Presented by:
Frank Martinelli
The Center for Public Skills Training
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Assuring long term
financial sustainability
Alliances, partnerships
and strategic
restructuring
Measuring mission impact
Board and staff leadership
succession planning
Nonprofit advocacy and
public policy work
createthefuture.com
A Framework for Strategic and
Generative Thinking
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Fiduciary Mode – Key Questions
 "How are we doing to date?"
 “Are we in compliance?”
 The board as “watchdog” - Anything wrong?
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Strategic Mode – Key Questions
 "What should we be doing?”
 "Where are we going?“
 The board as “strategist” - What’s the plan?
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Generative Mode – Key Questions
 “What are the new possibilities?”
 “What’s the new question?”
 The board as “sense-maker” - What’s coming next?”
createthefuture.com
Type I
Fiduciary
Type II
Strategic
Type III
Generative
Board’s
role
Steward/
Watchdog
Strategist
Sense Maker
Key
question
What’s
wrong?
What’s the
plan?
What’s the key
question?
Problems
are to be
Spotted
Solved
Framed
Way of
deciding
Reach
resolution
Reach
consensus
Reach
understanding
No perfect one-size-fits-all
strategic planning model
for every organization at all
times.
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What is the purpose or hoped for outcomes
to be achieved by strategic planning?
Is a comprehensive planning process that
includes work on mission and vision or is the
organization only looking to update an
existing plan at the level of strategy or action
objectives?
How rapidly is the external environment
changing and what level of threat to the
organization do these changes pose?
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Have past planning efforts been successful or
not and what is the level of support for
strategic planning this time around?
Based on organizational culture and style, is
there a preference for one strategic planning
approach over another?
More Focused Process
More Comprehensive Process
Mission/Vision Status
 Issue(s) Selection/Identification
 Information/Data Needs
 Number of Planning Participants
 Available Time
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See page 2
1. Basic, comprehensive model
2. More narrowly focused issuebased approach
3. Strategic program planning
4. Scenario planning
5. Collaborative strategic planning
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.
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The mission, vision and goals your
organization will pursue
Whom you will serve
Your organization's role in the community
The kinds of programming, services or
products you will offer
The resources needed to succeed
How to best combine these resources,
programming and relationships for mission
impact
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Attention to external environment, markets
and stakeholders
Focus on developing shared vision
It’s strategic!
 Addressing critical emerging issues versus putting
out brush fires
 Innovation versus business as usual
Planning as a
Journey
Vision of
Intended Impact
Today’s Reality
createthefuture.com
Step
1- Information Gathering and
Analysis
Step 2 - Identification of Critical Issues
Facing the Organization
Step 3 - Development of Mission
Statement
Step 4 - Development of a Strategic
Vision Statement that Sets Future
Direction
Step
5 - Development of Strategic
Goals
Step 6 - Formulation of Strategies for
Each Goal
Step 7 - Preparation for
Implementation Planning Based on the
Strategic Plan (Annual Objectives)
Mission
Vision
Goals
Strategies
Objectives
“Forever”
5-10 years out
3-5 years
1-3 years
1 year
createthefuture.com
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Clear direction and focus
Increased program impact
Improved service delivery
Enhanced marketing and fundraising
Board effectiveness
Foundation for other types of planning
Engage others leading to deeper
commitments
Be prepared for change
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Shared understanding of strategic planning
Real commitment to the process
Agreed upon outcomes for process
Leadership of the board
Involvement of key stakeholders
Structured to encourage boldness, risktaking and creativity
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Organizational leadership
 Executive director and board president
 Other board and staff leadership
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Strategic planning committee
Broad based constituent input
 Internal stakeholders--all board and staff
members, consumers/clients volunteers
representing
 External stakeholders--donors and prospective
public and private funders, partners, among others
External Assessment
 Internal Assessment
 Market Assessment
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Changes and trends that impact the
organization and the people we serve
Market information about needs, perceptions
and services expectations
Internal assessment data that indicates
capacity to deliver the mission
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Existing statistics, studies, etc.
