(Agency Logo)
SUSTAINABLE
STRATEGY REPORT
GREAT STARTA
Table of Contents
Great Start Report ........................................................................................................... 2
Get Ready .................................................................................................................. 2
Plan to Plan .......................................................................................................... 2
Stakeholder Analysis ............................................................................................ 2
Purpose ..................................................................................................................... 2
Values .................................................................................................................. 2
Mission ................................................................................................................. 2
Current Strategy......................................................................................................... 4
Lines of Business ................................................................................................. 4
Success Measures ............................................................................................... 4
Summary ................................................................................................................... 5
References ...................................................................................................................... 6
Endnotes ......................................................................................................................... 6
A
This report is built upon a template derived from Results Now for Nonprofits: Purpose, Strategy,
Operations, and Governance (Light, 2011). All content herein © Mark Light, 2014. Thanks to Hillary
Darville for editing and advice.
Page 2
GREAT START REPORT
What are we doing now?
GET READY
Plan to Plan
Stakeholder Analysis
Stakeholder
High
Power
Low
Principal Goals
Keep Satisfied
Manage Closely
Monitor
Keep Informed
Low
Interest
Interest
Power
High
PURPOSE
Values
Values
Behaviors
Mission
Who do we serve?
What change do they experience in their lives?
How are we better than rivals?
SVP Capacity Assessment Tool
Remember that you can use either the SVP tool or the OCAT, but you should not do
both.
SVP Organizational Capacity Assessment Tool Summary
Page 3
MISSION, VISION, STRATEGY & PLANNING
PROGRAM DESIGN & EVALUATION
HUMAN RESOURCES
CEO/ED/SENIOR MANAGEMENT TEAM LEADERSHIP
INFORMATION TECHNOLOGY
FINANCIAL MANAGEMENT
FUND DEVELOPMENT
BOARD LEADERSHIP
LEGAL AFFAIRS
MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS
1.00
1.50
2.00
2.50
3.00
3.50
4.00
Organizational Capacity Assessment Tool
Avg.
High/Low
1
2
3
4
5
6
7
8
9
10
Four Questions
Core Competencies
B
C
A
D
Valuable
Rare
Costly to
Imitate
Nonsubstitutable
Competitive
Advantage
Mission Statement
Elements
Who
What difference
Old Mission
New Mission
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Competitive
advantage
Simplified Mission
CURRENT STRATEGY
Lines of Business
Lines of Business
Customer
Change
Success Measures
Mission Success Measures ($ in thousands)
Profit & Loss: Contributed Revenue $
Non-contributed Revenue $
Total Revenue $
Total Expenses $
Revenue less Expenses $
Balance Sheet: Assets $
Liabilities $
Net Assets $
Capital Structure: Total Margin
Current Ratio
Working Capital
Operating Reserves
Lines of Business: Agency Total Clients #
Line of Business: Total Clients #
Line of Business: Total Clients #
Line of Business: Total Clients #
Line of Business: Total Clients #
Line of Business: Total Clients #
Line of Business: Total Clients #
FYE 2011
FYE 2012
FYE 2013
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
A
A
Total Margin: "This is the bottom line . . . the one [measure] that tough, no-nonsense managers of all
stripes supposedly focus on single-mindedly"(McLaughlin, 2009, p. 83). Formula = Revenue minus
Expenses [line 19] divided by Revenue [line 12]
Current Ratio: "the most widely recognized measure of liquidity . . . the ratio should be at least 1”
(McLaughlin, 2009, p. 75). Formula = Current Assets (lines 1-9) divided by Current Liabilities (lines 17
to 19)
Working Capital: "Determines how long a charity could sustain its level of spending using its net
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SUMMARY
available assets, or working capital, as reported on its most recently filed Form 990” ("Glossary," 2010).
Formula = Unrestricted plus Temporarily Restricted Net Assets
Operating Reserves: A more conservative view of working capital because you use unrestricted net
assets and exclude land, building, and equipment, and temporarily restricted assets (Blackwood &
Pollak, 2009, p. 9). Formula = Unrestricted Net Assets Minus Land, Building, and Equipment plus
Mortgages & Notes
Page 6
REFERENCES
Blackwood, A., & Pollak, T. (2009). Washington-area nonprofit operating reserves (20).
Retrieved from Washington:
http://www.urban.org/research/publication/washington-area-nonprofit-operatingreserves
Glossary. (2010). Retrieved from
http://www.charitynavigator.org/index.cfm?bay=glossary.list#W
Light, M. (2011). Results now for nonprofits: Purpose, strategy, operations, and
governance. Hoboken, N.J.: John Wiley & Sons.
McLaughlin, T. A. (2009). Streetsmart financial basics for nonprofit managers (3rd ed.).
Hoboken, N.J.: Wiley.
ENDNOTES