talent and thought will guide recruitment efforts. [ school ] will maintain competitive s
opportunities and other incentives to attract the most talented educators.
Action Measurable Result Begin Complete
a. Increase diversity among the faculty and staff until it is Diversity of new hires 12/12 6/13 ff
representative of the student body
b. Create a SEED (Seeking Educational Equity & Diversity) program Monthly book club and special guests 6/14 8/14 ff
c. ….

2. Develop faculty
[ school ] will expand its commitment to professional development for all faculty. The school will continue to embrace inform
including the use of new technologies. In developing current and new faculty, [ school ] will give special attention to school-w
mentoring of teachers new to [ school ] will be reinvigorated. [ school ] will encourage and support participation in natio
conferences.
Action Measurable Result Begin Complete C
a. Implement faculty growth plan and evaluation process Annual goal-setting and evaluation 9/12 3/13 ff
b. Increase funding for professional development Funding increased by 10% annually 10/13 6/14 ff
c. Establish a faculty innovation fund Fund established 10/15 6/16
SYNTHESIS
3. Retain faculty
! [ school ] will be an irresistible place to teach and learn. The school will celebrate and reward the expertise and accomplishm

Plan Documents !"
Two Versions !!
FUNDRAISING GOAL
Achieve funding sufficient to support an expanding organization.
[ ] has made great strides under the current co-directors in securing funding to stabilize the organization. Fundraising requires intensive ongoing
effort, and even maintenance of the current level of operations will require additional staff to take on some of the responsibilities for fundraising,
marketing, administration, and service delivery.
SHORT TERM OBJECTIVE MEDIUM TERM OBJECTIVE LONG TERM OBJECTIVE
(within 6 months) (6 to 18 months) (beyond 18 months)
Secure reliable funding to Create a fundraising Raise sufficient funds to move
support current staff and infrastructure to support to expand staff further and to
operations, and to move further expansion. support veterans exclusively.
toward growth scenario.
The most important near-term task for [ ] Once the immediate needs for sustainability With an infrastructure in place, [ ] will
is assure sufficient funding to maintain the at current levels are met, [ ] will need to need to establish reliable funding streams to
current [ ] position, add administrative expand its fundraising capacity to achieve fuel further growth.
support staff and a development director, long tem sustainability at a level that will
and assure adequate office space. allow the staff to achieve the full potential of
the organization.
Action Measure When Wh
1a Apply for additional grant funding for Three grant applications Mar ’13 ED
operating support submitted
2a Identify charitable foundations of [ ] for List created Mar ‘13 ED
multi-year operating support
2b Find connections List created Mar ‘13 Fundrai
Chair (F
2c Schedule meetings Three meetings scheduled July ‘13 ED
2d Secure initial grant First grant received Jan ‘14 ED
3a Create a prospect list for annual and major List created, starting with Feb ‘13 FCC &
giving attorneys who are
veterans
3b Create an annual fund/major gifts structure Fundraising plan Feb / FCC, E
approved by the board Mar ‘13 consulta
SYNTHESIS
All trustees have attended Mar /
3c Prepare trustees for fundraising FCC,
training sessions Apr ‘13 consulta
Wednesday Webinar: April 10, 2013! At least 1 meeting April ‘13 FCC, bo
3d Begin solicitations
© 2013 Synthesis Partnership. All rights reserved scheduled by/for each N E R S H I
PA R T P
trustee.
!

Published Plans !5. Implement"
Published Plans !

Growth Plan
February 1, 2005

SYNTHESIS
P A R T N E R S H I P

Inspiring Inner Promise
The Moses Brown School Strategic Plan:
“Moses Brown does a A PROMISE FOR MOSES BROWN SCHOOL’S
Goals and Objectives wonderful job of
educational program develop a
encouraging students to
Plan produced by the Long-Range Strategic Planning Task Force take themselves seriously
“To further A PROMISE FOR development
culture of philanthropy at
Approved by the Board of Overseers, April 2007
as thinkers, doers, OUR GOAL Moses Brown School, the
individuals.” OUR GOAL
tradition of giving should
Offer an educational program that serves our students’ bright,
inquiring minds; nourishes their spirits; and realizes established before
be the school’s Ensure Moses Brown School’s ability to achieve its mission by
— MB alumnus mission. graduation. MB has given increasing resources for the operating and capital budgets, as well as
Letter from the Head of School and Chair of the Board of Overseers..............................................4 me so much — I feel it endowment.
Letter from the Chair of the Long-Range Strategic Planning Task Force.............................................6 What must we do to get there?
is essential that all of us
EDUCATIONAL Achieving Moses Brown’s mission is dependent on a financial balance
Long-Range Strategic Planning Task Force...................................................................................................7 OUR OBJECTIVES give back.” that ensures the school’s ability to thrive in the present and reach
PROGRAM PLANNING
Revisiting MB’s Mission Statement.................................................................................................................8
GROUP for the future. As such, fundraising should be viewed as essential to
1. Further develop and sustain a cohesive nursery through financial sustainability, and the appropriate commitment must be made
Mission, Philosophy, and Core Practices..........................................................................................8 — Ted Fischer, alumnus,
Chair: Laurie Center, grade 12 program that prepares students for a global, to achieve fundraising success.
A Promise for digital world. parent, and board member
academic dean
What must we do to get there?
Moses Brown’s Educational Program.............................................................................................10
Jeff D’Entremont Our college-preparatory program should emphasize global
Relationships........................................................................................................................................12 studies supported by integrated technology. Global studies OUR OBJECTIVES
Jim English
Enrollment............................................................................................................................................14
Katharine Hazard Flynn ensure our students’ multicultural fluency and the
Joanne P. Hoffman complexity of thinking necessary for our world. Integrated 1. Inspire and foster a collective commitment to the stewardship of
Facilities................................................................................................................................................16 studies promote interdisciplinary projects and courses with Moses Brown and all of its resources.
Paul Lindenmaier
Finance.................................................................................................................................................18
Jeff Maidment formal cross-divisional collaborations. Further access to
DEVELOPMENT
instructional technology through collaborative and connective A commitment to stewardship — indeed, to an institutional
Johanna Newman
Development.......................................................................................................................................20
Dan Ohl tools in a mobile learning environment willSUBCOMMITTEE
enhance the culture of philanthropy — must be a priority. We will continue
Moving Forward: the Ad Hoc Subcommittee on Strategic Planning....................................................22 Tony Pirruccello-McClellan curriculum. to develop the emotional commitment of our constituents
Chair: Ted Fischer through engagement, which will provide inspiration for giving.
Moses Brown School Board of Overseers, 2006–2008.........................................................................23 Sandy Richter
Dan Rocha 2. Ensure the highest quality of instruction and promote the best
The Strategic Planning Process: Committee Members...........................................................................24 teaching practices. Russ Carpenter
Jared Schott
Stephanie Ogidan Preston
Sheri Sweitzer
George Tsakraklides Expand faculty training in technology, enhance the mentoring
Lenke Wood system for new teachers, improve faculty evaluations foradvisor:
Administrative new
Lucy Frost Lewis,
and veteran teachers, and restructure sabbatical programs to
10 director of development &
alumni/ae relations

