Keys to Successful Strategic Planning for Nonprofit and Non Government Organisations.

Kevin BonnettKatherine Marshall Kissoon

Who are these people?

Kevin Bonnett: involved in development for 13 years. Studied at UG, British School of Gov’t & UWI. Worked with OP and on UNDP, WB, EU, DFID and IDB projects. I am a proletariat.

Kathy Marshall-Kissoon: An economist by training. Worked with Min of Finance, OP, WB, USAID and Duke University.

We co-founded an NGO – AGAPE Network - 8 years ago.

Why are we here?

Kathy and I want to understand the process of strategic planning in the not for profit sector from you.

Best practices from Habitat for Humanity on Strategic Planning (Partnerships)

Existing and Upcoming Opportunities To help Juanita find a Partner Network. Share. Learn FUN FUN FUN!!! (

What is the Strategic Plan Strategy: A method or plan chosen to

bring about a desired future, such as achievement of a goal or solution to a problem or

o agreement on priorities essential to your mission and responsive to the environment

What Strategic Planning is not

A prediction for the future (speculation)

A smooth, predictable, liner process

A substitute for judgment of leadership Just the production of a report!

Why Plan Improved decision making and resource

utilisation Pro-active decision-making, mission driven

activities Increased sensitisation to strategic thinking

throughout the organisation Improved results focused implementation Cohesion among staff around organisation

mission and goals More successful organisational change

management

Steps in the Strategic Planning Process Mission Statement

Where are we? Where are we going?

Environmental Scan What are our strength, weaknesses, opportunities, and

threats? What do we have to work with?

Goals and Objectives definition What do we hope to achieve

Strategies How will we get there? How will we prioritise the use of our resources?

Performance Monitoring How will we know when we get there? How will we measure success?

Components of the Strategic Plan Mission: Why do we exist Vision: What would we like the world to

be. Values: Our beliefs about the world and

how we should operate in it Results (Goals and Objectives) Strategies: projects, programmes, actions

that organise and mobilise resources to achieve the defined results

The Situation Assessment External Environment:

Opportunities and Threats Policies Macro-economic, social and environmental

factors Global policy trends

Key Question What has happened in the past (three) years

in the external environment that could affect our work as an organisation/project?

The Situation Analysis

Internal Analysis Human resources Organisational capacity Financial

What are our challenges? What are our advantages, strengths – What

are we good at?

Elements of Strategies External Relations/ Partnerships Internal Operations – management

structures, financial and HR policies Revenues Governance: Board relations,

accountability mechanisms Human Resources – Roles and

responsibilities Facilities

Key Issues Near term

Identify key decisions and issues that need immediate or near-term resolution.

State consequences of decision postponement. Long term

Identify issues needing long-term resolution. State consequences of decision postponement.

If you are seeking funding, be specific about any issues that require financial resources for resolution.

NGOs Capacity for Planning Poor understanding of the value of

planning Leadership deficit Limited technical resources Time constraints – dependence on

volunteers and compelled by project-based timeline

Project/Activity driven rather than mission driven

Building Capacity for Planning Focus on the most important issues We are generalist as opposed to sectoral

in our operations Critical areas like environment are

under represented We must begin to plan ahead –

understand the development trajectory of Guyana

Where do we go from here? Develop a bylaw or constitution

Get registered now!!!!!!! Companies act Friendly Societies Act

Access your situation & agree on priorities – in essence, take a step back

Current & Upcoming IDB Opportunities

Call for Cultural Proposals Value US$3000. – US$7000 over 6 months Deadline for proposals is February 28

o Call for Civil Society Proposals in March 2014 Value US$250,000 – US$1Million Improvements in information, preparation,

and formulation of proposals Simple tools and methods to receive

proposals

On-going Opportunities Multilateral Investment Fund (MIF)

MIF supports economic growth by encouraging increased private investment and advancing private sector development. It finances and execute innovative business models that benefit entrepreneurs and poor and low-income households. Grants between US$250,000 to US$750,000.

Areas of Financing: early stage entrepreneurs, small producers and high value agriculture markets, value chains, youth, access to basic services, women’s empowerment, SME finance, microfinance in underserved and frontier markets.

Social Entrepreneurship Program rural business production, processing, marketing and value chains (rural micro and small producers from marginalized communities). Loan of up to US$1 Million repayable over 10 years. US$250,000 grant for training and strengthening operational capacity.

http://www5.iadb.org/mif/en-us/home/aboutmif.aspx for call for proposals information