STRATEGIC PLANNING PREP SERVICE GRANT DETAILS

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1 STRATEGIC PLANNING PREP SERVICE GRANT DETAILS

2 OUTLINE Why Strategy Management? Service Grant Overview Project Scope Project Flow Nonprofit eligibility criteria Nonprofit team Pro bono consultant team The Strategy Management Practice Area is presented by Wells Fargo. This Service Grant design is brought to you The David & Lucille Packard Foundation

3 WHY STRATEGY MANAGEMENT? The Strategic Planning Prep Grant is part of Taproot s Strategy Management practice. Mission/Vision Define and adopt mission, vision, and values Preparing to Plan The Strategy Management practice provides critical support for your organization s planning process, providing you with the data you will need to create a solid strategic plan and ways to monitor and measure your success in executing that plan. Implement and Monitor Develop operating plan Measure and monitor progress Update plan as needed Strategic Planning Process Strategic Planning Facilitation Write and adopt strategic plan Select planning team Ensure readiness Gather data needed for good decision-making Strategic Planning Prep Build foundation for planning buy-in Define priorities

4 STRATEGIC PLANNING PREP SERVICE GRANT OVERVIEW THE VALUE PROPOSITION Good strategic decisions depend on having accurate and up-todate contextual information. Our team provides a detailed map of your organization s situation, position, and potential to better inform your strategic decisions and understanding of the environment in which you operate. THE PURPOSE Make informed strategic decisions Build on organizational strengths, and mitigate weaknesses Adapt to a changing environment THE IMPACT A fresh, outside perspective on your organization s current state A clear understanding of environmental influences Detailed, accurate context for informed planning not just hunches and anecdotes, but facts

5 STRATEGIC PLANNING PREP WHY DO THIS SERVICE GRANT? To answer questions about your environment: Do we need to adjust our services to meet the needs of a changing client base? What are similar organizations doing to address the funding crunch? Are critical foundations starting new initiatives that could leave us behind? Are my peers succeeding with the new technology we ve been hesitant to try? To align internal stakeholders: Board members don t understand your direction. Staff members question why you re making changes. Funders want to see the data behind your decisions..

6 PROJECT SCOPE In Scope Review of existing organizational materials and data Literature review Internal interviews (up to 5 sessions) External interviews (up to 15 sessions) Environmental scan SWOT analysis Out of Scope Creating or revising a strategic plan Developing strategic recommendations Organizational assessment More than 20 interviews total Focus group or survey research Changes to mission, vision, and values Board or staff training

7 PROJECT FLOW Kickoff Planning Environmental Scan, Part 1 Environmental Scan, Part 2 Celebration Evaluation & Closing Draft project plan Prepare Our Current Understanding Communicate roles and responsibilities Finalize Project Plan Conduct Internal Interviews Review Literature Prepare and Present Environmen tal Scan Direction Begin External Interviews Begin Other Discovery Prepare and Present Preliminary Findings Complete External Interviews Complete Other Discovery Prepare and Present Environmental Scan and SWOT Report Celebrate Successful Project Complete Evaluations Send Deliverables to Taproot Close Project

8 NONPROFIT GRANTEE CRITERIA A clear sense of your organization's mission and vision Either just completed or is soon to complete the time period of the current strategic plan, or has another strategic need for contextual information Resources and staff/board alignment needed to enter into a strategic planning process or other key lifecycle moment in roughly 9 months to a year from time of application Staff who can invest the necessary time to make the project succeed. Executive Director: 1 to 2 hours per week Day-to-Day Contact: 2 to 4 hours per week Key managers: 10 to 20 hours total Board representative: 10 to 20 hours total.

9 NONPROFIT TEAM EXECUTIVE SPONSOR 1-2 hours per week. Provides high-level leadership on the project, helps to address challenges and makes or facilitates key decisions. DAY-TO-DAY CONTACT 2-4 hours per week. Maintains the project workflow for the nonprofit team and serves as the main point of contact for the pro bono consultant team. KEY MANAGERS hours total. Available to provide information, participate in meetings, and offer feedback as needed throughout the project. BOARD REPRESENTATIVE hours total. Attends key meetings, provides information, gives feedback, and reports progress to the Board.

10 PRO BONO CONSULTANT TEAM ACCOUNT DIRECTOR Staffs, supervises, and leads the pro bono consultant team. PROJECT MANAGER Maintains the project workflow for the pro bono consultant team and serves as the main point of contact for the nonprofit team. STRATEGY CONSULTANT Leads and directs the discovery and analysis, participates in limited number of interviews, and conducts portions of other research. Also takes the lead in preparing and presenting all deliverables, ensuring that they are aligned with the Environmental Scan Direction as well as the refined focus of the Preliminary Findings and that the nonprofit team understands the competitive and strategic issues and implications. STRATEGY ASSOCIATE (2) Plans and conducts most internal and external interviews during discovery. Also assists with other discovery and preparing and presenting findings.

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