CCT P roje ct
Strategic Planning Workshop
Workshop Agenda
RWN Strategic Planning Workshop
Morning Session 10:00 AM – 11:45AM
• Introductions & Opening Remarks • Background • Survey Results & Insights
11:45AM– 12:15 PM
Lunch Break
Afternoon Session 12:15 PM – 2:00 PM
• Review RWN Existing Vision Statement • Vision Exercise • Wrap-up & Next Steps
Morning Session
RWN Strategic Planning Workshop
Background 10:10 – 10:30
• • • • •
Purpose Strategic Planning Milestones and Deliverables Components of a Strategic Plan Capturing Ideas for the Plan
Survey 10:30 – 11:45
• • •
Survey Design and Approach Survey Results: Your Words Survey Results: Your Data
Purpose
CCT Volunteer Team Objective
Nonprofit organization whose mission is to make a positive contribution to the community by helping non-profit and public sector organizations address their strategic management challenges.
Our objective is to provide RWN with the framework, tools, and resources to develop an attainable and sound strategic plan.
Strategic Planning process Phases, Key Activities, and Outputs
Phase
Assessment
Key Activities
Conduct Interviews
Setting Vision & Priorities
Goals and Action Steps
Data Analysis
Identify Goals
Conduct Workshop
Board reconvenes to review and set priorities
Data Collection Strategy
Adoption Board review and approval of plan
Implementati on Execute on the plan Tracking metrics
Communication about priorities
Review and revise
Strategic Plan
Metrics
Schedule Workshops
Interview Notes
Survey Data & Key Findings
Goals, Strategies, and Actions, and Metrics
Survey/Assessment
Action/Project Plan SWOT Analysis
Workshop Preparation
Draft Strategic Plan
Workshop
Outputs
Strategy Framework Vision Statement
5
Milestones & Deliverables
Milestones are target dates for the tasks and deliverables Project Initiation Discovery and Research Analysis and Recommendations Final Deliverable
Revised Scope Approval 3/6/2014
Mid Term Review 3/8/2014
Survey to Board/ED 3/14/2014
Client Kick-Off Meeting 2/20/2014
Strategic Plan Framework to Client
Strategic Plan Framework DRAFT
4/30/2014
Final Report and Presentation to Board
3/21/2014
Workshop
5/9/2014
3/29/2014
Feb
Mar
Apr
May
2014
Components of a strategic plan Key components of a strategic plan – Our focus is on the Vision
Mission
Why the organization exists
MISSION
Vision
Statement of direction in the coming years; what you want to become
VISION
Goals
Short to medium term statements of intent with quantifiable outcomes
Initiatives/Actions
Actions to be taken, alone or in combination, to achieve a goal
Metrics / Target
A quantitative or qualitative measure of performance
Workshop Focus GOAL
GOAL
GOAL
GOAL
Initiative Initiative Initiative
7
Capturing Ideas for the strategic Plan Parking Lots and Sticky Notes
A parking lot is place on the wall, a whiteboard, or a chalkboard where you “park” (write down) someone’s comment or idea, so that you can come back to talk about their point later. We have a parking lot for Mission, Vision, Goals, Initiatives/Actions, and Targets. Sticky Notes will be used to write down those ideas and “park” them in the lots. We will also use the notes in our Vision Exercise this afternoon.
8
Survey Design Qualitative and Quantitative Self-Assessment
Qualitative Questions Open questions designed to gather feedback on vision, goals, strengths, and weaknesses.
Quantitative Questions Capacity assessment is a tool designed to help nonprofit organizations assess their capacity in key areas. Adapted from Capacity Assessment Grid designed by McKinsey & Company. 9
Survey Design Quantitative Component Explained
Capacity Assessment Survey designed to specifically: • Identify those particular areas that are strongest or need focus • Draw out different views within an organization • Serve as a temperature check/general indication of an organizations capability and current capacity
Answers were listed on a continuum of capacity and given a numeric value of 1– 4: 1 2 3 4
Clear need for increased capacity Basic level of capacity in place Moderate level of capacity in place High level of capacity in place
10
Survey Design Quantitative Component Example
‘A’ indicates a clear need for increased capacity and has value of ‘1’. ‘B’ indicates a basic level of capacity is in place and has a value of ‘2’. ‘C’ indicates a moderate level of capacity is in place and has a value of ‘3’.
The higher the value the more capacity
‘D’ indicates a high level of capacity is in place and has a value of ‘4’.
