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8/3/2019 REDF Strategic Planning Guide
http://slidepdf.com/reader/full/redf-strategic-planning-guide 1/12
1REDF
Strategic Planning Guide
REDF Social Enterprise Start-Up Tool Kit
Emily Bolton, Enterprise
Development Manager, REDF
8/3/2019 REDF Strategic Planning Guide
http://slidepdf.com/reader/full/redf-strategic-planning-guide 2/12
2REDF
Strategic Plan Process
StrategicClarity
ResourceImplications
StrategicPriorities
PerformanceMetrics
O b j e c t i v e
M e t h o d
O u t p u t
To develop a concretedescription of the impact forwhich the organization will holditself accountable and create theorganization’s theory of changeto explain how their work willachieve that impact.
A half day board and staff offsiteled by a facilitator to focus ondefining the primary impact andtheory of change.
•Agreement on the primary aim
of the organization.•A draft theory of change that canbe the basis for the strategicplan development
To determine the specific actionsand activities that must takeplace to achieve the intendedimpact.
Evaluate organization’s currentprograms in terms of cost,mission alignment and efficacy.Assess whether there areprogram gaps in light of the newtheory of change.
•A map of where programs are
aligned with the theory ofchange, where there areprogram gaps and wherecurrent programs are peripheral
•Analysis of current programs interms of costs and outcomes
•Recommendations for programmodifications
•A recommended programstructure that is aligned with thetheory of change
Assess the financial, human andorganizational implications of theproposed program structure andcreate a plan to secure theresources needed.
Assess the HR, Infrastructure andFinancial impact of therecommended program structure.
•If appropriate a revised org chart
plus hiring and trainingrecommendations
•A financial forecasting modelbased on the new program costs
•Analysis of the funding gaps in thenew model
•Recommendations for addressingprojected funding gaps
•Recommendations for additionalinfrastructure needed to supportthe new model
Establish the quantitative andqualitative milestones that will beused to measure progress towardthe intended impact
Determine the long term andintermediate metrics andmilestones that are aligned withthe organization’s desired impactand theory of change.
•Two to three key metrics and
milestones for each program area•A measurement plan that theorganization can implement
Strategic Plan
Theory of Change
Source: Bridgespan whitepaper “Business Planning for Nonprofits” © REDF – Please do not distribute without prior permission from REDF
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3REDF
Strategic Plan Process
StrategicClarity
ResourceImplications
StrategicPriorities
PerformanceMetrics
© REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Clarity: Key Questions
• Who or what are we ultimately trying to serve?
• What are the specific outcomes for which we want to be held accountable?
• What activities must we undertake to achieve concrete and measurable results?
• How does our specific portfolio of programs and services lead to change?
A concrete description of the impact for which the organization will hold itselfaccountable.
The organization’s theory of change to explain how their work will lead to thatimpact.
To develop strategic clarity the organization needs to answer the following questions:
Source: Bridgespan whitepaper “Business Planning for Nonprofits” © REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
http://slidepdf.com/reader/full/redf-strategic-planning-guide 5/125REDF
Theory of Change Framework
Short TermOutcomes(What are short term outcomes of your long term goal?
What will change as a result of your strategies?)
Strategies(What strategies will you use to solve the problem? These are high level themes rather than specifics)
xxx
What is the mainproblem you aretrying to solve?
xxx
Activities(What are key activities for each strategy that will help you reach your outcome?)
xx
Ultimateoutcome youwant toachieve(What is your
ultimate goal?)
xxx
xxx
xxxxx
xxxxxx
xxx
The theory of change can be developed using the following framework:
© REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Plan Process
StrategicClarity
ResourceImplications
StrategicPriorities
PerformanceMetrics
© REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Priorities: Key Questions
• How well does each of our current programs or activities align with our mission andintended impact?
• What are our full costs, both direct and indirect, for operating each program?
• Do all of our activities use our core capabilities and expertise or are we stretchedtoo thin across different services?
• How well do we perform compared to peers? Are there other organizations that dosome or all of what we do?
• Are there services we should modify or add to maximize impact?
An outline of the specific actions and activities must take place to achieve theintended impact
To develop strategic priorities the organization needs to answer the following questions:
Source: Bridgespan whitepaper “Business Planning for Nonprofits” © REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Priorities: A Decision Making Framework
Income Opportunities Clear Winners
Distractions Investments
Net
FinancialMargin ($)
+
0
-Alignment
with Theory ofChange
Low High
These activities can generate income to fund other programs.However, if an organization devotes too many resources to these activities staff will be distracted from activities more aligned with the theory of change.
These activities generate income and are aligned with the theory of change – these are activities are winners and you should keep them
These activities cost the organization money and don’t help to advance the theory of change. These are distractions.
These activities are strongly aligned with the theory of change but need funding from other programs or external funders.
Prioritization should be done using the following framework:
Source: Bridgespan, Daniel Stid © REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Plan Process
StrategicClarity
ResourceImplications
StrategicPriorities
PerformanceMetrics
© REDF – Please do not distribute without prior permission from REDF
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Resource Implications: Key Questions
• Do we have the right organizational structure in place to implement the plan?
• Does our existing staff have the skills and expertise to execute our strategic priorities?
• How much new work does the new plan entail?
• If so, how much capacity does our current staff have to take on new work? Do we need to add positions,
or scale back our goals?
• If not, what roles do we need to create? Where do we find the right people to fill these roles?
• What new or improved systems do we need to do our work more effectively (e.g. IT, performancemeasurement, financial)?
• What HR systems should we put in place to manage our organization (recruiting, orientation, training,evaluation)?
• Can we manage the budget required by the human resource and infrastructure investments?
• How will the new costs affect our cost per outcome?
• How is the funding community likely to respond to the spending plan? Can we raise the money we need?
A outline of the financial, human and organizational resources needed to implement thestrategic priorities
A plan outlining how to secure the resources needed
To outline the resource implications the organization needs to answer the following questions:
Source: Bridgespan whitepaper “Business Planning for Nonprofits” © REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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Strategic Plan Process
StrategicClarity
ResourceImplications
StrategicPriorities
PerformanceMetrics
© REDF – Please do not distribute without prior permission from REDF
8/3/2019 REDF Strategic Planning Guide
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12REDF
Performance Metrics: Key Questions
• What are the long term social outcomes goals?
• What are the intermediate measures of progress towards these goals?
• How will we assess whether we have achieved our long term and short termgoals?
• How do we implement a performance measurement process?
Quantitative and qualitative milestones that make it possible to measure progress
A plan for implementing performance measurement
The organization needs to answer the following questions to set performance metrics and ameasurement plan:
Source: Bridgespan whitepaper “Business Planning for Nonprofits” © REDF – Please do not distribute without prior permission from REDF