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Strategic Planning
Resource Manual
Frank Martinelli
The Center for Public Skills Training
www.createthefuture.com
© The materials contained in this document
may only be used for non-commercial purposes
with the following attribution: Developed by
Frank Martinelli, The Center for Public Skills
Training, Milwaukee, WI. USA.
www.createthefuture.com.
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Strategic Planning Definitions
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Strategic Planning is the process by which the guiding members of an
organization envision its future and develop the necessary plans, procedures and
operations to achieve that future. (Tim Nolan, Applied Strategic Planning)

Strategic planning is a tool for organizing the present on the basis of the
projections of the desired future. That is, a strategic plan is a road map to lead an
organization from where it is now to where it would like to be in five or ten years.
(Special Libraries Association)

Strategic planning is a disciplined effort to produce fundamental decisions and
actions that shape and guide what an organization is, what it does, and why it
does it, with a focus on the future. (John Bryson, Strategic Planning in Public and
Nonprofit Organizations)

Strategic Planning is organization-wide planning focused on the desired purpose
(mission) and achievements (vision, goals) for a specific period of time, and how
to work toward them (strategies and implementation plans). Implementation
plans often specify who is going to do what and by when, and often including
specification of resources needed. (Carter McNamara)

A Strategic Plan is a tool that provides guidance in fulfilling a mission with
maximum efficiency and impact. If it is to be effective and useful, it should
articulate specific goals and describe the action steps and resources needed to
accomplish them. As a rule, most strategic plans should be reviewed and
revamped every three to five years. (TCC Group)
Strategic Planning: What it is and isn’t . . .
Strategic planning should not be confused with other planning processes such as
business planning, program planning or fund development planning. Although closely
related, strategic planning focuses on establishing your organizational direction, setting
priorities and identifying obstacles and opportunities that may limit or enable you to
carry out your mission. Business plans, program work plans and fund development
plans are often byproducts of the strategic planning process. After organizational
priorities are set and strategic goals and objectives are articulated, these plans are used
to describe the implementation details of various strategies such as program, budget,
staffing, funding sources and evaluation activities. (TCC Group)
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The Strategic Planning Process at a Glance
 Step 1: Gathering and Analyzing Information – External changes and
trends that will have an impact on the organization in the future; Internal
strengths and weaknesses of the organization; Needs and service
expectations of markets and constituent groups
 Step 2: Determining the most critical issues, choices, and challenges
facing the organization over the next 3-5 years.
 Step 3: Affirming the mission or fundamental purpose of the
organization - "Why do we exist?"
 Step 4: Developing a shared vision for the organization’s future - "If
we could create the organization of our dreams and have the impact we
most desire, what would this look like in 5 years?"
 Step 5: Developing Goals - the major results we want to achieve over
the next 3-5 years.
 Step 6: Developing Strategies – statement of method or approach that
describe how we will achieve the goals.
 Step 7: Formulating Objectives - the description of projects and
activities carried out on an annual basis to implement selected strategies
-- thereby achieving the goals and resolving critical issues.
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Planning Terminology
MISSION ----------------------------------------------------------------------------->
"Forever"
STRATEGIC VISION ---------------------------------------->
5-10 years out
GOALS -------------------------->
3-5 years
STRATEGIES ---------------->
1-3 years
OBJECTIVES ---------->
1 year
MISSION:
STRATEGIC VISION:
GOALS:
Broad description of what we do, with/for whom we do it, our
distinctive competence, and WHY we do it.
Describes the community and institutional impact we intend
to create and the kind of organization we will need to be in
order to achieve this impact - the results we will be achieving
and characteristics the organization will need to possess in
order to achieve those results. The strategic vision statement
provides direction and inspiration for organizational goal
setting.
Broad statements of what the organization hopes to achieve
in the next 3-5 years. Goals focus on outcomes or results
and are qualitative in nature.
STRATEGIES:
Statements of major approach or method (the means) for
attaining broad goals and resolving specific issues.
OBJECTIVES:
Specific, concrete, measurable statements of what will be
done to achieve a goal generally within a one-year time
frame.
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Steps of the Strategic Planning Process
Step 1 - Gathering and Analyzing Information
The first step is Gathering and Analyzing Information. This step consists of three
components: an external assessment, a market or constituent assessment and an
internal assessment.
External Assessment
The purpose of the external assessment is to identify and assess changes and trends in
the world around the nonprofit likely to have a significant impact on it over the next 5-10
years. We look at political, economic, technological, social, lifestyle, demographic,
competitive, regulatory and broad philanthropic trends. We then determine which
changes are opportunities for us (for example, opportunities to grow) and which could
be threats to us in some way (trends that can keep us from being successful). Finally
we identify implications for selected changes and trends -- ways the nonprofit might
respond to the opportunities and threats we identify. At this early stage of the planning
process, saying that something is an implication does not require the nonprofit to adopt
that course of action. It’s a way to get into a strategic thinking frame of mind. Think of it
as a warm out for the strategic decision-making to follow. The external assessment is
sometimes referred to as the “environmental scan.”
Here is an example of external assessment findings for a nonprofit involved in education
reform:
 One trend was increased interest in supporting school reform and change efforts by
foundations serving needs of low-income children and families. The implication: Tap
this new source of funding for the nonprofit.
 Another trend was increased poverty impedes educational achievement. The
implication: promote family support programs at schools to address needs of lowincome families. A third trend was the proliferation of web-based learning resources.
The implication: Increase Internet access for educators, students and parents.
Internal Assessment
The other component of the information gathering and analysis step is the internal
assessment. The purpose of the internal assessment is to assess internal structure,
process and operations of the nonprofit and based on this assessment, to pinpoint
strengths and weaknesses. Areas examined include nonprofit personnel, both paid and
volunteer, fund-raising, physical facilities, equipment, use of technology, location,
financial condition, management practices, board governance, programs, products and
services, market position, and other factors.
From an affordable housing development organization, the following internal strengths
were highlighted:
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Excellent staff -- competent and experienced.
Availability of unrestricted working funds.
Effective in delivering technical assistance to nonprofits.
Track record -- we are known with a good reputation.
The following internal weaknesses were identified:
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Current financing programs represent an internal strain on the organization.
Lack of strategic focus.
Current sources of revenue limit what we can consider
Market Assessment
The next component of the information gathering and analysis step is the constituent or
market assessment. The purpose of the constituent assessment is to identify and
assess changes in the needs and perceptions of the nonprofit's markets and
constituencies. For most nonprofits, these include customers, volunteers, funders,
donors, volunteers, paid staff, board directors, collaborators, and competitors.
The market assessment attempts to answer the following questions:
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Who are the nonprofit's key markets and constituents?
What are the current needs, perceptions, and service expectations of each market?
What are the emerging market trends?
What are the implications for the nonprofit -- how should the nonprofit respond to
these changes and trends among its constituents and markets?
Examples of market assessment findings from our education reform organization
included:
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62% of parents of children enrolled in local schools desire before and after school
care for their children.
Two-thirds of the direct service volunteers say they would be willing to get involved
in fund-raising for the nonprofit but would require training.
Step 2 - Identification of Critical Strategic Issues, Choices And Challenges