20

SYNTHESIS
!

Action Plan !"
!
Goal 3:
Develop a framework for governance in accordance with principles of good practice
Objective 2: Formalize board development practices
ACTION MEASURABLE RESULT
1 Establish and maintain a composite profile of trustees Annual report to board
2 Identify prospects with needed skills; recruit them for committees Annual report to board
3 Develop an effective board orientation process Documented process in trustee handbook
4 Devote time at board meetings to board education Agenda item for every meeting
5 Assure that all trustees partake of external learning opportunities Each trustee attends 1 session per year
6 Groom future leadership through committee work Annual report to board
7 Review committee structure for effectiveness Revised committee structure if needed
BEGIN COMPLETE RESOURCES REQUIRED RESPONSIBILITY
1 3/08 6/08; ongoing Time, thought Committee on Trustees
2 3/08 3/09; on-going Time, contacts All trustees / Committee on Trustees
3 6/08 4/09 Time, thought Committee on Trustees
4 9/08 On-going Time, thought Board Chair / Committee on Trustees
5 9/08 On-going Information about opportunities Board Chair / Head
6 1/09 On-going None Board Chair / Committee on Trustees
7 3/08 5/08 Time, thought Committee on Trustees

SYNTHESIS
!

Implementation !"
!
Action items absorbed into job descriptions
Ongoing renewal of action items
Monitoring and reporting: Actions and metrics
Repeat

SYNTHESIS
!

Outputs, Outcomes & Metrics !"
!

Strategic Planning Part 3:
Measuring, Tracking & Reporting
May 15, 2013

SYNTHESIS
!

Measuring, Tracking & Reporting !"
!
YTD % YTD % of
January 31, 2013: 41.7% of FY 2012 Growth FY Goal NOTES

Engagement and Governance
Event guests per board member (#) 138% 82% 1

New donors per board member (#) 76% 48% 2

Non-board members on committees (#) NEW 50%
Non-board members fundraising (#) NEW 50%

Finance
Budget vs. Actual ($) 49% 48%
Cash reserve at FYE ($) -28% 49% 3

Marketable Securities 425% 525%

Fundraising
New donors (#) N/A 87% 5

Donors renewing (%) N/A 53% 5

Notes Legend
1 STRONG ABOVE GOAL
2 GROWTH ON TARGET
3 LAGGING
4 PROBLEM
5
7

SYNTHESIS
!

Resources !"
! Critical Issues
#1 Why Plan? http://bit.ly/SyPci01
#2 The Secret Life of Surveys http://bit.ly/SyPci02
#5 The Structure of Planning http://bit.ly/SyPci05
#7 On Mission http://bit.ly/SyPci07
#8 The Measure of Success http://bit.ly/SyPci08
#9 Brand Identity for Nonprofits? http://bit.ly/SyPci09
#11 Integrated Planning http://bit.ly/SyPci11
#12 Managing Change http://bit.ly/SyPci14
#15 Strategic Action http://bit.ly/SyPci15
#17 Fear & Loathing of Strategic Planning !http://bit.ly/SyPci17

Arguments Against Planning
Blog post from prior webinar
http://bit.ly/SyParguments
Other Webinars on Strategic Planning
Strategic Planning Part 1: Cultivation & Organizational Development
http://bit.ly/SyP2013plan1
Strategic Planning Part 3: Measure / Track / Report
May 15, 2013
schedule & registration links
http://bit.ly/SyPwebinars
Complimentary consultation !"
(by e-mail or phone appointment)
sbf@synthesispartnership.com

SYNTHESIS
!

Questions?!

SYNTHESIS
P A R T N E R S H I P

Advising nonprofits in
strategy, planning, & organizational development

Sam Frank, Principal"
Synthesis Partnership!
!!!!!!!!!!683 Commonwealth Avenue"
!Newton MA 02459!""617 969 1881"
!sbf@synthesispartnership.com!
www.synthesispartnership.com"
© Copyright 2013 Synthesis Partnership! !
All rights reserved.!
Wednesday permitted April in entirety and with full attribution!
SYNTHESIS
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!

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