Secondary market research
Surveys
Focus groups
Key informant/expert Interviews
Community forums
Internal reviews, assessments and evaluations
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Board and staff survey
Key informant survey
Focus groups (Ex. for a school: parents,
students, alumni, educators, community
partners, donors, volunteers)
Financial trends data
Data from regional and national networks
Organizational assessments
Accreditation reports
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Fundamental policy or program concerns
which define major choices an organization
faces now and in the future
Long-standing problems anticipated to have
a significant impact on the organization
and/or community served
Major shifts in thinking that challenge
business as usual
Tension Points
Broad description of what we do, with/for
whom we do it, our distinctive competence,
and WHY we do it (our ultimate end)
Mission communicates “purpose”
Describes the results/
impact we will have
achieved and what the
organization will need to
look/act like in order to
achieve those results
Vision communicates
“direction”
Planning as a
Journey
Vision of
Intended Impact
Today’s Reality
createthefuture.com
2005:
The Milwaukee
Public Library is
Everyperson's gateway
to an expanding world
of information.
2014: MPL is an anchor
institution that helps
build healthy families
and vibrant
neighborhoods – the
foundation of a strong
Milwaukee.
Example
We transform lives by creating a vibrant and
diverse environment in which more women
become independent, visible in leadership,
and able to reach their full potential. Our
mission and work are embraced by a
community that has become intolerant of
violence and oppression. (YWCA Sauk Valley)
Example
More people, bowling
more often, having
more fun. (Bowling
Inc.)
Example
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.
Broad statements of what the organization
hopes to achieve in the next 3 years. Goals
focus on outcomes or results and are
qualitative in nature.
Example
Attract, develop and retain a versatile high
performing workforce.
Statements of major
approach or method for
attaining goals and
resolving critical issues.
Example
Offer a wide range of
professional development
opportunities for all
employees.
Specific, concrete, measurable statements of
what will be done to achieve a goal generally
within a one year time-frame.
Example
Launch a web-based professional training and
development portal for employees by
December 2014.
Goal
Strategy
Attract,
Offer a wide
develop and
range of
retain a
professional
versatile high
development
performing opportunities for
workforce
all employees
Objective
Launch a
web-based
professional
training and
development
portal by
December
2014
createthefuture.com
Objectives Responsible Party Time Frame
Measure
What will be
accomplished
Position or group with
primary responsibility
for the objective
Identify
How achievement
completion date
of objective will
be measured
Launch a
web-based
professional
training and
development
portal by
December
2014
HR Director
Dec. 31, 2014 • # of portal
visits;
• # of tools
downloaded;
• # of times
accessed web
based resources
are incorporated
into professional
development
plans
• Etc.
createthefuture.com
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Responding to new
opportunities faster
New models
Not a substitute for
mission
and vision work
“Faster is slower”
Collaborative strategic
planning
Create opportunities for
continuous strategic
thinking
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Highly focused effort: issue(s) clearly
identified at the outset
Assessment of information/data needs
Development of strategies and action
objectives to address selected issue(s)
MacMillan Matrix
 Matrix Map
 Theory of Change
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MacMillan Matrix Worksheet
Program
Fit
Good
Program
1
Economic
Attractiveness
Poor
High
X
Alternate
Coverage
Low
High
X
X
Low
Strong
Weak
X
Program
2
X
Program
3
X
X
X
Program
4
X
X
X
X
Competitive
Position
X
X
X
X
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Congruence with
mission/purpose and
vision?
Organization has
existing skills and
competencies?
Able to share resources
and coordinate activities
with other programs?
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Current stable funding?
High appeal to funders,
supporters?
High market demand?
Measurable, reportable
outcomes/results?
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Are similar services
provided?
Do customers have
many other choices?
Competitors now and
future?
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Good location,
logistical delivery
system?
Will customers
remain? Grow?
Is quality superior?
Record of securing
grants, funding?
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Stable staffing?
Ability to maintain
and continually
increase
competency?
Cost effective?
Strong connections
with consumers and
stakeholders?
MacMillan Matrix Worksheet
Program
Fit
Good
Program
1
Economic
Attractiveness
Poor
High
X
Alternate
Coverage
Low
High
X
X
Low
Strong
Weak
X
Program
2
X
Program
3
X
X
X
Program
4
X
X
X
X
Competitive
Position
X
X
X
X
MacMillan Matrix
High Economic
Attractiveness
(Easy to attract resources for
support)
Alternate
Coverage
HIGH
Low Econonic
Attractiveness
(Difficult to attract resources
for support)
Alternate
Coverage
LOW
Alternate
Coverage
HIGH
Alternate
Coverage
LOW
Strong
1.
2.