The second step in the planning process is identification of critical strategic issues,
choices and challenges facing the nonprofit. Critical issues are fundamental policy or
program concerns that define the most important situations and choices a nonprofit
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faces now and in the future. Critical issues can reflect long-standing problems in the
nonprofit, the community served or recent events that are anticipated to have a
significant impact on the nonprofit and/or community served. Critical issues can also
reflect major shifts in thinking that challenge "business as usual.” The selection of
issues is important because it determines range of decisions the nonprofit will consider
in the future.
In some instances, the nonprofit is already aware of the critical issues that the strategic
planning process must help it address. In most situations, the planning process
participants discern critical strategic issues as they work on the external, market and
internal assessments.
In developing the actual wording of the critical issue statements, it's helpful to reflect on
the following information drawn from the earlier external, market and internal
assessments:
The external changes and trends having the greatest positive and/or negative impact on
the nonprofit . . . Major changes and trends in the needs, perceptions and service
expectations of our markets and constituencies . . . Internal strengths and weaknesses
of the nonprofit that will seem to have an impact on the nonprofit’s future success . . .
Here are some examples of critical issues from an affordable housing development
organization:
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What should the balance be between the Affordable Housing Alliance's role as an
independent developer versus a provider of technical assistance on housing
development?
How should the Affordable Housing Alliance diversify its revenue base?
Should the Affordable Housing Alliance expand its advocacy and education roles in
support of affordable housing?
How can we forge strategic alliances with the private sector to advance the
Affordable Housing Alliance’s mission?
Step 3 – Development/Review of a Mission Statement
The third step in the planning process is development of a mission statement. The
mission statement is a broad description of what we do, with/for whom we do it, our
distinctive competence, and WHY we do it (our ultimate end).
If a mission statement already exists, the focus of this step is on reviewing it in light of
the emerging vision statement and if necessary revising the language. Here are some
questions that can aid in the review of an already-existing mission statement:
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Questions for a Critical Review of an Existing Mission
1.
2.
3.
4.
Is the mission statement clear and on target in today's operating
environment?
Do you have any specific questions or concerns with respect to the
mission statement?
Does the mission statement duplicate the mission of any other school? If
so, what should we do about it?
Considering the answers to these questions, how, if at all, should the
mission statement be changed?
Here is an example of a mission statement from the Affordable Housing Alliance:
We provide leadership to expand access to housing opportunities through partnerships
among the public, nonprofit and private sectors to create and sustain strong
neighborhoods and communities.
Step 4 - Development of A Strategic Vision Statement
The fourth step in the planning process is development of a strategic vision statement.
The vision statement describes what we want the nonprofit to look like in ideal terms in
the future - the results we will be achieving and characteristics the nonprofit will need to
possess in order to achieve those results. The strategic vision statement provides
direction and inspiration for goal setting.
Through the vision statement, the nonprofit describes how it intends to respond to the
major challenges expressed in the form of critical strategic issues.
(PLEASE NOTE: Although the words "mission" and "vision" are used interchangeably,
they are distinct in an important way: Mission describes "fundamental purpose"; Vision
conveys a sense of "future direction.”
Here is an example of a vision statement from the Affordable Housing Alliance:
The Alliance is a recognized statewide and national leader in the development of
affordable housing opportunities. We are a bridge linking public, private and nonprofit
resources. Success in achieving our agenda is built on financial strength and strong
coalitions.
Step 5 - Development of Strategic Goal Statements
The fifth step in the planning process is development of strategic goal statements
consistent with the vision statement. Strategic goals are broad statements of what the
nonprofit hopes to achieve in the next 3 years. Goals focus on outcomes or results and
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are qualitative in nature. Often goal statements flow from some of the critical issue
statements developed earlier in the planning process.
Here are some examples of goals for the Affordable Housing Alliance:
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Achieve a balance between the Alliance’s role as an independent developer and its
role as provider of technical assistance on housing development.
Expand and diversify our revenue base in order to support anticipated growth.
Forge strategic alliances with the private sector to advance the Alliance's mission.
Step 6 - Development of Strategies for Each Goal
The sixth step in the planning process is development of strategies for each goal.
Strategies are statements of major approach or method for attaining goals and resolving
specific issues. Ideas for strategy emerge from the earlier internal, external and market
assessments, -- especially the strengths and weaknesses identified in the internal
assessment as well as the implications statements developed as part of the market and
external assessments. A strategy is judged potentially effective if it does one or more of
the following:
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Takes advantage of environmental opportunities
Defends against environmental threats
Leverages organizational competencies
Corrects organizational shortcomings
Offers some basis for future competitive advantage
Counteracts forces eroding current competitive position
Here are examples of strategies for our sample goal: Expand and diversify our revenue
base in order to support anticipated growth.
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The first strategy; Generate revenue from special events.
The second strategy: Increase funding from public sources.
The third strategy: Expand individual giving from major donors.
Step 7 - Development of Annual Objectives
The seventh step is development of annual objectives. The purpose of this step is to
formulate objectives consistent with the goals and strategies of the strategic plan.
Objectives are specific, concrete, measurable statements of what will be done to
achieve a goal generally within a one-year time frame. Objectives include answers to
the following questions: Who, will accomplish what, by when, and how will we measure
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the outcomes or results of the activity. Put another way, objectives should be "SMART"
--Specific, Measurable, Ambitious but Attainable, Relevant (contributing to the
nonprofit’s vision), and Time-based (we'll do X over the next Y years).
Strictly speaking, annual objectives are not part of the Strategic Plan of an organization.
Objectives are the core of the nonprofit’s Annual Plan that is based on the strategic plan
itself. The planning process will also address the costs associated with implementing
objectives. This information will be utilized in the development of budgets.
Here are some examples of objectives for our sample goal and strategy:
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Again, the sample goal is: Expand and diversify the revenue base in order to
support anticipated growth.
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The sample strategy: Generate revenue from special events.
o A sample objective: The Board will establish a Fund Development
Committee consisting of at least 8 board and non-board directors and
provide training in special events fund raising by July of year 1 of the
strategic plan.
o And other sample objective: The Fund Development Committee will
generate at least $150,000 from no more than 3 special events by July of
year 2 of the strategic plan.
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It’s helpful to think of strategic planning as a journey. Imagine your organization
as a sailboat at sea. . . at the mercy of ever-changing conditions - ocean currents
and winds. Now think of planning as a journey through sometimes-rough waters
to a destination we have determined. Strategic Planning is how we determine the
destination and how we get there.
If planning is a journey, the first two steps of the process - information gathering and
analysis and identifying strategic issues tell us where we are. The next step Developing a Vision - helps us determine the destination. And Mission - reminds us why
we're on the journey in the first place. We get to the vision through the accomplishment
of goals. We accomplish our goals by means of the strategies we devise for each goal.
Finally, we translate goals and strategies into concrete action through development of
objectives. For additional information about the strategic planning process, contact us
at www.createthefuture.com.
Effective Strategic Planning Practice
Strategic planning in nonprofits is most effective when the following elements are
present:

First, establishment of a strategic planning committee. If the nonprofit
board is serious about strategic planning (and it needs to be!), it will establish
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a strategic planning committee. Here is a sample description for a board
strategic planning committee job description. (hyperlink)
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Second, there needs to be a thorough and shared understanding of
strategic planning. The term “strategic planning” is sometimes used to
describe a range of planning activities. It is important that the process is
looked upon in the same way by board, staff and other participants in the
nonprofit strategic planning process.
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There also needs to be agreement on outcomes. While it is true that the
expected outcome of most strategic planning processes is a strategic plan
document, it is also important to discuss and eventually agree upon other
expected outcomes. For example there may be a specific critical issue that
the board wants to focus on by means of strategic planning. Typically,
planning outcomes will include some or all of the following:
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Board leadership and management staff will have a thorough
understanding of the critical issues and choices facing the organization
over the next 5 years.
A strategic plan document including a mission statement, strategic
vision statement, goals and strategies will be produced. The plan will
give special attention to organizational structures that will best support
the overall strategic plan.
The strategic plan will have a day-to-day relevance on management
and governance; and
There will be enthusiasm and support for the strategic plan at all levels
of the organization.
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There needs to be real commitment to the process on the part of
leadership. While there is no one right way to do strategic planning, whatever
approach the board chooses will involve time, energy and careful thinking.
People will not commit these personal and organizational resources if they
are not convinced that the planning process is worth the effort. Sometimes
the start of strategic planning process may need to be postponed until
leadership within the board and staff have become convinced of the
importance of the process.
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There also needs to be involvement of many. In order to be effective,
strategic planning must involve individuals representing all constituencies of
the nonprofit: staff, constituents, funders and donors, as well as other key
community supporters.
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Finally, the strategic plan needs to be translated into concrete detailed
plans of action. Involvement in an isolated strategic planning exercise or a
one shot planning retreat is not sufficient. Strategic planning needs to lead to
specific objectives which include clear evaluation measures, set on an annual
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basis by staff, the board of directors and the board’s own committees. This
commitment to implementation will also help to ensure that the majority of the
board’s time and energy is in alignment with the mission, vision, and goals
and strategies contained in the strategic plan.
These foregoing practices will help to assure that the strategic plan does not end up on a
shelf. To avoid this, look for other ways to keep your strategic plan visible. Once the
strategic plan has been developed, nonprofit leaders need to take steps ensure that the
plan becomes a guiding force for the nonprofit – a living strategic plan. United Way of
America offers the following techniques for publicizing your strategic plan and maintaining
enthusiastic support for it among key internal and external constituents of the nonprofit.
1. Develop a recognizable theme that signifies the plan's essential thrust. This may be
graphically represented by a logo or some other visually attractive means. One
nonprofit working with at-risk youth adopted the theme “No Excuses!”
2. Publicize brief summaries of the plan and how your nonprofit will use it.
3. Refer to the strategic plan in meetings, newsletters, websites, or news releases.
4. Create a slide or video show summarizing the plan and its proposed
implementation.
5. Seek major media coverage when important milestones in the plan are reached. A
press conference with graphics and charts summarizing the plan can be effective.
6. Use the strategic plan as a living document at nonprofit board meetings. Keep it
visible and refer to it regularly.
7. Use retreats and mini-conferences to continue to build buy-in among other
agencies and community groups. Make sure that this is an interactive process, one
that listens as well as talks.
8. Create a speaker's bureau to take the strategic plan to specific target groups: the
county board, the city council, parent groups, the chamber of commerce,
community and business leaders, and nonprofit agencies, for example.
9. Create poster-size versions of your mission and strategic vision statement and
display them throughout the facilities – in meeting rooms, at the front door, etc.
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PLANNING TERMINOLOGY
MISSION ----------------------------------------------------------------------------->
"Forever"
STRATEGIC VISION ---------------------------------------->
5-10 years out
GOALS -------------------------->
3-5 years
STRATEGIES ---------------->
1-3 years
OBJECTIVES ---------->
1 year
MISSION:
Broad description of what we do, with/for whom we do it, our
distinctive competence, and WHY we do it.
STRATEGIC VISION:
Describes what we want the organization to look like in ideal
terms in the future - the results we will be achieving and
characteristics the organization will need to possess in order
to achieve those results. The strategic vision statement
provides direction and inspiration for organizational goal
setting.
GOALS:
Broad statements of what the organization hopes to achieve
in the next 3-5 years. Goals focus on outcomes or results
and are qualitative in nature.
STRATEGIES:
Statements of major approach or method (the means) for
attaining broad goals and resolving specific issues.
OBJECTIVES:
Specific, concrete, measurable statements of what will be
done to achieve a goal generally within a one-year time
frame.
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Types of Data
1. Changes and trends that impact the organization and the people we serve
 Demographic data about constituents
 Trends in funding
 Public policy developments
 Political and economic trends
 Emerging needs and expectations
 Research studies/ best practices
2. Market information about needs, perceptions and services expectations
 Emerging needs
 Competitors and Collaborators
 Customer perceptions and ideas
 Board and staff perceptions and ideas
3. Internal assessment data that indicates capacity to deliver the mission
 Evaluations of organizational capacity
 Organization performance indicators
Sources of Data
1. Existing Statistics, Studies, etc.
 Demographic reports
 Funder annual reports, websites
 Community indicator reports
 Crime, mortality, housing, teen pregnancy, etc.
 Policy reports and issue-based research studies
 Key Resources: U.S. Census
2. Secondary Market Research
 Customer data
 Donor data
 Key Resources: Existing customer and donor market studies; Local sources
(United Way, foundations, universities, etc.)
3. Surveys
 Key informants
 Board
 Staff
 Community
 Key Resources: http://www.surveymonkey.com/
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4. Focus Groups/Dialogue Sessions
 Customers
 Community partners
 Donors
 Volunteers
 Collaborators
 Business leaders
 Key Resources: Conducting Successful Focus Groups by Judith Sharken
5. Key Informant/ Expert Interviews
 Issue, field or organization specific experts
 Funders
 Elected Officials
6. Community Forums
 Issue-based discussion sessions
 Information-sharing forums about the organization
 Advocacy planning sessions
 Key Resources: Conducting Community Forums: Engaging Citizens, Mobilizing
Communities by Carole Lukas and Linda Hoskins
7. Internal Reviews, Assessments And Evaluations
 Internal Reviews, Assessments and Evaluations
 Organizational Capacity Building Assessments
 Peer Review or accreditation review reports
 Board self-evaluation
 Program evaluations
 Program outcomes data
 Customer satisfaction reports
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Sample Planning Calendar
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Planning Activity
1st Formal Planning Session: Review the planning process,
finalize strategies for information gathering and analysis, determine
who else to involve in the planning process and the nature of their
involvement, make needed adjustments in timetable, and secure
agreements. Consider expansion of the Strategic Planning Team.
Product: Finalized timetable and plan for information gathering.
Gather information for planning process by means of assessment
worksheets distributed to all board and staff members and a survey
of key informant s. Schedule and conduct focus groups. Consultant
prepares data summaries. Product: Data summary developed.
2nd Formal Planning Session: Review summary of planning
surveys; identify critical issues. Review the current mission
statement for continued relevance. Strategic planning committee
organizes into teams around each critical issue. Product: Key Data
Findings; Strategic Issues identified.
Development of issue briefing papers for each critical strategic issue
3rd Formal Planning Session: Planning retreat attended by board,
staff and other selected stakeholders. Review critical strategic
issues. Review the current mission statement for continued
relevance. Develop first draft of a strategic vision statement that sets
future direction and develop draft strategic goals and strategies.
Product: Draft strategic plan (mission, vision, goals &
strategies)
4th Formal Planning Session: Strategic Planning Team reviews
comments and make needed revisions to strategic plan; develops
strategic plan evaluation framework that includes goal and strategy
performance measures for use in development of implementation
plans. Product: Revised strategic plan including mission, vision,
goals & strategies; evaluation framework for year 1 and 2
implementation.
Board meeting to review strategic plan. Product: Board Reviewed
Draft Plan.
Additional Planning Session(s): After the approval of the strategic
plan, staff and board committee leadership, through a series of
meetings, will review evaluation framework for strategic plan,
determine how board committees will be appropriately involved in
implementation, and develop an implementation plan. . Product:
Implementation Plan developed.
Board meeting to review/approve final plan. Product: Board
Approved Plan.
Date
To be determined
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Planning To Plan
1.
How will the board and key staff be oriented to the process?
2.
Is there organizational readiness for strategic planning?
3.
How much commitment is there to the process?
4.
What do you expect to accomplish?
5.
How long will it take?
6.
Who, beyond board and staff, should be involved?
7.
What do you do with managers and other key individuals who are not part of the
formal strategic planning committee?
8.
How will we encourage boldness, risk-taking and creativity on the part of
planning participants?
9.
Where should the planning be done?
10.
Should a consultant be used for all or part of the process?
(Adapted from Tim Nolan, Applied Strategic Planning)
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Strategic Planning Committee Description
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Status: Ad Hoc
Membership: 12 -- 15 members who are ABC, INC. board members, staff and other key
stakeholders/partners
Staffed by: Executive Director and Consultant
Function: To guide development of a Strategic Plan for the ABC, Inc.
Duties:
1. The Strategic Planning Committee will work with the executive director and consultant to
develop and implement a strategic planning timetable that will achieve the following
outcomes:
 Board leadership and management staff will have a thorough understanding of the
critical issues and choices facing the ABC, Inc. through the year 2012.
 A strategic plan document including a mission statement, strategic vision statement,
goals and strategies will be produced.
 An Evaluation Framework for first year operational planning will be developed.
 ABC, INC. leadership will be oriented to the planning process and their roles within it.
 The organization's mission and strategic vision will have a day-to-day relevance on
management and governance.
 There will be enthusiasm and support for the strategic plan at all levels of the
organization.
2. Report regularly to the board on the status of the strategic planning process.
3. Commitment to attendance at an average of 3-4 hours per month of meetings during the
period January 2007 to June 2007.
 ORIENTATION TO PLANNING PROCESS: Review the planning process, finalize
strategies for information gathering and analysis, make needed adjustments in timetable,
and secure agreements.
 PLANNING SESSION: Review summaries of internal, external and need assessments;
identify critical issues for the future. 4.0 hours
 PLANNING SESSION: All day or two half day planning sessions. Review mission
statement. Develop first draft of a strategic vision statement that sets future direction and
mission statement that defines fundamental purpose. 7.0 hours
 PLANNING SESSION: Review draft vision statement developed at planning retreat,
develop first draft goals and strategies. 4.0 hours
 PLANNING SESSION: Strategic Planning Committee reviews comments and make
needed revisions; develops strategic plan evaluation framework for use in development
of operational plans. 4.0 hours
 PLANNING SESSION: Board session to formally review/approve strategic plan. 1.5
hours
 PLANNING SESSION(S): Staff and board committees will review evaluation framework
for strategic plan and develop operational planning framework for Year 1 operational
plan. 4.0 - 8.0 hours
4. Review planning materials in preparation for planning sessions that will be sent to
committee members before the sessions.
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19
Board and Staff Roles in Strategic Planning
Board