11
Survey Results: Your Words Highlights based on the respondents short answers
Current State
Strengths, Weaknesses, Opportunities and Threats (SWOT) Important services and service opportunities Current priorities based on 10K donation
Future State
Focus areas for next year and 3 years Becoming a more effective organization What does success look like
12
Survey Results: Your Words Strengths, Weaknesses, Threats, and Opportunities Helpful • • • Internal
• •
STRENGTHS Relationship with Refugee Community Targeted Client Profile Microenterpise & Life Skills Expertise Commitment to Refugee Mission Workplace Culture
Harmful • • • • •
OPPORTUNITIES • • • •
External
•
Refugee Women Networking Service Refugee Women Leadership Growth Organizational Passion Partnership with Government Agencies Education, Employment & Health Programs
• • • •
WEAKNESSES Fundraising Capability Marketing Capability Organizational Empowerment & Development Client Engagement + Retention Relationship with Non-Refugee Community THREATS Single Source Funding Model Brand Awareness Employee Retention Public Relations
13
Survey Results: Your Words Most Important Services and Service Opportunities What are the most important services that RWN currently provides to its clients?
Are there any services that RWN does not currently provide to its members or constituents that it should consider offering or focusing on?
Business Skills Training Leadership Training
Employment/Career Coaching/Professional Skills
Life Skills Training Health Microenterprise Program Leadership/Training for Transformation
Survey Results: Your Words If a donor were to donate $10K tomorrow, how would you allocate those funds? Fundraising Support
Staff
Programs
Savings
Research
Marketing
Other
March 29, 2014
Refuge Women’s Network
$10000.00
Ten thousand ------------00/100
$
Generous Donor 15
Survey Results: Your Words What would you like RWN to focus on in the next year? Next three years?
1 yea r
Relationships with funders
Streamline programs
Increase Outreach & Awareness
Develop & Diversify Board
Focus on/Grow Microenterprise program Increase staff Study outcomes/impact
Involve more refugee women in board/leadership roles
Focus on Leadership/ Business Training Diversify funding sources (Sponsors)
Career Coaching workshops
Expand programs
National Organization/ Nationwide Recognition
3 y e a r s 16
Survey Results: Your Words What would you like to see RWN do in order to become a better or more effective organization?
Increase Board/Staff capacity
Focus/Assess Programs & Organization • Assessment of relevance and sustainability • Focus services • Improve current programs
• • • •
Increase staff & budget Fill ED position Board development Create advisory council
Increase Board Role in Funding
Build External Relationships • Outreach community • Potential sponsors
• Increase giving • Board create/leverage relationships for raising funds
17
Survey Results: Your Words How do you know RWN is successful? What does success look like and how do you measure it? # of immigrant and refugee women thriving in business and community
Brand Awareness and Respect
Client feedback
Partnerships
Clients
Community
# of start up businesses
Involvement with Entrepreneurship Organizations
SUCCESS Decreased rate of loan forgiveness Staff Engagement Hours worked
Staff
Programs
Increased program participation Fundraising capacity
Tools to manage clients Sustainability Secure
18
Survey Results: Your Data Analysis based on the respondents capacity selection
Key Areas
Mission and Vision Strategy Operations Relationships Human Resources
19
Mission and Vision Mission and Vision 4 3.5 3
Capacity
2.5 2 1.5 1 0.5 0
10. Mission
11. Vision Average
Average = Sum / Total Median = 50% above and below.
12. Vision - Boldness Median
13. Overarching Goals
Strategy Strategy 4 3.5 3
Capacity
2.5 2 1.5 1 0.5 0
14. Overall Strategy
16. Program Relevance Average
Average = Sum / Total Median = 50% above and below.
Median
Operations Operations 4 3.5 3
Capacity
2.5 2 1.5 1 0.5 0
18. Funding Model
21. Financial Planning Average
Average = Sum / Total Median = 50% above and below.
Median
Relationships Relationships 4 3.5 3
Capacity
2.5 2 1.5 1 0.5 0
23. External Partnerships and Alliances
24. Monitoring of Landscape Average
Average = Sum / Total Median = 50% above and below.
Median
25. Public Relations and Marketing
Human Resources Human Resources 4 3.5 3
Capacity
2.5 2 1.5 1 0.5 0 26. Board Composition and Committment
28. Board Passion and Vision Average
Average = Sum / Total Median = 50% above and below.