Competi Aggressive Aggressive
Competition Growth
tive
Position
5. Reinforce
Best
Competitor
or Find
Partner
6. “Soul of
the Agency”
Weak
3.
Competi Aggressive
Divestment
tive
Position
7. Consider
Partner or
Divest
8. Find
Partner or
Divest
4. Invest,
Find Partner
or Divest
9. Aggressive Divestment
10. Orderly Divestment
GOOD
FIT
POOR
FIT
Bell, Masaoka and Zimmerman
Understand Your Finances
Specific Costs
Direct Costs /
Program Costs
Shared Costs
Portion of rent,
liability insurance,
technology, etc.
Admin Costs
Portion of
administrative costs.
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Alignment with core
mission
Excellence in execution
Scale or volume
Depth
Filling an important gap
Community building
Leverage
Criteria to Consider
Instead of:
Taking it for granted . . .
Not involving the board . . .
Turning your attention to
“problem areas”
Instead of:
Closing it because its not
breaking even . . .
Making it the sacred cow that
can’t be criticized . . .
Instead of:
Giving it second class status . . .
Keeping it separate from
programs . . .
Instead of:
Trying once again to
improve it . . .
Not thinking about it . . .
A Theory of Change defines all
the building blocks required to
bring about a long-term goal.
FEF THEORY OF CHANGE
Activities/
Programs/
Initiatives
Strategies for Impact
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CIC
Scholarships
Internships
FEF
college/university
certification &
accreditation
program
Metal casting
advisory
committees
Board contact to
each school
Funding support
to improve
infrastructure
Research grants
Targeted
endowments
Managed funds
for AFS and
others
Supplier support
to FEF schools
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Create opportunities for
students with interest in
metal casting and related
fields to learn about
employment/ leadership
opportunities in the
industry, develop
relationships with industry
leaders, and secure
employment
FEF interacts with industry,
schools and key professors
to foster development of
programs that produce the
students with needed skills
Educate foundries on
where and how student
hires can be used/add
value
FEF collaborates with other
societies to advance the
industry
Increase fund development
efforts to support FEF
efforts
Engage new schools
(broaden base)
Provide support and
recognition on behalf of
high performing professors
Intended Impact
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Priority HR needs of the
industry are met
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High talent students with
leadership potential
choose metal casting
careers
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Industry will hire the
students “produced” by
FEF
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Students have the skills
required by Industry
(talent pool is created)
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Collaborative efforts add
measureable value
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Highly engaged
professors and facilities
that attract students to
the industry
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Defined mix of FEF
schools aligned with
industry needs (research
schools, etc.)
Current Mission
The Foundry Educational
Foundation strengthens
the metal casting industry
by supporting unique
partnerships among
students, educators and
industry, helping today's
students become
tomorrow's leaders.
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Step 1. State the focal issue or purpose.
Step 2. List the key factors that influence
the future in which our YWCA will operate.
Step 3. List the driving forces among these
key factors.
 Forces that are highly predictable or
predetermined (i.e. demographics)
 Forces that are uncertain (i.e. public opinion).
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Step 4. Rank the key factors and driving
forces by importance and by uncertainty.
Step 5. Develop alternate futures.
1. Develop an initial description of this
scenario -- how you might expect this
scenario to play out for the YWCA – what
would be happening in such a future?
2. What is the impact of this future scenario on
the YWCA and/or community served?
3. What are the implications for the YWCA? What actions would we take to advance our
mission if we knew this were the future?
4. Write a short story or narrative that
describes your assigned scenario.
Increasingly common – and
important!
 Focus on a shared customer
base or constituency rather than
developing a plan for one
organization
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Convener: Mental Health America - Wisconsin
Collaboration Partners: Nonprofit
organizations and public agencies working in
mental health
Planning Focus: Develop strategies to
incorporate prevention and early intervention
initiatives into the state public mental health
system
Open space
 Future search
conference
 Whole systems
 Appreciative inquiry
 Real time strategic
change
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Include “outsiders”
Use analogies from
other fields
Involve people at the
edges
Meet in unfamiliar
settings
Let yourselves go
createthefuture.com
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What do you expect to accomplish?
How much commitment is there to the
process?
Is there organizational readiness for strategic
planning?
How will the board and key staff be oriented
to the process?
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How long will it take?
Who else should be involved? How?
How will we encourage boldness, risk-taking
and creativity on the part of planning
participants?
Should a consultant be used for all or part of
the process?
createthefuture.com