Sets overall direction and communicates that direction to the organization.
Formally approves the strategic plan.
Assures alignment of overall staff, Board and committee planning .
Assures that strategic plan guides Board recruiting efforts.
Identifies continuing and current priorities and develops organization’s financial
plan accordingly.
Establishes procedures to facilitate committees’ response to the strategic plan.
Evaluates and updates strategic plan.
Revises mission, vision, goals, strategic directions, and priorities.
Establishes criteria for successful outcomes and monitors outcomes to assure
quality and impact on an ongoing basis.
Conducts annual self evaluation.
Board President (and Vice President/President-Elect)


Defines activities in support of organization’s strategic directions.
With Executive Director, guides Board interpretation of plan in relation to
programs and other critical activities (Board development, community
relationship building, etc.).
CEO/ Executive Director






Develops/updates environmental scan.
Champions the mission and vision and provides continuity.
Interprets plan to staff, stakeholders and general public.
Completes annual report of organization’s and committees accomplishments in
relation to strategic directions.
Assists president and Board with development of implementation plan within
defined areas of Board responsibility.
Sets schedule and sequence for evaluation, review and updating of plan.
Committees




Identify committee priorities that support goals and strategic directions, within the
organization’s Strategic Plan.
Develop activities that support committee priorities.
Complete annual report of committee accomplishments in relation to strategic
directions.
Contribute to overall organization’s strategic planning process.
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20
Strategic Planning
Worksheets
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21
Sample Questions for a Board and Staff Planning Survey
The MISSION describes what we do, with/for whom we do it, WHY we do it, and our
special competence. MISSION describes general purpose, "why we exist". Review the
current mission statement and answer the following questions.
 What is most exciting and inspiring for you about the current mission?
 In order for you to enthusiastically support the mission, what questions and
concerns, if any, would need to be answered?
ORGANIZATIONAL VALUES: A value is a standard, principle, or quality that is
considered worthwhile in and of itself. We seek to express our values by what we do in
everyday life. Core organizational values describe how an organization wants to act on
a day-to-day basis. Answer the following question:
 What do you see as the three most important organizational values of our nonprofit?
(What you think the values should be?)
INTERNAL STRENGTHS AND WEAKNESSES: As we begin our planning process, we
also need to identify internal strengths and weaknesses of our nonprofit. Think about
the organizational structure, financial management, board and leadership development,
facilities and equipment, use of technology, financial stability, office, special programs
and services, public relations efforts, community image, etc. Then list the three
strengths and three weaknesses you feel are most important to consider in planning for
the future of the organization:
 What you see as our three greatest internal strengths?
 What do you see as our three most critical internal weaknesses
EXTERNAL CHANGES AND TRENDS: In the left column below, list the recent and
future external trends and changes that you think will have the greatest impact on ABC,
Inc. over the next 5-10 years. In the right column, list possible organizational responses
- what the organization could do over the next three to five years to take full advantage
of the external changes and trends? Consider actions for programs/services, finances,
organizational structure, etc.
External changes and trends that will
have future impact
How our nonprofit could respond to
selected trends
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22
MARKET ASSESSMENT: As part of the preparation for future planning meetings, we also
need to analyze the changing needs and service expectations of our constituents. Respond
to the following questions for each of the market segments listed below:
What do our key constituents think of our organization? (i.e., what is their perception
or image of us?)

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:
What are the most important future needs and service expectations of our
organization on the part of our constituents?

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:

