Nonprofit Management Certificate Course Organizational Assessment & Planning: Day 2: Morning Karen A. Curtis, Ph.D.

Nonprofit Management Certificate Course

Organizational Assessment & Planning: Day 2: MorningKaren A. Curtis, Ph.D.

Strategic Planning and Operational Planning Strategic

High uncertainty Future-oriented Top Down Outside In Big Picture Qualitative Entire

Organization, Function or Site

Operational Low uncertainty Present-oriented Bottom Up Inside Out Detailed Quantitative Department,

Team or Individual

From SWOT to Strategic or Priority Issues When performed correctly, SWOT

analysis helps identify choices facing the nonprofit, providing a problem-structuring tool to help ask the right questions about mission, programs and interaction with the environment

When performed poorly, SWOT can be a superficial list generating exercise that produces 4 unconnected lists

Common Problems in SWOT Analysis (Kevin Kearns, 1992) “Missing Link” problem – Neglect of

inter-relationship between SW and OT

“Blue Sky” problem – Unrealistic view of Strengths & Opportunities

“Silver Lining” problem – Under estimation of external Threats

“All Things to All People” problem – Overcome Weaknesses at expense of core Strengths

“Putting the Cart Before the Horse” ProblemDecision makers develop

strategies and action plans before they have sufficiently clarified the choices facing the agency

Source: Kearns (1992) “ From Comparative Advantage to Damage Control: Clarifying Strategic Issues Using SWOT Analysis” (see Website links)

Bryson – “An answer without an issue is not an answer.”

Classifying Strategic Issues Using SWOT Analysis: Mapping Interactions

Interaction of Internal and External Factors

External Factors

Internal Factors Opportunities Threats

Strengths

Weaknesses

Adapted from: Bryson, 1988 and Kearns, 1992.

Classifying Strategic Issues Using SWOT Analysis: Issue Classification

External Factors

Internal Factors Opportunities Threats

Strengths Comparative Advantage

Mobilization

Weaknesses Investment/Divestment

Damage ControlSource: Kearns, 1992: 13.

Critical SWOT Questions

How can the organization leverage its strengths to achieve or enhance its comparative advantage, thereby capitalizing on a perceived opportunity?

How can the organization mobilize its strengths to avert a perceived threat or even transform that threat into an opportunity?

More Critical SWOT Questions Should the organization invest

scarce resources in weak programs to become more competitive vis-à-vis a perceived opportunity?

In light of its vulnerable position, how can the organization control or at least minimize the damage that may be inflicted by impending threats?

Classifying Strategic Issues Using SWOT Analysis: Issue Classification

Example: Comparative Advantage

Opportunities

Strengths Most Certain/Promising

Least Certain/Promising

Current Strengths(most certain)

Highest ComparativeAdvantage

More Analysis of Opportunity Required

Potential Strengths(least certain)

More Analysis of Investments Required

Lowest Comparative AdvantageSource: Kearns, 1992: 17.

Identifying Strategic or Priority Issues

Strategic issues have long term implications & consequences

Can be resolved in multiple and sometimes competing ways (i.e., no one answer)

Affect organizations in their entirety Involve major financial risks and

opportunities

Identifying Strategic or Priority Issues, 2

Involve some or all of the following: new revenues, new programs, new resources, new facilities

Are central to the organization’s mission

Are within the organization’s control and have consequences if not addressed

Strategic issues are often “dynamite”

Identifying Strategic or Priority Issues, 3

Strategic issues may require additional research in order to clarify the choices

There may be competing agencies addressing the same issue.

Strategic issues should be phrased as questions (to which there is more than one answer). If there is only one answer, it is a priority issue. (Worksheets 23, 24-25 – see Website links)

Strategic Issue Examples 1. What can we do, through the re-development

of the Board of Directors, to ensure that the agency establishes itself in the community with local and state leaders, and with current and potential funders as a “go to” organization?

2. What can we do to broaden the reach of the agency in order to improve referrals for services we are already contracted to provide?

3. What can we do to establish a competitive edge in a funding environment that has become saturated with other agencies providing similar services?

4. What can we do to more rapidly address our technology needs in the areas of telecommunications and data management?

Strategic Issue Examples, 2

1. How can we develop partnerships with the community, particularly the XXX community, to meet the adoptive needs of children and families?

2. How can we add new services and respond to the growth opportunities in current services that involve financial risk?

3. How can we attract talented, experienced staff, committed to our mission, who will increase our racial diversity to more closely match the composition of our service recipients?

Strategic Issue Examples, 3 1. What should be our service area? How

will it impact our organization if we go statewide?

2. What is or should be the role of individual membership? Should membership be required in order to receive services or to participate in programs?

3. What groups of xxxx are we not serving? Are these groups being served by other organizations with similar mission, & programs?

Strategic Issue Examples, 4 4. How are we seen in the

community? What should our brand image be?

5. How can we reduce turnover and promote longevity among staff?

6. How should we respond to the changing technological environment to ensure efficiency and effectiveness?

Strategic Issue Examples, 5

1. What design and structural improvements need to be made to our facility to best serve the needs of its mission?

2. How can our organization continue to deliver the highest quality and level of services?

3. In what way should the mission of our organization be broadened to serve other groups?

Strategic Issue Examples, 6 4. How can we expand our funding

from current sources and diversify to new revenue sources?

5. In what ways can developments in technology help broaden and strengthen our services and mission?

6. How can we better define the respective roles of staff and board to enhance the effectiveness of the organization?

Selecting a Strategy (Worksheet 26, see Website links) Is it realistic? Is it clear? Is it reasonable? Is it consistent with mission and

mandates? Can we identify a path forward? Are we ready to commit?

Making It Relevant

On-going means of accountability at board and staff level

Align staff roles with planning goals and objectives

Refer to regularly Review formally on an annual basis

Moving to Action Planning

START Staffing Timetable Authority and Accountability Resources Tracking