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I've been working for the last 2 days with 2 different groups of leaders and managers from our sector - some attending an acevo course for New CEs, the others attending a ncvo 3S4 course for infrastructure leaders - about making sense of the external environment. A common theme in both of the workshops was a need for a growing number of organisations in our sector to redefine their mission/service offering in the light of changes and pressures from the external environment. Many different kinds of drivers - ranging from the move to individual purchasing/,budget holding to static membership and the pressure to relook at services in order to attract new members.. Different drivers, but the same implication for the organisation – redefining what they are about.
Participants in both groups noted that redefinition of mission/service offering is a complex business – not least because we will probably be talking of changing deeply held beliefs about why the organisation exists. The Yorks and Humber group today also explored the ‘triple tension’ that can exist between what our beneficiaries need (and want); what funders want to fund and what we provide in the way of services.
I’ve tried to capture this in the attached diagram, and would love to hear other views and perspectives. If you are caught in the ‘triple tension’ what is the way out?
As a marketer I believe passionately in meeting customer needs and as a charity person I believe passionately that beneficiary customers are paramount. So your diagram is really interesting and helpful as an analytical tool. For me, anything in the provision circle which has no overlap is illegitimate. (and I think I see quite a bit of charity activity apparently in this area As a marketer the top prioritiy is to expand provision in the triple overlap area (assuming there is still unmet need there). Second is to expand in the area which funders and beneficiaries have needs (but in which the org does not currently operate). Third is to expand in the area in which beneficiaries have unmet needs but there are no current funders - but only to do so when a new source of funding has been identified. (or withdrawal from provision outside need areasreleases resource) Is anyone prepared to defend chasing funding for areas outside beneficiary needs? Ian (Ian Bruce)
I wouldn't defend funding for areas outside of beneficiary need, but I would defend the setting up services for which there might not yet be secure funding. Voluntary organisations are on the cutting edge of understanding what beneficiarires need and are, therefore, one step ahead of funders in understanding what services are required. As a sector, we have to develop our confidence in assessing need and then demonstrating to (or educating) funders about the need and what services are required. We can't just provide services for well established needs which funders feel comfortable with.
Stella Smith
I like the idea of the three circles. The missing dimension for me is what other key players are doing and planning to do. Other agencies may be planning to move in the compete for contracts more cheaply or at a higher quality level. So there is a crucial issue of how to stay distinctive and use your own strengths.
The strategic options for the organisation may also include working with new beneficiaries (with different aspirations, and needs), who might be different types of beneficiary or the same but in a different area. There might also be new funders, not just the existing ones.
I have just read the following article in the weekly e-newsletter from The Non Profit Times (a US publication), which I think is quite relevant to this thread:
'7 requirements of strategic planning
The term strategic planning is one that elicits plenty of support in the form of lip service, but not everyone has a clear idea of just what strategic planning is in reality.
At a recent international conference on fundraising sponsored by the Association of Fundraising Professionals (AFP), Peggy Jackson, author of several books on nonprofit management and planning, offered suggestions about several requirements of strategic planning.
According to Jackson, strategic planning requires nonprofit managers to:
Thank you. The newsletters are helpful to us as we are learning the nuts and bolts to develop and operate a non profit organization to help people with two specific diseases, their families loved ones and friends. Our goals include educating the public, medical professionals and supporting research to cure and wipe out these diseases. We are sure these sites will be helpful to us. I thank you in advance for all your kind help and support
SAMUEL
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