Key market segment - to be determined by the planning team:
CRITICAL STRATEGIC ISSUES: Reflect on the following -- Major external changes/
trends having a positive and/or negative impact on the organization. . . Critical internal
strengths and weaknesses that will have an impact on our future success . . . Major
perceptions, future needs and service expectations of constituents and key stakeholders.
Now list what you believe are the 2-4 most critical issues facing the organization over the
next several years:
1.
2.
3.
4.
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Key Informant Nomination Form
Key informants are individuals presumed to have special expertise, knowledge and
insights that could be helpful to us in the strategic planning process. Informants may
have an understanding of the changes going on in the community, the human services
landscape, the economy, the political environment, the impact of new
regulations/legislation, charitable giving, etc. The idea is quality - not quantity. A small
number of carefully selected key informants can produce more valuable information
than a long list informants who are chosen less selectively. NOTE: We will be
surveying the board and staff with a different assessment tool so don't consider
them as "key informants".
Your suggestions for Key Informants with Organizational Affiliation and Contact
Information (email, phone) here:
Name Of Potential
Key Informant
Organizational Affiliation and Contact
Information (email, phone)
1.
2.
3.
4.
5.
6.
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Sample Questions for a Key Informant Survey
1. What are the changes and trends that will have the greatest impact on the
organization and the people we serve. over the next 5 years? In the left column
below, list the 3 most important external changes and trends. In the right column, list
possible responses - what we could do over the next three to five years to take full
advantage of the external changes and trends?
External changes and trends that will
have greatest impact on the
organization and the people we serve
How we could respond to selected
changes and trends
2. What is the single greatest challenge facing our organization over the next three to
five years?
3. Based on your knowledge of the organization and its programs/services, what is
your perception or image of the organization?
4. In your opinion, what do you think the broader community's perception of the
organization is? (i.e., what is their opinion or image of the organization.)?
5. Do you have any other comments or suggestions that will aid us in our planning
effort? Are you aware of any research, market assessments or future trend studies
that would be useful to us in our planning efforts?
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Strategic Planning – Community Partner Interviews
1. What external changes and trends will have the greatest impact on the
organization and the key constituencies we serve over the next three to
five years? How do you think we should respond to these changes and
trends?
2. What is your perception or image of the organization?
3. What is the perception or image of the organization in the eyes of
broader community (or relevant segment of the broader community)?
4. What you see as some of the most critical strategic issues, challenges,
and choices facing the organization that our current strategic planning
process must address?
5. What are your organization’s strategic priorities for the next 3-5 years?
Do any of these suggest new opportunities for collaborations/alliances
with the organization?
6. Are there ways for the organization to enhance its relationship with
you/your organization?
7. Do you have any other comments or suggestions that will aid us in our
strategic planning efforts? Are there any other trend/market studies that
we should consult?
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26
Critical Issues Worksheet
Critical issues are fundamental policy or program concerns that define the
most important situations and choices an organization faces now and in the
future. Critical issues can reflect:
 Long-standing problems in the organization, members served or recent
events which are anticipated to have a significant impact on the
organization and/or people served;
 Impediments that must be overcome in order for the organization to
meet its goals – i.e., problems to be solved; or,
 Watersheds/major shifts in thinking that can change the direction of
an organization or the nature of its environment and challenge
business as usual.
Generally these are issues that cannot be resolved through a “quick fix”. The
selection of issues is important because it determines the range of decisions
and strategies we will consider in the future.
Your Task:
 Reflect on the following -- Major external changes/ trends having a
positive and/or negative impact on the organization and the people served
. . . Critical internal strengths and weaknesses of the organization that will
have an impact on our future success . . . Major service expectations and
perceptions of key constituencies or markets . . .
 List what you believe are the 2-4 most critical issues facing the
organization over the next 3-5 years. Try to word your statements in the
form of questions:
1.
2.
3.
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Strategic Issue Briefing Paper
The issue briefing papers should be “brief” -- 3-4 pages -- and provide some background for
each issue as well as summarize creative ways that other organizations are responding to
similar issues. This work will prepare us for future steps in the planning process
Assigned Critical Issue Statement:
1. Background: (Briefly describe why and how this is a critical strategic issue for the
organization)
2. Opportunities for the organization: (In relation to this critical issue, what are the
opportunities for growth, improvement, and/or increased impact for the
organization?)
3. Threats for the organization: (In relation to this critical issue, what are the threats to
the organization and/or customers served? What are the consequences for the
organization if it does nothing in response to this issue?)
4. How competitors and other organizations facing similar issues, opportunities, and
threats are responding: (In response to this critical issue, what changes, strategies,
shifts in direction are others?
5. With reference to this issue, what core strategies and initiatives do you recommend:
6. What other information do we still need in order to develop effective responses to
this strategic issue?
Submit your completed issue briefing paper by email to Frank Martinelli as a Microsoft
Word document. frankwill@aol.com on or before (date).
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28
Developing A Mission Statement
The mission statement is a broad description of what we do, with/for whom we do it, our
distinctive competence in doing it, and WHY we do it (our ultimate end).
An effective mission statement addresses the following points:

Broad description of what we do/are.

With/for whom we do it.

Our distinctive competence. (How we do it "differently", "better", "more
effectively" than others)

WHY we do it (Our ultimate end)
Critical Review of the Mission
If a mission statement already exists, the focus of this step is on reviewing it in light of
the emerging vision statement and if necessary revising the language. Here are some
questions that can aid in the review of an already-existing mission statement:
1. Is the mission statement clear and on target in today's operating environment? Does
it address the key following key points: Broad description of what we do/are; With/for
whom we do it; Our distinctive competence; WHY we do it (Our ultimate end)
2. Do you have any specific questions or concerns with respect to the mission
statement?
3. Does the mission statement duplicate the mission of any other organization? If so,
what should we do about it?
4. Considering the answers to these questions, how, if at all, should the mission
statement be changed?
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29
Sample Mission Statements
We educate Latino youth for Christian leadership and service. (Nativity Jesuit Middle School)
Select Milwaukee helps people achieve and maintain homeownership because it enriches their lives and
strengthens neighborhoods and communities.
Milwaukee Christian Center is a Southside-based agency which lives out its faith by bringing people
together in community where their lives are enriched, empowered and strengthened.
The Milwaukee Public Library provides materials, services and facilities for all citizens of Milwaukee and
others in order to meet present and future informational needs and raise the level of civilization in
Milwaukee.
In partnership with parents and the community, Ebenezer Child Care Centers provides our children with a
foundation for personal growth, life-long learning and future success.
At Meta House, we are dedicated to helping women reclaim their lives from the effects of substance
abuse. Through advocacy, treatment and other services that meet the unique needs of women, they gain
the hope and confidence to change.
In the spirit of compassion and social justice, Agape Community Center is committed to building
community with Northwest Milwaukee neighborhoods so everyone can thrive.
The Historic Third Ward Association acts to expand and enhance the district as a creative, livable and
exciting mixed-use neighborhood while preserving its historic character.
We help to transform nonprofit organizations and the communities they serve through technology-based,
learner-focused education. (The Learning Institute for Nonprofit Organizations)
Our mission is to help Marquette, as an urban, Catholic, Jesuit institution, become one of the nation's
distinguished universities; and to this end, we strive to bring all alumni closer to the University and one
another in the Ignatian tradition of care for each person. (Marquette University Alumni Association)
The Literacy Council of Greater Waukesha is dedicated to providing and advocating basic literacy skills
and services to improve the quality of the lives of our learners.
We collect, preserve, interpret, and exhibit works of art and present related educational programs in
support of the teaching, research, and public service missions of the UW-Madison. We do this because
the visual arts enrich the individual human experience and because knowledge of art is essential to
understanding diverse cultures, past and present. (Elvehjem Museum of Art)
We aim to transform society and culture by providing aspiring leaders with opportunities for self-renewal
and development of leadership skills, values and behaviors. (Wisconsin Leadership Institute)
The UWM Children's Center serves the University with distinction through the provision of high quality
education programs for children and families, UWM students and the professional child development
community.
The Coalition of Wisconsin Aging Groups, a grassroots membership organization directed by older
people, pursues justice and quality of life for people of all ages through legal and legislative advocacy,
education and leadership development
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Developing a Strategic Vision of Intended Impact
A vision is an image or description of future impact we intend to have and the organization
we aspire to become in the future. It answers the question “If we could create the
organization of our dreams and have the impact we have always desired, what would this
look like in 5-10 years?”
The vision focuses on institutional, professional and societal/community impact we intend
to create and the kind of organization we will need to be in order to achieve this impact.
“Vision of Intended Impact” has also been defined as a clear statement of what the
organization will hold itself accountable for and align activities around. The vision can also
convey a sense how the organization would be significantly be different from what it is
today – what it would need to be like in organizational terms in order to deliver this hoped
for impact.
If the critical strategic issues represent our effort to express the big questions, choices and
challenges facing the organization in the future, the vision is our attempt to communicate the
"big answers to these big questions".
Your Task: First, review the following information:
 Key factors in the planning assessment summary - internal strengths &
weaknesses, external changes & trends, emerging needs & service expectations
of our constituents.
 Critical strategic issues facing the organization
Next, develop a list of core elements or components of a vision for the organization. “If we
could create the organization of our dreams and have the impact we most desire, what
would it look like in five years?” Use the two sets of questions below to stimulate your
thinking.


Impact/Results: What impact and results do we want to be achieving with our
programs and activities in five years? How many and what kinds of people and
groups will we be involving/serving and how? What impact will we have on the
community, state, region? What will success look like for us?

