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Jeanne Allen [email protected] 1 Working your Strategic Plan : Implementing and Monitoring Your Plan Jeanne Allen Jeanne AllenTrainer, Facilitator, Speaker Jeanne@ jeanneallenconsulting.com @jeanneallennc “the nonprofit Queen” Strengthen Decisions Results Adjustments 1 2 3 4

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Page 1: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

1

Working your Strategic Plan : Implementing and Monitoring Your Plan

Jeanne Allen

Jeanne Allen‐ Trainer, Facilitator, Speaker 

[email protected]

@jeanneallennc

“the nonprofit Queen”

Strengthen

Decisions

Results

Adjustments

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3 4

Page 2: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

2

Planning Process

1.

Prepare

2.

Position

3.

Produce

4.

Perform

5. 

Prove

Prepare

1.Define

2.Roles

3.Timeline

Position1. Stakeholder analysis

2. SWOT

3. Program    inventory

4. Financials

Produce1.Mission statement

2.Vision statement

3.Priorities

Perform

1.Implemen‐tation plan 

2.Schedule

3.Account‐ability

Prove1. Dashboard

2. Schedule

3. Leadership

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Page 3: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

3

Planning Process

1.

Prepare

2.

Position

3.

Produce

4.

Perform

5. 

Prove 3. APPROVEgoals/ 

objective

2. OWNPlanning process

1. Set STRATEGICdirection

4. MONITORexecution

Board Roles

3. Evaluate  

2. Create operation  

plan

1. Prepare board & staff

4. Regular   reports to board

Key Questions. . .

What does 

the community want? 

What do we believe? 

Where do we want to go & how do we get there?

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Page 4: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

4

Mission:To end hunger through community partnerships.

Values: Guiding our work every day• We are all in in this together• We deliver.• We innovate.• We lead with our hearts.• We believe our differences make us stronger.

Mission:improve the welfare of dogs living continuously chained outdoors by providingfree spay/neuter, vaccinations, and fences, while bolstering connections between these dogs and their human companions through non‐judgmental assistance and sharing of information designed to raise general community expectations regarding the standards of care for pets living there.

Mission:improve the welfare of dogs

living in under‐served communitiesas well as dogs continuously chained outdoors

Animals are a reminder that we are all more alike than we are different and provide a unique opportunity to connect with and understand each other. If you care about animals, you must also care about people and the impact poverty and prejudice has on both.

https://beyondfences.org/

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Page 5: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Beyond Fences knows what pets mean to all people and we don’t want a system that only cares about & serves those wealthy & privileged. Support our effort to increase access to pet wellness resources for everyone in our community.

What it is and what it isn’t

Business Plan

Long Range•

Operating Plan

Strategic Plan

Planning Process

1.

Prepare

2.

Position

3.

Produce

4.

Perform

5. 

Prove

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Page 6: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

6

Set goals

Develop action plans

Create buy in

Measure results

Make changes

“ It’s important to provide a consistent & positive message about why the new strategy is

the best course of action.”

Advice from nonprofit leaders

Annual Plans

Planning Terminology

Year 1 2‐3 3‐5 “Forever”

Objectives

Strategies

Goals

Mission

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Page 7: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Goal: 

Action Respon‐

sibility

Deadline Resources 

To 

Complete

Potential Challenge

Result

Goal:  Provide high quality programs of comfort & 

support for seriously ill children and their families

Action Respon‐

sibility

Deadline Resources 

To 

Complete

Potential Challenge

Result

Strategic Plan 2017-2020GOALS

1.Provide high quality programs of comfort & support for seriously ill children and their families

2.Develop a leadership culture that yields a highly effective governing board.

3.To be a charity of choice.

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Page 8: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Strategic Plan 2017-2020

GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives1.Provide exceptional NP NAME programs and

facilities2.Provide a volunteer experience that inspires long-

term opportunities.3.Ensure long-term financial resources required to

carry out our mission.4.Diligently assess the need for expanded/new

programs/facilities or services.

Strategic Plan 2017-2020

GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives

2. Provide a volunteer experience that inspires long-term opportunities.

Strategic Plan 2017-2020GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives2. Provide a volunteer experience that inspires long-term

opportunities.

Strategic Plan 2017-2020GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives2. Provide a volunteer experience that inspires long-term

opportunities.

1. Develop & implement a stewardship roadmap for old & returning volunteers. Create a process for ID / soliciting major gifts.

