From Strategic Thinking

Five must-have’s for strategic planning to matter

IMG_2399Yes, way too many strategic plans for nonprofits gather dust on shelves. So here are five must-have’s to prevent yours from doing the same:

  1. A compelling vision of change. First and foremost, of how the world, your community will be different.
  2. The way. While setting an inspirational and meaningful goal is critical, without articulating your path to that goal you’ll not really being strategic, are you?
  3. The will. While plans are more than paper and the planning process itself should unleash new understanding and meaning, you have to believe enough in what you’ve committed to to start acting on your strategy in all you do.
  4. Leadership. This may or may not be a proverb, but I love this saying “the community goat starves to death.” Someone has to take ownership of the plan to move it forward. Hopefully, that’s your board. And your CEO. And each and every person in the organization.
  5. Courage. You’ve probably made some big stretches in your plan. To quote Francis Perkins:

“Most of man’s problems upon this planet, in the long history of the race, have been met and solved either partially or as a whole by experiment based on common sense and carried out with courage.”

If you are starting your strategic planning, here are a few other tips for you:

Strategic planning: where to involve your board. Part 1.

Nonprofit strategic planning: where to involve your board. Part 2.

Strategic Planning: 8 Questions to Consider

Questions to jumpstart your SWOT

A grant seeker’s wish list

Boneyard StarsI prepared this grant seeker’s wish list for a foundation that had recently spun off from its corporate parent.

What is it that nonprofits want or need from grant makers?

At the very top, I put:

 # 1: Flexible, unrestricted operating funds.

According to the most recent data from The Foundation Center, only 23% of foundation grants go to general support.

 #2: Long-term donor investment

Every organization has to re-raise every dollar it receives each year. Having a reliable source of funding can improve stability and planning (though for some nonprofits, it can make them very lazy).

 #3: Other wants/needs

  • Larger donations that make a significant difference.
  • Gifts that deliver a high return on investment in time and direct costs.
  • Response to rapid change or emergency community needs.
  • Leadership development: A mismatch between organization needs and its people can sink an organization. Sometimes, changes need to be made. Other times, investment in leadership development can make a different. Areas for investment on my list include self-knowledge, managerial and leadership skills,  technical expertise in administration, human resources, fund development, program development, etc. (This is an investment in the whole sector as leaders switch organizations).

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Claiming your promise with your mission statement

IMG_3038I read a lot of mission statements. Most nonprofit mission statements are focused on how the organization goes about its work.

Too rarely does a mission statement confidently offer up its promise of betterment for its community.

Don’t get bogged down in all the stuff you do. You don’t need to throw the kitchen sink at your mission statement.

Kevin Starr of the Mulago Foundation threw down a mission challenge in  “The Eight Word Mission Statement” in the September 18, 2012 Stanford Social Innovation Review. The eight words: “a verb, a target population, and an outcome that implies something to measure.”

I agree that “razor-sharp” clarity about where you are going enables you to be strategic, adaptable and clear on where you are heading. That’s why I’m such a stickler for developing a clear theory of change/logic model and include its development into the strategic plans I work on. Plus, I learned long ago, that having a theory of change and logic model upped Read more

I ♥ Logic Models

The Audubon Society of Rhode Island (Audubon) has long had a three-part agenda that included Conservation, Education and Advocacy.

But why? Why those three strategies? How did they fit together? How do they produce the change that Audubon is trying to achieve in Rhode Island?

We ask questions like these routinely in our strategy work with our clients. We find that developing a logic model is the perfect way to answer these questions.

What’s a logic model?

The logic model is a graphic representation of your core hypothesis: “if we do this, then that will happen.” It’s the path that you have chosen to get from point A to point B.

You can develop a logic model for your entire organization, for a department, even for a specific project you are undertaking. Let me change that last sentence. You should develop a logic model ….

Why should? Because whether you admit it or not, you are carrying a logic model in your head that guides your action. But if you don’t put it down where everyone can see it, can dissect it, can test it, you could all be working from different change theories or even none at all (as in “we’ve always done it that way”).

The framework you are using should have some research-based evidence that it will produce the results you are looking for. But if it doesn’t, if it is experimental based on your local knowledge, or intentionally contradicts the established wisdom, then you owe it to all of us and your clients to let us know the whys of what you are doing and to collect the evidence that what you are doing is working.

If you’ve done any government grant seeking, you’ve probably been asked to include the logic model for your program. Before you start complaining how confused you get by the difference between outcomes and outputs, in our strategic planning we use a simplified model that is focused on your theory of change – or why it is that you have any confidence at all that the path you are on is going to get you to the results you are hoping for.

Here’s the example from the Audubon Society of Rhode Island example (thank you to Executive Director Larry Taft for letting us share this with you). Just click on the image to enlarge:

ASRI Theory of Change- Logic Model
Audubon had previously identified its long term vision as a world where people lived sustainably with healthy, diverse, natural ecosystems.

To achieve that end, the path Audubon had taken was three fold:

1. Conserve natural habitats, by owning refuges directly or supporting regulations or other actions that would protect them.
2. Enable personal stewardship, by helping people make choices in their lives that support sustainability, including critical political and financial support.
3. Advocate for public policy that protects ecosystems and reinforces personal choices.

As a leading environmental organization, Audubon is also frequently asked to take up all kinds of projects. Because they can all see the why behind the work they do – staff, board, members, supporters – choices and priorities are clear.

Here’s some other reading about logic models:

In defense of logic models, by Ian David Moss. One of the best out there.
Measuring Impact like the Gates

 

 

Best questions for 2014?

Reflection questions for the year past:

What did we think was impossible this year, but accomplished anyway? What made it possible?
Of all that we accomplished, what makes us most proud? Why is that important to us?
What question was I asked in 2013 that was so powerful I couldn’t stop thinking about it? Why?

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Strategic planning – 8 questions to consider

At the center of strategic planning is the commitment to community outcomes or mission-based objectives. These objectives are backed up by a clear-headed understanding of the dynamics of the world you exist in, a thoughtful and evidence-based strategy for executing programs (or an experiment that you’ll learn from) and a plan for building the operational capacity and strategic partnerships that are your best shot at reaching those objectives.

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Improve your strategic planning – WRAP it!

If ever there was a book that could help improve strategic planning, it’s Decisive, How to Make Better Choices in Life and Work.

In this book, authors Chip and Dan Heath reveal the cause of so many poor decisions and offer advice on how to make better ones.

According to the book, our usual process looks like this:

  • We encounter a choice.
  • We analyze our options.
  • We make a choice.
  • Then we live with it.

This sounds logical and familiar. Most of us would pat ourselves on the back for being so rational.

The problem, as the Heath’s point out, is that there is a fatal flaw at each stage:

  • Narrow framing makes us miss other options when we encounter a choice.
  • Confirmation bias makes us gather self-serving information.
  • Short term emotions often tempt us into making the wrong choice.
  • We’re overconfident about how the future will unfold and stick to one path once we’ve made our choice.

Luckily, the Heath’s suggest four strategies to counteract your biases. They sum them up in the acronym, WRAP: Read more