Ideal Characteristics: What will the organization look like in ideal terms to
deliver the results and impact listed first? How will the organization act? What
will its reputation be? Additional things to consider in listing elements of the
vision statement: Organization size (revenues, facilities, paid staff, and
volunteers); Nature and scope of programs and services; Member base; Market
position/reputation; Use of technology; Management capabilities; Organizational
structure.
Now Dream! List the core vision elements that are most inspiring to
you:
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31
Sample Vision Statements
The Milwaukee Public Library is Everyperson's gateway to an expanding world of information.
The Historic Third Ward’s unique attributes and resources will be enhanced and developed to create a
self-sustaining environment in which to live, work and play, so distinct in character that it is recognized as
both a place and a state of mind.
A thriving professional orchestra leading regional audiences to great music. (Waukesha Symphony
Orchestra)
The Elvehjem Museum of Art will be a leader among university art museums. Supported by the resources
of the Kohler Art Library, it will be a dynamic center for research, education and experimentation in the
visual arts.
We will be the driving force in developing successful entrepreneurial initiatives in housing and economic
development, providing a pathway to enhance the health and wealth of the Harambee community. (Martin
Luther King Community Development Corporation)
The Center for the Deaf and Hard of Hearing will be the recognized statewide leader providing a
continuum of dynamic and innovative programs for persons of all ages who are deaf or hard of hearing.
Innovating though leadership, expanding sustainable homeownership and building thriving communities.
(Select Milwaukee)
Every Nativity Jesuit Middle School student graduates from high school as a caring, compassionate and
conscientious man poised for a life of Christian leadership and service.
The YWCA Lake County is the catalyst for change resulting in generations of self-sufficient women and a
world free of racism.
Sunset Playhouse will erase the distinction between community and professional theater and will be the
region’s destination for experiences of artistic excellence, whether traditional in nature or daring and
innovative in choice.
The people of Wisconsin will enjoy their diverse cultural heritage through better preserved and accessible
records that document the state's rich past. (Wisconsin Historical Records Advisory Board)
More people, bowling more often, having more fun. (Bowling, Inc.)
Our work transforms the understanding of education to include all children as capable learners, all
teachers and families as full partners in the education system and quality programs for children as
integral to the success of all communities. (University of Wisconsin-Milwaukee Children’s Center)
St. Joan Antida High School is the gateway to educational excellence and service for women who will live
and lead in a multicultural world.
The center for celebrating Waukesha County and its stories. (Waukesha County Historical Museum)
We will be the premier center for community-oriented medical education, scholarship, patient care, service,
and research. Our leadership will revolutionize the delivery of health care in Kansas and beyond.
(University of Kansas School of Medicine – Wichita)
Educating, exciting and empowering generations to be responsible environmental citizens. (Riveredge
Nature Center)
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32
Goals Worksheet
In the issues based approach to strategic planning, if we believe that we have
effectively and accurately identified the most critical issues and challenges facing the
organization over the next several years, we can use the critical issue statements as the
starting point for development of strategic goals. Here are some examples:
Critical Issue
Proposed Goal
What is the YWCA’s role in addressing
the issue of racial justice?
Offer programs and advocacy services that
reduce the impact of racism in measurable
ways.
Generate more unrestricted and earned
revenue to support new hallmark impact
programs.
Attract and foster powerful, talented and
diverse leadership needed to strengthen and
sustain the organization.
How can we generate more
unrestricted revenue?
How do we attract and foster powerful,
talented and diverse leadership
needed to strengthen and sustain the
organization?
What is the optimal service mix to fulfill
the organization’s mission?
Offer sustainable mission based programs
responsive to emerging neighborhood trends
and customer needs.
YOUR TASK: Now, using the critical issues that have been previously identified in
the planning process, draft a set of strategic goals
Critical Issue
Proposed Goal
List issues previously identified here:
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Strategy Worksheet
The next step in the planning process is to develop strategies for each goal. Strategies
begin to answer the question “HOW will we go about accomplishing our goals?” The
examples below offer some definitions and show the relationship between goals and
strategies.
LEVEL OF PLANNING
GOALS: 3 years out
Broad statements of what the organization
hopes to achieve in the next 3 years. Goals
focus on major outcomes or results and are
qualitative in nature.
STRATEGIES: 1-3 years out
Statements of major approach or method for
attaining goals and resolving specific issues.
EXAMPLES
To expand our funding base to sustain current
operations and support anticipated program
growth
1. Generate more revenue from programs.
2. Expand individual annual campaign giving.
3. Increase corporate giving.
YOUR TASK:
 Review the information listed below. They contain many ideas for strategy.
1. Information from earlier planning surveys; earlier group discussion.
2. Critical issue statements.
 Brainstorm strategies for the goals.
1. Use the format for strategies from the sample box above. Remember, strategies
describe a general approach or method; they don’t describe specific activities or
projects.
2. Use the ideas for strategy suggested by other group members in earlier meetings,
comments from other members, etc.
3. If needed, use the list of verbs on the next two pages as a resource for writing your
strategy statements.
 Later, in your assigned goal group, review strategy ideas developed earlier by group
members. Then develop/select the 4-6 best strategies. Use the suitability criteria
below:
1. Ask whether the strategy statement . . .
 Takes advantage of opportunities
 Defends against threats
 Builds on organizational strengths
 Corrects organizational weaknesses
 Offers some basis for future competitive advantage
2. If needed, use the list of verbs on the next two pages as a resource for writing
your final strategy statements.
3. Write the best strategies on newsprint for reporting out to the full group.
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Strategic Outcomes/Activities
The following list (which is by no means complete) offers organizations
some action verbs that can be used to begin to think about strategies.
Resource or Function
Strategic Activities
Program or Service
Development or
Delivery
Offer new/innovative
Enhance quality of
Develop
Diversify
Produce more
Retrench
Joint venture
Coordinate
Income
Increase
Decrease
Divest
Markets
Expand
Penetrate
Divest
Diversify
Specialize
Analyze
Segment
Personnel
Hire new
Terminate
Enrich jobs
Rotate
Train
Reassign
Communications
Educate
Inform
Persuade
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Strategic Outcomes/Activities (Con't)
Information
Research
Develop
Leadership
Change
Expand
Include
Technology
Develop
Invest
Divest
Facilities
Expand
Relocate
Divest
Build
Organization (radical
change)
Reorient
Turn around
Revitalize
Transform
Organization (no
change)
Maintain
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Sample Strategic Plan Cycle
Vision, Goals, Strategies – 3 Year Strategic Plan Cycle (2011-2013)
On an annual basis, the organization will carry out the following implementation
planning tasks culminating in development of objectives for the following year:
2011
2012
2013
Implement 2011
Implement 2012
Implement 2013
Objectives
Objectives
Objectives
Monitor/adjust 2011
Monitor/adjust 2012
Monitor/adjust 2013
Objectives
Objectives
Objectives
Evaluate 2011
Evaluate 2012
Evaluate 2013
Objectives
Objectives
Objectives
Review/update current
Review/update current
Develop new Strategic
Strategic Plan
Strategic Plan
Plan for 2014-2016
Set 2012 Objectives
Set 2013 Objectives
Set 2014 Objectives
Develop 2012 Budget by Develop 2013 Budget by Develop 2014 Budget by
10/1/11
10/1/12
10/1/13
Adapted from: Management Cornerstones, Milwaukee, WI
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Goal-Strategy-Objective Progression
Goal
Strategy
Objective
A goal is a broad statement of
a major result, improvement or
accomplishment
A strategy is a method or
approach we will use to
achieve the goal
An objective is a specific,
concrete, measurable
statement of what will be done
usually within a one-year time
framework. It carries out a
strategy and helps to
accomplish the goal.
Sample Goal. Expand and
diversify the revenue base to
support anticipated program
growth.
Sample Strategy. Increase
association membership.
Sample Objective. The
Membership Manager and
Membership Committee will
increase 2013 association
membership revenue by at least
25% ($142,000) by December
31, 2013
Sample Goal. Expand and
diversify the revenue base to
support anticipated program
growth.
Sample Strategy. Increase
board involvement in fund
development.
Sample Objective. The Board of
Directors in collaboration with the
Director of Institutional
Advancement will develop and
implement a plan to increase
board fund-raising capacity and
raise at least $150,000 in 2013;
annual board fundraising plan for
2013 developed by November
15, 2013.
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39
Objective Planning Worksheet
Objective Planning Worksheet Format to be Used to Develop Action Plan for Each Goal
Objectives
Responsible Party
Insert objectives here:
Identify the position
or group that will be
primarily responsible
for the
accomplishment of
this objective.
Based on available
information, refer to
already existing
positions and
groups. If needed
identify new position
or group and tag it
with the words "yet
to be established".


