Strategic Planning and Tactical Implementation

1. Grants Central Station presents theFundamental Five+ Non-Profit Training Series Strategic Planningand Tactical Implementation Leslie Mullens PlayBook Consulting Group December 7, 2010

2. Mahalo to our Sponsors! • Office of Hawaiian Affairs - Community Building Economic Development Grant • Tri-Isle Resource Conservation & Development - Fiscal Sponsor • Grants Central Station • PlayBook Consulting Group - Producer • GCS Board: Anna Ribucan, Richard Kehoe, Susie Thieman, and Faye Cummings

3. What if…? • …you could get your entire organization to agree on a shared set of values, a vision, your mission, and the programmatic direction for the agency? • …you had a checklist that took personal agendas, politics, ego, and drama out of discussing and making major decisions? • …you were easily able to determine any plan’s achievability in less than 20 minutes? • …you could focus your organization’s efforts on your 3-5 most critical success factors? • …you had a roadmap and a way to motivate your board & staff while also holding them accountable for results and committed goals?

4. Today’s Objectives • Understand the Organizational Overview and Real-Time Strategic Response • Learn Ways to build consensus for your Organizational Identity: Vision, Mission, and Values • Use SWOT: 1st Step Achievability Assessment Tool • Gain insight into Critical Success Factors and how to narrow your team’s productive focus • Understand the steps to build a Strategic Roadmap • Learn how to sidestep common Tactical Implementation Barriers w/ 5 Game Changing Tools

5. Agenda

6. Workshop Door Prize • Business Card Drawing - Today Only! • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011 **PlayBook & GCS do not guarantee the OCB grant will be awarded *before GET

7. Who’s in our Hui? • Repeat Participants • Kind of agencies represented (i.e. Health & Human Services, Arts & Education, Civic) • Roles here (Exec. Dir., Board, Staff, Volunteer) • Strategic planning in the past • What was the BEST outcome you had?

8. My Motivation “Arrogance or apathy? Either extreme puts us in peril, for the absence of proper planning and preparation can only lead to fallow fields…or worse.” ~ Leslie Mullens The PlayBook for Nonprofits

9. Why Else Do We Plan? “The most revolutionary concept for nonprofits is perhaps that the way to succeed in this market is by differentiation: identifying and constantly strengthening competitive advantage relative to others in the market.” ~ David La Piana The Nonprofit Strategy Revolution

10. What IS Strategic Planning?

11. Strategic Planning is… • Defining Who You Are as an Organization • Identifying Competitors & Differentiating • Identifying Community Needs • Determining Your Overriding Direction & Motivation(Strategic Plan) • Building a Fundable Platform of Programs & Services(Tactical Implementation Plan/Roadmap) So you can surviveand thrive in a shifting economy (and servemore people more effectively!)

12. Steps to Strategic Planning Vision & Mission Who do we want to become? Strategy How will we achieve our vision? Critical Success Factors / Big Questions What MUST go right to fulfill our strategy? Goals What goals will we set to make those things happen? Programs / Projects / Deliverables Specific activities, tasks and outcomes to meet the set goal

13. A Process to Consider • Create Context: Environmental Scan / “State of the Agency” • Identify who you are as an organization • Assess current mission achievability • ID critical success factors • Design a plan built on those areas of focus • Structure accountability in plan: Metrics, SMART goals, “Business Reviews” • Continuous Improvement Loop on the Tactical Plan

14. Interlocking Strategic Focus Organizational Includes the company or non-profit’s vision, mission, trends/market conditions, competitors, strategic partners, and market position Operational The overarching administrative systems, policies, processes, & personnel who support organizational & programmatic strategies Programmatic Programs & activities that will address specific strategic outcomes related to the target market

15. VisionPut your materials on the floor, sit back, and relax

16. Vision • Goals & priorities are defined by values and a shared vision for what you want to create • Vision - an image of what your community will become as a result of what you do for them • A vision isfuture-oriented and does not change • Sits somewhere between possible and impossible • A vision statement is creative and inspiring • Defines what you stand for & why you exist as an organization

17. PlayBook’s Vision Evolve the economy into a cooperative network of high-performance values-based businesses

18. How Will We Use a Vision? • Your Vision is for YOU • It’s the point on the horizon that everyone in the canoe is paddling toward • Inspires your team - take risks & rise to a higher, noble purpose • Usually a goal for greater good

19. Sample Visions Kamehameha Alumni Association Transform Beneficiaries into Benefactors Disney Make people laugh JFK & NASA Land a man on the moon & return him safely to earth Coca-Cola A Coke within every arm’s reach Pepsi Beat Coke

