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Organizational
Planning and Evaluation
Who, What, When, Why and How
Susan Hay Patrick
Chief Executive Officer
United Way of Missoula County
[email protected]
July 24, 2014
Why Bother With Strategic Planning?
It enables your organization to:
•respond effectively to external trends and changes
•clarify and respond effectively to internal needs
and issues
•clarify where the organization is headed,
internally and externally
•respond to the expectations of outside
stakeholders
Most importantly, strategic planning
enables an organization to:
•gain (or regain) control over its direction
•map out how to achieve reasonable goals
“If you don’t know where you’re going, any
road will do.” – The Cheshire Cat to Alice
Done well, strategic planning gives an
organization renewed energy and purpose.
When organizations engage in strategic planning
New: To set your course
Established: When your last plan has been achieved
Changing: As internal and external trends change
your environment
“Change is inevitable – except from a vending machine”
– Robert C. Gallagher
When NOT to engage in strategic planning:
•When your organization is in crisis
•When your organization is changing top staff
leadership
What Is A Good Strategic Plan?
•A statement of your organization’s mission, vision,
values and principal goals over a two-to-threeyear period – and steps to achieve your goals
•An organizational roadmap and guide
What a Strategic Plan should NOT be:
•A series of unalterable truths and immobile goals.
•Something that sits on the shelf, gathering dust.
Who should you involve in strategic
planning?
•Major stakeholders: board, key staff, donors,
partners, volunteers
•Strategic Planning Committee…or not?
•Strategic Planning consultant…or not?
•Look out the window, not just in the mirror
Things to include in your Strategic Plan
• GOALS
•
•
•
•
•
RATIONALES
RESOURCES
ACTION STEPS
TIMELINE
EVALUATION COMPONENT
PLAN
PROGRAM
BUDGET
Keep it Simple
The Process
“The way to do things is to begin.”
--Horace Greeley
Getting Started:
Analyzing and Brainstorming
• Where are we?
•The organizational pie
•The first meeting – action verbs!
Timeline for Planning
3-6 months; 10 steps to get from Here to There
1. Analyzing
2. Brainstorming
3. “Marinating”
4. Defending/refining
5. Prioritizing
6. Developing
7. Approving
8. Implementing
9. Evaluating
10. Revisiting
Seven Elements of a Good Strategic Plan
1. It’s not overly complex.
2. It’s realistic.
“You must plough with such oxen as you have.”
--English proverb
3. It’s the sculpture, not the stone.
4. It puts your money when your mouth is.
5. Everyone understands and commits to it.
Even if they oppose parts of it.
6.
It is used as a public relations/marketing, and
constituency-building tool
.
7.
It’s symbiotic.
The Definition of an Excellent Strategic Plan
• A compelling vision
• Well executed
• At an appropriate pace
• Communicated clearly and often
• Revisited and tweaked as circumstances
require
United Way of Missoula County
Outcomes-Management Form
This form is a critical element of your proposal to United Way. It helps reviewers evaluate the assumptions, expectations and activities
underlying your program, including the projected long-term impact of your work. Using this form as a template, and both the “Helpful
Definitions” document and the attached sample as a guide, describe the resources and sequence of activities needed in order to achieve
the desired results, measurable outcomes, and expected long-term results of the program for which United Way funding is requested.
Please include information for work projected in funding year 2014-15. If you are applying for more than one program, please
complete an application form and this form for each.
Organization Name:
Program Name:
Community Impact Initiative area: (Education, Income, or Health)
Name of person completing form:
Resources
1.
2.
3.
4.
5.
Phone:
Activities
Results/Outputs
Email:
Outcomes
Long-Term Impact
Helpful Definitions
for satisfactory and effective
Outcomes-Management
Forms
for United Way of Missoula County
United Way of America has encouraged the use of outcomes-management forms (also known as logic
models) among local United Way agencies for nearly a decade. Increasingly, other funders are following
suit. We hope these definitions are helpful to your completion of this section of the application.
o Resources (also known as “Inputs”): Resources that are dedicated to or consumed by the program; for
example, staff, curriculum, facilities, equipment and supplies.
o Activities: Activities are what the program does with the resources. If you have access to the resources
delineated above, you can use them to accomplish your activities. Activities include the processes, events,
and actions that are central to implementation of your program. For example: “Provide clients with case
management” or “teach classes in effective parenting.”
o Results/Outputs: If you accomplish your activities, you will hopefully deliver quantifiable results.