As a starting point, review
Original Ideas for Strategy
identified at the Planning
Retreat.
You can also consult the
original critical issue briefing
paper
Collaborators/
Partners
Identify current or
potential new
partners that could
play a role in
implementing this
objective.
Time Frame
Identify month and
year completion
date.
The Strategic
Planning
Committee, at a
future meeting, will
review proposed
completion dates
and coordinate
implementation
deadlines as
needed
Resource
Requirements
Identify
resources
needed to
implement this
objective.
Consider staff
time, financial
support, etc.
Measure
Identify measures of
success for the objective;
Measures may include:
 Process measures,
for example, “Three
year revenue
development plan
completed and
submitted to board
for action”.
 Outcome measures,
for example,
“Revenue
diversification targets
achieved.”
Here is a sample objective:
Objectives
Responsible Party
Develop and implement a
comprehensive public education
and outreach plan with defined
public, governmental and
industry support and awareness
targets.
Yet to be
established Liaison
Committee
Collaborators/
Partners
Related
foundations and
societies with
established PR
plans
Time Frame
October 2013
(plan submitted to
board for
approval)
November 2013
and ongoing implementation
Resource
Requirements
Staff time;
volunteer time
Measure
Plan completed and
submitted to Board for
action;
Support and awareness
targets achieved
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Action Planning Worksheet
ASSIGNED OBJECTIVE:
Action Steps
Specify for each step
Due date
1.
2.
3.
4.
5.
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41
Committee Plan Reporting Form
Reporting Quarter ______
Board Committee _________________________________________________
Strategies Assigned to
Committee
EXAMPLE: Generate
more revenue from
special events.
2012 Objective
EXAMPLE: The Fund
Development Committee will
generate at least $285,000
net from not more than 3
special events by December
31, 2013.
EXAMPLE: Increase
EXAMPLE: The Governance
the effectiveness of the Committee will design a
board and its
board member evaluation
committees.
process, submit for board
approval, perform the first
annual board/board member
evaluation and report results
by October 1, 2013.
Quarterly Committee
Progress/Results
Annual Dinner in May raised
$135,000 net.
Evaluation process designed and
approved by Governance
Committee; submitted for board
approval
Form to be filled out on a quarterly basis by committee chair and submitted to Board President.
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
42
Foremost Strategic Challenges Facing the Organization Over the Next 3 years
Foremost strategic issues and
challenges that the organization
will need to address over the 1-3
years
What roles would be
appropriate for the
board to play in
addressing each issue
listed in Column 1?
Clarify the board's
need for information
and education
regarding this issue.
(In order to make
good decisions in
response to this issue,
what new things will
the board need to
know and be able to
do?)
What resources can
the Board access to
help address this
issue?
1.
2.
3.
4.
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
43
Trends
Identifying Changes and
Trends
Instruction: Brainstorm a list in
response to this question: What are
the external changes and trends
that have had the greatest impact
on nonprofit organizations in your
community (service area) (region)?
Consider changes in technology,
demographics, lifestyle/values,
legal, economic, political, giving,
volunteerism, etc.
Example: Emerging technologies
will continue to transform the ways
organizations can communicate with
their markets/constituencies.
Issues
Identifying Critical Strategic
Issues
Strategies
Developing Strategies
Instruction: Reflect on the major external Instruction: With reference to the
changes/ trends that you identified in the
critical issues you identified in the
first learning activity.
second learning activity, devise some
strategies that respond to some of those
Now with reference to selected trends, list critical issues. See the example below:
what you believe are the 1-3 most critical
issues facing the organization over the
next 3-5 years. Try to word your
statements in the form of questions as in
the example below:
Example: How can our organization
Example: Introduce/expand use of
make the most effective use of emerging emerging technologies to strengthen
technologies to strengthen our
communication with key constituencies.
relationships with donors, volunteers,
members and other key supporters?
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
44
Identifying Stakeholders
Instructions: In the space below list the internal and external stakeholders you would involve in a
strategic planning process in your organization. Note some of the ways you would involve these
stakeholders.
Internal Stakeholders
How to Involve Them
External Stakeholders
How to Involve Them
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
45
Strategic Thinking and Planning: A Resource Bibliography
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Basic Overview of Various Strategic Planning Models by Carter McNamara,
http://www.managementhelp.org/plan_dec/str_plan/models.htm
Business Planning Resources for Nonprofits by The Bridgespan Group,
http://www.bridgespan.org/LearningCenter/ResourceDetail.aspx?id=2382.
Business Planning for Nonprofits: Why, When — and How It Compares to Strategic Planning.
Brigette Rouson. http://www.allianceonline.org/assets/library/7_businessplanningfornonpro.pdf
Effective Strategic Planning: Getting Your Organization Focused and Directed by Michael
Burns and Paul Yelder, http://www.practitionerresources.org/cache/documents/36796.pdf
Field Guide to Nonprofit Strategic Planning and Facilitation by Carter McNamara, MBA, PhD,
http://www.authenticityconsulting.com/pubs/SP_gdes/SP_pubs.htm.
Nonprofit Sustainability: Making Strategic Decisions for Financial Viability by Jeanne Bell, Jan
Masaoka and Steve Zimmerman. http://spectrumnonprofit.com.
Presenting: Strategic Planning: Choosing the Right Method for Your Nonprofit Organization by
Michela M. Perrone Ph.D. and Janis Johnston and BoardSource,
http://www.boardsource.org/Bookstore.asp?category_id=47&Item=179.
Stanford Social Innovation Review published by the Center for Social Innovation at the
Stanford Graduate School of Business, http://www.ssireview.com.
Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and
Sustaining Organizational Achievement by John M. Bryson,
http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787967556.html
Strategic Planning Resource Collection by Professor Andrew B. Lewis, Center for Community
Economic Development, University of Wisconsin Extension,
http://www.uwex.edu/ces/cced/nonprofits/management/sites_strategic.cfm.
Strategic Planning Workbook for Nonprofit Organizations by Brian W. Barry and the Fieldstone
Alliance, http://www.fieldstonealliance.org/productdetails.cfm?PC=39
Strategic Planning: A Practical Handbook for Nonprofit Organizations by Michael Allison and
Jude Kaye, http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471445819.html.
Strategically Speaking Blog by Frank Martinelli. Go to:
http://www.strategicthinkingandplanning.blogspot.com.
The Drucker Foundation Self-Assessment Tool Process Guide by the Peter F. Drucker
Foundation for Nonprofit Management and Gary J. Stern,
http://www.wiley.com/WileyCDA/WileyTitle/productCd-078794436X.html
The MacMillan Matrix for Competitive Analysis of Programs,
http://www.pasesetter.com/documents/pdf/turbtimes/Competitive%20Analysis.pdf.
The Nonprofit Quarterly published by Nonprofit Information Networking Association,
www.nonprofitquarterly.org.
The Nonprofit Strategy Revolution by David La Piana.
http://www.nonprofitstrategyrevolution.org.
Toolkit for Developing a Social Purpose Business Plan, by Structured Employment Economic
Development Corporation (Seedco), http://nvn-toolkit.seedco.org/businessplanning.
What If? The Art of Scenario Thinking for Nonprofits published by the Global Business
Network, http://www.gbn.com/articles/pdfs/GBN_What%20If.pdf
The Participatory Revolution in Nonprofit Management by Gregory D. Saxton
http://www.nonprofitquarterly.org/management/20769-the-participatory-revolution-in-nonprofitmanagement.html
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
46
Ten Things to Do Starting Tomorrow
1. Review your ideas and applications notes from the strategic planning seminar
workbook. Add any new ideas.
2. Make a list of the specific benefits of strategic planning for your organization. Reflect
on the list. Also note your personal concerns/issues regarding strategic planning?
3. Convene a staff meeting to discuss strategic planning. Reflect on the list benefits. Ask
staff members for their response. Do they agree? Can they think of other benefits?
What are their concerns/issues regarding strategic planning?
4. Make an appointment with your board president (or executive director) to discuss