Vol Srvc/ Dev Tm

Q1-Q3

2. Develop a strategy to collect feedback from/ & track Vol groups

Vol Mgr Q1-2

3. Clearly and compassionately communicate expectations for vol service

Vol Mgr,Prg Mgr

Ongoing

4. Recognize vols in monthly newsletter spotlight. Dev Dir/ Vol mgr

Monthly

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Page 9: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Strategic Plan 2017-2020

GOALS

1.Provide high quality programs of comfort & support for seriously ill children and their families

2.Develop a leadership culture that yields a highly effective governing board.

3.To be a charity of choice.

Strategic Plan 2017-2020GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives

3. Ensure long-term financial resources required to carry out our mission.

Strategic Plan 2017-2020GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives3. Ensure long-term financial resources required to carry out

our mission.

1. Reinstitute the Investment Committee to provide guidance and oversight.

Dir, Fin Q2

2. Expand promotion of NPO planned giving program

Sr Dev Dir,Com Q3

3. Develop a cash mgt analysis to better understand cash flow

Sr Dev Dir, Com

Q1-Q2

Strategic Plan 2017-2020

GOAL 1: Provide high quality programs of comfort & support for seriously ill children and their familiesObjectives1.Provide exceptional NP NAME programs and

facilities2.Provide a volunteer experience that inspires long-

term opportunities.3.Ensure long-term financial resources required to

carry out our mission.4.Diligently assess the need for expanded/new

programs/facilities or services.

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Page 10: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Strategic Plan 2017-2020GOALS

1.Provide high quality programs of comfort & support for seriously ill children and their families

2.Develop a leadership culture that yields a highly effective governing board.

3.To be a charity of choice.

• Outreach and Influence

Be an effective leader in identifying and                                    

meeting essential community needs for                                      

resources to care for our animals and people.

• Programs and ServicesIn collaboration with others, expand our service offerings to 

ensure pets can remain in loving homes, while also striving for 

excellence in sheltering and animal protection services.

• Organizational CapacityEnhance staff, volunteer, board and financial resources as needed 

to achieve our goals and to support the growth of the 

organization.

Pair Share

Planning Process

1.

Prepare

2.

Position

3.

Produce

4.

Perform

5. 

Prove

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Page 11: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

11

Reflect on planning process

Monitor strategic plan

Adjust as needed

1.Are we on/off track in terms of our implementation timeline?2.If off-track, why?3.What, if any, changes have occurred internally/externally

that impact strategy execution?

Monthly• Determine if

actions are accomplished

• Report on % of task completed

Are we doing what we said

we’d be doing?

Quarterly• Review status

of strategies• Determine is

adjustments needed

Are we achieving the

results that we said we’d achieve?

Annually• Assessment of

annual performance

• Grade objectives based on NP performance

What changes should we make

to the plan?

Monitoring Plan

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Page 12: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Funding Environment

Policy Environment

Competitive Environment

Organization Leadership

When to Update?Key Performance Indicators

Dashboards: What to measure?

Key Performance Indicators

Dashboards: What to measure?

1. Meaningful to YOUR organization

2. Based on Strategic plan

3. Consistent basis year to year

4. Useful for setting targets

WACH CELEBRATE

Sample Dashboard IndicatorsFund 

Development HR/ 

Bd‐ GovernancePrograms

Months cash on hand  

Staff training completed 

# of outreach  presentations

Board Giving  Board Follow‐up Action Completed 

Follow‐up phone calls within 2 wks

Funding Diversity:% Individual

Board skill sets filled  Volunteers &docents trained 

New major donors Staff Turnover Rate  How vols connected

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Page 13: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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From BlueAvocado.org

ACT WATCH CELEBRATEACT WATCH CELEBRATE

Leadership

Strategic Plan as tool of Leadership and Management

• Leadership: inspire, motivate &ask hard questions

• Management : accountability systems & role clarity

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Page 14: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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Change Management

Managing the change

CHANGEAHEAD

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Page 15: Jeanne Allen Jeanne@JeanneAllenConsulting

Jeanne [email protected]

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‐What did we learn?‐What insights can we use next time around?

1.Leadership2. Planning  committee3. Role clarity4. SWOT5. Inclusive6. Priorities7. Change8. Patience

Keys to SuccessfulStrategic Planning

What is one takeaway you have from today?

Jeanne Allen‐ Trainer, Facilitator, Speaker 

[email protected]

@jeanneallennc

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