20. ENERGIZERBuilding Trust: Groups of 6-8 Next up: The Organizational Overview

21. Real-Time Strategic Response A sound decision-making process whose criteria is aligned with the organization’s core identity Created before a need arises Used to address unexpected issues for which no strategy currently exists (but one may be called for)

22. Elements / Tools • Organizational Overview - Defining statements about who you are, what you do, and what you stand for • Strategic Response Decision Tree- Decision-making criteria to determine adoption of one strategy over another. Evaluates the impact of the strategy. Based on organizational alignment Game Changer #1 Game Changer #2

23. Crafting Your Checklist Brainstorm the “make or break” criteria the board will use to gauge any strategy’s viability MUST HAVE’S “Does it support our mission?” “Does it reinforce, strengthen, or create competitive advantage?” Results Required Values Alignment Financial Criteria EXT / INT Environment Promotes Prof. Development Sustainable Leverages Existing Talent Directly Addresses Issue

24. Organizational Overview Elements Vision Mission Core Competencies Clients Served Programs / Curriculum Competitive Advantage Funding Sources You’ll want to use the worksheet to document your identity statement for future reference

25. Values: What Matters Most We all operate from a core set of values that drive: • Our decisions • Our behavior • Our relationships • Org culture drives what we do and how we do it • Based on our collective values & belief system So, what are our organizational values?

26. Mission Possible! • Defines what your organization intends to do or achieve - daily • Memorable - everyone in the agency should be able to recite & explain it • It answers 3 questions: • What’s the purpose of the organization? - opportunities or needs that your agency exists to address • What is the business of the organization? (What are you doing to address those needs) • What are the organization’s values? (What principles or beliefs guide your work?)

27. Sample Mission PlayBook’s Mission Improve every business & individual we touch as positive contributors in their communities through guidance & training that create opportunities and the ability to act on them

28. Sample Mission PlayBook’s Mission Improve every business & individualwe touch as positive contributors in their communities through guidance & training that create opportunities and the ability to act on them The Purpose

29. Sample Mission PlayBook’s Mission Improve every business & individual we touch as positive contributors in their communities through guidance & training that create opportunities and the ability to act on them The Business

30. Sample Mission PlayBook’s Mission Improve every business & individual we touch as positive contributors in their communities through guidance & training that create opportunities and the ability to act on them The Values

31. Sharing the Story ACTIVITY: • Pick a partner • Write your name on the top of the worksheet and hand it to your partner • Partner #1 interviews Partner #2 - 5 mins. • Interviewer takes notes on partner’s sheet • FOCUS: Vision, Mission, Clients, Programs, Competitive Advantage - 2 minutes each

32. NETWORKING BREAK15 minutes Next up: Plotting a SWOT

33. More Free Workshops! Upcoming Fundamental Five+ Workshops from Grants Central Station

34. Workshop Door Prize • Business Card Drawing - Today Only! • PlayBook Consulting Group has donated a $500 Gift Certificate to apply towards a HCF OCB Strategic Planning Grant proposal, due Feb. 1, 2011 **PlayBook & GCS do not guarantee the OCB grant will be awarded *before GET

35. Agenda

36. What’s a SWOT? Game Changer #3 • SWOT = Strengths, Weaknesses, Opportunities, & Threats • It’s a PLANNING tool - helps you plan any GOAL • It’s a first step in deciding if a goal is achievable, given all the SWOT parts • If it isn’t, can you change any part of the plan or the challenges? • If it is, now you know the things you have to plan around to succeed

37. S W O T Helpful in achieving the objective Harmful to achieving the objective SWOT ANALYSIS Internal Origin (attributes of the organization) Strengths Weaknesses External Origin (attributes of the environment) Opportunities Threats

38. SWOT’s to Consider • Team Expertise • Money • Facilities • Strategic Partnerships • Relationships with Other Organizations • Relationships with Gov’t Agencies • Reaching the Needful Clients in the Community • Benchmarking Relationships with Best-in-Class Industry Leaders • Training • Adequate Staffing • Infrastructure (like I.T., phones, transportation) • Co-op’ing Cross-Agency Resources

39. Keys to Success • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed • Example: a restaurant MUST have • Good Food • Great Service • Clean, Good Atmosphere, etc. • These are Critical Success Factors - or KEYS TO SUCCESS. • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization

40. Sample Nonprofit Keys Company A Clinical Excellence Client-centered Care Learning Social Support Spiritual Support Community Support Accountability Company B Accountability Responsibility Exemplary Conduct Competence Continuous Improvement Education & Development Company C Excellence in Service Financial Management Collaboration Stability & Integrity Strategic Partnerships IT Infrastructure Integrated Cross-Agency Programs High-Functioning Board Diverse Funding Sources

41. Categories for Focus • Crisis Triage - Stopgap plans for immediate relief • Short-term Objectives- 12-18 month, “shovel ready” • Long-Term Objectives- 2-10 years, complex, perpetuity planning

42. Strategic Response Checklist • Consistent with Mission • Reinforce / Create New Competitive Advantage • Dedicated Source of Funding • Strengthen Community Reputation / Position • Leverage Existing Staff • Aligned with Org Values Every strategy proposed as a response to a Key to Success or Big Question goes through the Checklist Is the proposed strategy a fit with your identity?

43. ACTION STEPS

44. Roadmap: Diagram for Dollar$ • Success Metrics • Create Strategy • Plot a SWOT • ID Keys to Success • Devise 12-month Action Plan For each Critical Success Factor, your Tiger Teams have to identify these elements to create a trackable Tactical Implementation Plan

45. SMART Goals Critical Success Factor Major Program to Achieve Strategy • GOAL #1: Define all the different kinds of customers who would want or need what we offer (breakdown by demographics, geography, etc.) Define Target Market Analyze our Competitors(what’s our CompetitiveAdvantage?) Define Key Marketing Messages Write Marketing Plan Community Awareness (Marketing & PR) Define Target Market • GOAL #2: Identify what each Target Market Segment needs (what they say they need & the deeper psycho-logical need it represents). GOAL-SETTING TREE DIAGRAM • GOAL #3: Discover Lifestyle & Decision-making info about Segments (What else do they buy? Where do they go to decide what they’ll buy?) Strategy to Achieve Factor Develop a Marketing Plan that raises community awareness and attracts our target customers • GOAL #4: Match Target Market Segments with the appropriate media outlets for marketing (i.e. radio, TV, newspapers, Internet, word-of-mouth) PLAYBOOK CONSULTING GROUP Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 EmailLeslie@ThePlayBookGroup.comWebwww.ThePlayBookGroup.com

46. Critical Success Factor Community Awareness (Marketing & PR) Develop a Marketing Plan that raises community awareness and attracts our target customers Strategy to Achieve Factor SMART Goals Major Program to Achieve Strategy Define the different kinds of customers who need what we offer (breakdown by demographics, geography, etc.) by 2/1/10 (Joel) Identify each Target Market Segment’s needs (what they say they need & the psychological need it represents). by 3/1 (Kat) 1. Define Target Market Discover Lifestyle & Decision-making info about Segments: What else do they buy? How do they decide what to buy? by 3/15 (TJ) GOAL-SETTING TREE DIAGRAM EXAMPLE #1 2. Analyze our Competitors (what’s our Competitive Advantage?) Game Changer #4 3. Define Key Marketing Messages PLAYBOOK CONSULTING GROUP Mail50 Waiohuli Street, Unit K  Kihei, Maui, Hawaii 96753 Phone 808.280.6699 Fax808.875.7536 EmailLeslie@ThePlayBookGroup.comWebwww.ThePlayBookGroup.com

47. Measure It! What’s Success Look Like? HOW DO YOU KNOW WHEN YOU’VE SUCCEEDED? • Success Metrics are the things you measure to gauge your performance • Help you identify how you’re doing on your goals • Examples: # of visitors, # of programs, revenue, expenses For EACH Key to Success, what are 1-3 Metrics?

48. Your Key’s Strategy for Success ACTION + DELIVERABLE = SUCCESS FACTOR & OUTCOME Key: Community Awareness Strategy: Develop a Marketing Plan that raises community awareness and attracts our target audience ACTION DELIVERABLE SUCCESS FACTOR OUTCOME

49. S W O T Helpful in achieving the objective Harmful to achieving the objective SWOT ANALYSIS Internal Origin (attributes of the organization) Strengths Weaknesses External Origin (attributes of the environment) Opportunities Threats

50. Keys to Success • Critical Success Factors = the things that MUST go right (and go well) for your organization to succeed • Example: a restaurant MUST have • Good Food • Great Service • Clean, Good Atmosphere, etc. • These are Critical Success Factors - or KEYS TO SUCCESS. • Figuring these out NOW helps you define goals and set priorities for what’s most important to deal with in your organization