strategic planning. Use your benefits list. Ask the president/ executive director for
his/her response. Is there agreement with the list? Can your board president/
executive director think of other benefits? Are there any concerns/issues regarding
strategic planning?
5. Start a subscription to a publication or on-line database service that can help you think
about changes and trends that will impact your nonprofit. Some examples of
magazines: Nonprofit World, Stanford Social Innovation Review, Harvard Business
Review, The Nonprofit Quarterly, or Chronicle of Philanthropy. Also visit the
Strategically Speaking Blog for reflections and resources on strategic thinking and
planning. Go to: http://www.strategicthinkingandplanning.blogspot.com/.
6. Call your local United Way, state association of nonprofit organizations, and/or, if you
are affiliated with a regional or national organization, the regional/national office to ask
if they have any information that might be useful for strategic planning. Also, ask if they
have any sample strategic plans they can send you.
7. If your organization is currently engaged in a strategic planning process, reflect on how
the process is working. Are there any concepts, materials, and/or ideas presented in
the seminar that can strengthen your planning process? What are they? Who needs
to be involved in any decisions to adjust the planning process?
8. Contact the executive director of one or two nonprofits in your community that are
currently engaged in strategic planning. Set up a time to meet with them to discuss
what they’ve learned about the planning process. What pitfalls can they point out to
you? If they had a positive experience, would they be willing to talk to your staff about
it? Would their board president be willing to speak with some of your board leaders
about the value of strategic planning?
9. If your organization has a newsletter, website or other publication, begin writing a short
article on the value of strategic planning for nonprofits.
10. Start a resource file of future trends data. Encourage board and staff members to
research newspaper, journal articles and websites that cover emerging trends and
changes and send them to you or your designee. Be sure to regularly check out “Trend
of the Week” at http://www.createthefuture.com/trend_of_the_week_2013.htm.
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
47
Frank Martinelli, The Center For Public Skills Training
Frank Martinelli has over 35 years of work, training and consulting experience with a variety of nonprofit and
public sector organizations. He is president of the Center for Public Skills Training where he specializes in
strategic planning, governing board development, volunteer management, and community partnership and
alliance building. Since 1976 over 25,000 professional staff, board and other volunteer leaders have
benefited from Frank's practical, results-oriented training and consultation.
Frank served as a member of the national faculty of The Learning Institute, a joint venture of the Society for
Nonprofit Organizations, PBS, United Way of America, and the University of Wisconsin-Extension designed
to deliver training through a range of emerging technologies. The Learning Institute, faculty and partners
were the recipient of the American Distance Education Consortium 2000 Award for the “Certificate of
Excellence in Nonprofit Leadership and Management Satellite Series” He has provided training and
consultation to over 1800 organizations in the US including the YWCA, Peace Corps, Head Start, The Points
of Light Foundation, Association of Volunteer Administration, the American Camping Association, Wisconsin
Association of Homes and Services for the Aging, Evangelical Lutheran Church in America, Medical College
of Wisconsin, Greater Milwaukee Committee, American Lung Association and others. From 1981-1992,
Frank served as Coordinator of THE RESOURCE CENTER, a major provider of training to nonprofit groups
in Southeastern Wisconsin.
A graduate of the University of Wisconsin with an M.S. in Urban Affairs, Frank has done numerous
workshops on nonprofit management topics with special emphasis on involvement of the Board of Directors.
Frank has written extensively about the management of nonprofit organizations and is a contributing author
to the New Directions publication by Jossey-Bass, "Small Nonprofits: Strategies for Fund Raising Success."
He has been trained by the Peter F. Drucker Foundation in the use of the Organizational Self-Assessment
Tool. Frank has completed the Advanced Board Consultant Training Program offered by BoardSource,
formerly known as the National Center for Nonprofit Boards. Frank has recently completed the Distance
Education Professional Development Certification Program offered at the University of Wisconsin and is
presently developing a number of web-based and other distance learning offerings for nonprofits. Frank is
the author of "Encouraging Visionary Board Leadership" appearing in the forthcoming book, You and Your
Nonprofit: Practical Advice and Tips from the CharityChannel Professional Community, published by Charity
Channel Press.
Frank served as a community organizer for the Citizen Action Program (CAP) in Chicago and as a founding
organizer and staff director of the Milwaukee Alliance of Concerned Citizens. He also served as Senior
Training Consultant to ACTION/VISTA from 1977 to 1981.In addition to his professional work, since high
school days, Frank has played key roles in founding and leading a number of nonprofit organizations.
For more information, contact:
Frank Martinelli
The Center for Public Skills Training
2936 N. Hackett Avenue, Milwaukee, WI 53211
Voice: 414-961-2536 Web: http://www.createthefuture.com/About_Us.htm Email: frankwill@aol.com
Helping Determined Nonprofits Harness the Power of Shared Vision . . .
Now there are five new reasons to visit our website every week -- Weekly Picks in the following categories:
Cool Websites, Publication of the Week, Key Trends, Useful Resources, and Tech Tips. The picks are
updated each Monday. To check them out, go to: http://www.createthefuture.com/Whats%20New.htm
Also check out the Strategically Speaking Blog at
http://www.strategicthinkingandplanning.blogspot.com/
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.
48
Nonprofit Management Webinars from CreatetheFuture
Increasingly, nonprofits are utilizing webinars and other online offerings to meet pressing training
and technical assistance needs. We have over ten years of experience in distance education and
online learning. There are four ways we can help you tap the power of online learning to build the
organizational capacity of your nonprofit.
You Can Select Webinars from Our Catalog to be Delivered for an Audience You Specify
If you have already identified a training need within your nonprofit, you can select a webinar from
our catalog that addresses that training need. The webinar catalog includes a number of standalone training sessions as well as webinar series on priority topics. We can also help you develop
a training series to address your organization's unique needs. To download the Catalog, go to:
http://www.createthefuture.com/WebinarCatalog.pdf
We Can Custom Design Webinars for You
We can also custom design webinars to your exact specifications – you determine the audience,
topic, content, date and time as well as other desired features. We design and deliver the webinar.
You Can Attend Scheduled Webinar Training Programs Offered by CreatetheFuture.com
We will be offering an ongoing series of webinars beginning in 2011. If you would like to receive
notification of future webinar topics and dates as well as registration information, contact us at
http://www.createthefuture.com/webinars.htm.
We Can Design and Deliver a Blended Training and Consulting Program
We can also design customized training and consulting that includes a blended approach – for
instance, a training program that combines face-to-face training and online training. This approach
is helpful when face-to-face meeting time is limited because of geographic and/or scheduling
limitations of participants. Here are two examples:


A half-day or all day in person board retreat to assess current capacity of the Board of
Directors and to design a board development action plan followed by an online work
session to review planning begun at the retreat and finalize implementation details.
An in-person strategic planning retreat preceded by an online preplanning session for the
strategic planning committee with online post retreat follow-up planning committee sessions
to complete the process and prepare to bring a draft strategic plan forward to the board for
review and action.
Let us know if you would like to discuss these options. Contact us for more information at
http://www.createthefuture.com/ContactUs.htm.
Developed by Frank Martinelli, The Center for Public Skills Training, Milwaukee, WI. USA. www.createthefuture.com.