Median
30. Staff
Key Areas RWN Has Clear Strengths in All Areas
Contribution to Total Performance by Area 100%
4
Capacity
3
60%
2.5
40%
2
20%
1.5
0% Mission and Vision 1
Operations 2
3
Contribution = # Reponses / Total Responses Average = Sum / Total
4
1 Human Resources Average
Capacity
3.5
80%
Survey Results Overview Capacity Strengths Weakness 1. Staff 2. Board Involvement 3. Financial Planning 4. Monitoring Landscape 5. Board Passion
1. Volunteers 2. Goals 3. Funding Model 4. Program Growth 5. Board Experience
Consensus Yes
No
1. External 1. Goals Partnerships 2. Performanc 2. Fundraising e 3. Mission Managemen 4. Public t Relations 3. Vision 5. Strategy Boldness 4. Program Relevance 5. Monitoring Landscape
Afternoon Session
RWN Strategic Planning Workshop
Current State
• •
Review Current Mission Review Current Vision Statement
Envision the Future Exercise
• • •
Part 1: Letter to Doua Part 2: Vision Statement Wrap-Up and Next Steps
RWN Current Mission Excerpt from Strategic Plan Refugee Women’s Network 2012-2015
Refugee Women’s Network is created by women for women, that focuses on enhancing refugee and immigrant women’s strengths, skills, and courage through leadership training, education and advocacy to promote independence, self-sufficiency and networking among its participants.
RWN Current Vision Excerpt from Strategic Plan Refugee Women’s Network 2012-2015 Three to five years we are: National organization providing empowerment leadership academy on the east coast and training others to provide the leadership training.  We are marketing and selling our leadership training curriculum and certifying trainers.
Membership association with 1000 women as members of our organization. We are positioned as a national clearinghouse of information for women refugees regarding community based leadership. Our funding is diverse and stabilized through our ongoing development, membership and fee based programming.
Envisioning the Future Exercise Part 1: Letter to Doua
Scenario Imagine you have a friend who has been deeply involved in RWN, but who has left the area and lost touch with the organization. However, 3 years later, this friend writes to you and asks about the organization. Activity 1.
10 min
Describe in detail what the organization is doing. Describe the activities, programs, or accomplishments, the clients, the stakeholders and community, and its staff and board. Write this down on paper – do not share with the team.
2.
15 min
In small groups, review your letters and identify common and unique elements. Write key phrases for each area on sticky notes.
3.
20 min
Share with the entire team your list. We’ll compile a master list on the vision board. 31
Envisioning the Future Exercise Part 2: Vision Statement 4.
15 min
Break into small groups (pairs) and using the thoughts on the sticky notes, create one sentence that encompasses the ideas and articulates the vision of the organization. The sentence should use the words that are on the sticky notes‌.try not to use your own words.
5.
10 min
As a team, we will review and share the vision statements from each team. The group will vote on which one they like best (the others are not discarded) and will start with that vision statement.
6.
20 min
As a team, review the other vision statement and identify what you like about the visions statement. We’ll incorporate those thoughts into the single vision statement (highlight the key words / phrases that people like to draw them out). We’ll revise the main vision statement until the team has landed on one they feel best fits the direction of the organization. 32
In your Words Vision and Strength
Next Steps And Thank You!
CCT
Complete strategic plan framework with inputs from today’s Workshop including resources for the following areas by April 30: • Key goals • Priorities • Initiatives • Metrics
Appendix Key Goals, Sample Initiatives and Metrics
Key Goals What goals can we consider that match with the desired future direction?
Area Fu Marketing / Branding n c Fundraising / Events t Financial Stability i o Staffing / Board n s Office Infrastructure
Goals
Pr Women Business Center o g Life Skills & Leadership Program r a m s 36
SAMPLE ONLY!! Functional Goals
Program Goals
1.
1. 2. 3. 4.
Grow social media presence (3,500 to 10,000 followers) 2. Improve brand recognition of VH 3. Become a model (thought leader) POL affiliate 4. Increase fundraising $ by 20% by EOY (2014) 5. Increase unrestricted funds by 20% 6. Increase number of grants submitted by 5 7. 3 months of operating cash in the bank 8. Add 5-7 board members (cap at 30) 9. Accommodate growth 10. All hardware and software no more than 5 years old
5. 6. 7. 8.
Grow to 2,500 agencies by end of 2015 Grow to 40,000 volunteers (excluding MVP) Grow GHSA to 200 nominations Grow St. Nick's event by 10-15% by end of 2015 Grow to 4 corporations by end of 2016 Leverage interns for donations and PR Grow corporate service projects by average of one per month Grow youth program to sustain throughout the year
37
Initiatives and metrics (SAMPLE ONLY!!!) GOAL F5: Increase unrestricted funds by 20% #
Initiatives
Possible Measures / KPI’s
F5.1
Develop new donor list (board member contacts) and increase funds
# of new donors # % increase of funds from new donors
F5.2
Increase funds from existing donors
# % increase of funds from prior years of existing donors
F5.3
Create 1 -2 events between two current marquee events
Created and approved $ raised from events YOY attendance of events
F.5.4
Increase program service income (e.g. MVP, corp service projects)
$ raised from service programs