STRATEGIC PLANNING WORKSHOPREDLAC Capacity Building Program

Mombasa, Kenya, March 2011

fondo acción, colombia

Balanced Scorecard approach:

NGOs create value

Balanced Scorecard approach

Intangible assets: main source of value

Reputation & brand Trust

WorkingenvironmentLeadership

People

Networks

Two key & related challenges

Sustainability and the ability to adapt

to a rapidly changing world

“Organizations must face growing competition, greater

diversity among their stakeholders, higher expectations from

the general public, increasing costs, declining support, fast

paced technical change, and significantly new and different

business models. Survival in this environment

(sustainability) depends on the ability to adapt.”

Thomas Wolfe

Managing Non profits in the XXIst Century

Grantmaking

Financial sustainability

Measure &

report

Enhanced capacities in NGOs

Conservation impacts

Innovations

Market the Fund

Diversify donor base

Raise funds

Leverage + Partnerships + Products & Services

Impacts

Endowments

Sinking

Context: How CTFs operate

1. Consolidate the “traditional model”

• Certify internal procedures under ISO 9001-2000

• Design and apply Impact Indicators

• “Tell the story” (heroes, success stories)

2. Advance on “the new model”

• Products and services

• Costing

• Capacity building (corporate sector)

3. Explore & create options for sustainability

• Endowments

• Market-based mechanisms

• New funding sources

• Brand community

Strategic Goals

Planning timeline

January 2006

Strategic Plan I

January 2006 – December 2009

Jan 2009

SP Evaluation

Feb. 2009

Strategic Plan II

Feb. 2009 – Dec. 2012

2006 2009 2010 2013

What happened between the two

Strategic Planning exercises?

Reduced number of Strategic Objectives:

from 11 to 5

Updated the Vision

Reviewed and redesigned KPIs

Designed and tried a tool (Excel

spreadsheet) for strategic briefing &

reporting

Two thematic areas of two funds?

Strategic Map 2009 -2012

SO4 Grants

SO3 Achieve financial sustainability

SO1 Measure & Report SO5 Build capacities

SO2 Diversify & fundraise

Financial

Management

Learning & Growth Invest in Intangible Assets

Internal procedures

Clients

Financial

PERSPECTIVES

M&EStrategic

planning Grant making SupportFundraising

Planning and Briefing

Strategic Planning

2009 2013

AAP 2009 AAP 2010 AAP 2011 AAP 2012

Once every four years

Annual Action Plans

Every four months (or

when required)Strategy Briefing

Board Briefing Every two months (or

when required)

1. Intro External consultant – Yoga and productive teams

2. Review: Strategic Plan 2009-2012

3. Strategic Briefing

Progress 2009-2010 Key Performance Indicators

2011Action Plan¨ Initiatives for each Strategic Objective

¨ Managers & Teams per Initiative

¨ Budget & other resources per Initiative

¨ Timing per Initiative

¨ Tasks per Initiative

Agenda Annual Action Plan, Jan. 24-25, 2011

Key Performance Indicators

Strategic Objective KPI

2006-08

(vis a vis baseline)

2009-2010

(cumulative)

Measure and tell Impact reports Indicators, designed

and tried

2 reports

50%

Diversify (sinking) New donors 25% increase 267%

increase

Contributions US $0,6 m US $5,3 m

107%

Sustainability

(endowments)

New contributions US $2,5 m 0%

Establish

endowment

US $27 m 0%

Grant making % of investment

budget allocated

95% 26%

Vision 2009 - 2012

In 2012, Fondo Acción will be recognized as

a leader in the design and implementation of

innovations in conservation finance in

Colombia.