Theory of Change: Strategic Planning for Nonprofit Organizations

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THEORY OF CHANGE:
STRATEGIC PLANNING FOR NONPROFITS
Center for Nonprofit Excellence
Nonprofit Day 2015
Emily Davis, MNM, CGT
March 3, 2015

@CNEColorado
#NPDC2015
TURN ON YOUR TECH
@AskEmilyD
@CNEColorado
#NPDC2015

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#NPDC2015

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A LITTLE ABOUT YOU…
30 seconds or less
Name &
Title
1 Question
for Today
1 Nonprofit
Governance
Buzz Word

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How many of you are…
q Serving on 1 board committee?
q Serving on 2 or more board
committees?
q Currently serving on one board?
q Currently serving on 2 or more
boards?
q Have been through strategic
planning?
QUICK POLL

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WHY STRATEGIC PLANNING?

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Set
organizational
direction
Provide
oversight
Ensure
necessary
resources
BOARD ROLES & RESPONSIBILITIES

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Board
Leads
Shares values thru policies
that put mission in action
Hires, supports, assesses
ED
Opens funding resources in
community
Oversees financial due
diligence
Recruits & retains new
board members
ED Leads
Develops/ Proposes policy
questions
Hires, supervises,
motivates staff
Develops & implements
programs
Shared
Leadership
Strategic plan
Fundraising plan &
strategies
Evaluations
Prep board meetings
SHARED LEADERSHIP

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WHAT STINKS?

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Generative
Fiduciary
Governance
as
Leadership
Strategic
WHY
are
we

going
to
do
it?

HOW
are
we

going
to
do
it?

WHAT
are
we

going
to
do?

•  Confronting challenges in
traditions & values
•  What matters most to us?
•  What does this mean to us?
•  Meaning
•  Framing the right issue
•  Tangible
•  Operations
•  Legal
•  Results
•  Resources
•  Scanning your
external
environment
•  Comparative
advantage
•  Strategic plans
•  High performing board
deals with all 3
•  Great boards know the
differences and deals with
them.
•  Fundraising fits within all
three
•  Generative – what would
we do or not do for $$?

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WHAT IS A STRATEGIC PLANNING?

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WHAT IS THE PROCESS?
Discovery
Document
review
Organizational
assessment
Stakeholder
input
Situational
analysis
Retreat
Board education
Priorities
discussion
SWOT
Misc. activities
Strategic Plan
Plan narrative
Drafts revised
Implementation
dashboard
Appendices
Implementation
Plan highlights
Dashboard
Champions
Review quarterly,
reports
Update annually

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WHO CONDUCTS PLANNING?
Objective perspective
Time to commit and compile info
Serve as “bad guy”
Expert
Keeps focus on priorities
Costs $
Board/staff resistance

Less money
Understand org best
Can get bogged down in
details
More subjective
Time accountability

Self-
Facilitated
Consultant

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Identify budget: $5,000 - $7,5000
Timeline: 5 – 6 months
Outcomes
Request for proposal: Competitive process
References by similar orgs
ED and Governance Committee leads
HIRING A CONSULTANT

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PLAN ELEMENTS
Introduction
• Process steps
• Strategic plan
purposes
Situational
Analysis
• Lifecycle stage
• Opportunities for
consideration
• SWOT
• Visioning
Strategies,
Goals,
Objectives
• Resources
Implementation
• Accountability
• Next steps
• Sample docs

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STRATEGY VS. GOALS VS.
OBJECTIVES

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GOALS & OBJECTIVES

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Strategic
Priorities
• Broad, functional business area that will be addressed, changed or modified
• Board and ED provide oversight
Goals
• More specific benchmarks that define strategic priority. Goals speak to a
qualitative shift in the organization.
• Board and ED provide oversight
Objectives
• Building blocks to achieve the goals, often quantitative
• ED, staff, and committees begin to operationlize
Tactics (aka
Activities)
• Specific actions, events, or organizational shifts that assist in meeting
goals, objectives, and strategic priorities.
• ED, committees, and staff get into the details for implementation
Work Plans
• Action plans around necessary tactics connected to milestones and
deadlines to meet learger objectives, goals, and strategic priorities
• ED, staff, committees

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IMPLEMENTATION

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DASHBOARD*

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REMEMBER

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#NPDC2015
Emily Davis, MNM
Emily Davis Consulting
(720) 515-0581
emily@emilydavisconsulting.com
emilydavisconsulting.com

Theory of Change: Strategic Planning for Nonprofit Organizations

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