Results/Outputs are the measures used to show you have completed the activities you have identified as
necessary to achieve your goals. For example: number of clients provided with case management; number of
classes taught; number pounds of food delivered to number of families in need.
o Outcomes: If you accomplish your activities as you intend, your participants will benefit in certain ways.
Outcomes are the benefits for participants during and after their involvement with a program or a service.
Outcomes are the specific changes in program participants’ behavior, knowledge, skills, status and level of
functioning. They should be attainable within 1-2 years (the maximum length of this funding cycle).
o Long-term Impact: If the above outcomes are achieved, then certain fundamental changes in
organizations, systems and/or communities can be expected to occur. Long-term impact represents the
ultimate goal(s) of your United Way-funded program.
Sample Outcomes-Management Form for the Mythical Rural-State Pro Se Project
Adapted from the W.K. Kellogg Foundation/Mosaica
Organization Name: Legal Services Clinic
Program Name: Low-Income Legal Services
Community Impact Initiative area: (Education, Income, or Health) Education
Name of person completing form: Joe Smith
Resources
Activities
X% of salary for staff attorney
Y% of salary for paralegal
Z% of salary for technology
director
Train and prepare attorneys
and paralegals for pro se
assistance to clients
$Y for consultant help in
developing forms and packets
Develop simplified court
forms and packets for common
civil legal problems
Purchase of computers,
related hardware and
software
Provide client tutorials, training,
and individual assistance on use
of forms
Communication costs
In-State travel costs
Training expenses
Operating costs
Develop community
computer access
Develop on-line access to
materials and pro se
assistance
Work with court system
Phone:
555-5555
Results/Outputs
Email: [email protected]
Outcomes
Long-Term Impact
X number of attorneys and Y
number of paralegals trained
Short-term (by end of
project):
Long-term (within 3-10
years):
Development of X number of
simplified court forms and
packets covering common legal
problems related to the following
civil areas: public entitlements,
housing, consumer rights, and
employment.
A pro se project will be
established at the LowIncome Legal Clinic to
assist low- income
individuals in representing
themselves in court for
various civil legal matters
Low-income people will
commonly and
successfully represent
themselves in court on
simple civil matters
Completion of training/tutorials
to X number of clients
Simplified court forms
and packets will be
available on-line for the
most common legal
problems, including
rights to public
entitlements, housing,
consumer rights, &
employment
Community computer access
arranged in 15 locations
throughout the state
Technology selected to
make possible on-line
access
Low-income clients will
have the computer skills to
access and use simplified
court forms and packets
Low-income clients will
be familiar with civil
court processes
Courts will have written
guidelines on court
protocol for clients
acting pro se to assist
them with court
appearances
A system will be in place
to ensure that each pro se
case receives on-line
support from paralegals
and attorneys from initial
request through
satisfactory resolution and
record keeping
The number of lowincome individuals who
feel sufficiently
empowered to choose to
represent themselves in
selected civil matters
will have increased by
X% per year
Questions?
Susan Hay Patrick
Chief Executive Officer
United Way of Missoula County
[email protected]
549-6104
July 24, 2014
Leadership ABCs
A:
B:
C:
D:
E:
F:
G:
H:
I:
Attitude and Appreciation.
Believe.
Care.
Be Decisive.
Excellence.
Follow-through.
Be Gentle.
Humor and Humility.
Integrity.
Leadership ABCs
J: Judgment.
K: Kindness.
L: Love.
M: Look in a Mirror.
N: Network.
O: Be Open.
P: Principles.
Q: Quality.
R: Results.
Leadership ABCs
S: Screw-ups
T: Time and Travel
U: Understanding and Unflappable
V: Volunteer.
W: Look out the window!
X: Exercise!
X-word puzzles!
X-country-skiing!
Y: Be Young at heart.
Z: Zzzzzzzzs.