Governance & Strategic planning By PDG Mohamed Delawar

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    16-Jul-2015

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District Governance & Strategic Planning20151District GovernanceThe best bulwark against misconduct will always be a well informed vigilanceby members of the nonprofit community themselves, including a set of principles they could adopt, promote sector-wide, and improve over time.20152 GovernanceNonprofit organizations have long embraced the need for standards of ethical practice that preserve andstrengthen the publics confidence.20153GovernanceA balanced systemof law and self-governance20154GovernanceSelf-regulationbegins with good governance.20155GovernanceStrengthening ethics andaccountability is an organic processthat requires an ongoing commitmentby boards and staff of individualorganizations and by the entire nonprofit community..20156District GovernanceThe best bulwark against misconduct will always be a well informed vigilanceby members of the nonprofit community themselves, including a set of principles they could adopt, promote sector-wide, and improve over time.20157Legal Compliance and Public DisclosureEffective GovernanceStrong Financial OversightResponsible FundraisingGood Governanceand Ethical Practice20158Legal Compliance and Public DisclosureA non profit organization must comply with all applicable organization laws and regulations, as well as applicable laws and regulations of the states and the local jurisdictions in which it is based or operates. 20159A non profit organization must have a governing body that is responsible for reviewing and approving its mission and strategic direction, annual budget and key financial transactions, compensation practices and policies, and fiscal and governance policies.Effective Governance201510A non profit organization must keep complete, current, and accurate financial records. Its board should receive and review timely reports of the organizations financial activities and should have a qualified, independent financial expert audit or review these statements annuallyin a manner appropriate to the organizations size and scale of operations..Strong Financial Oversight201511Responsible FundraisingSolicitation materials and other communications addressed to donors and the public mustclearly identify the organization and be accurate and truthful.201512 Strategic PlanningIn today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The organization must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.

201513 The Strategic Planning ProcessMission &ObjectivesEnvironmental Scanning Strategy FormulationStrategy ImplementationEvaluation & Control

201514 Mission &ObjectivesThe mission statement describes the organization's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities.Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives. Financial objectives involve targets and growth. Strategic objectives are related to the firm's business position, and may include measures such as market share and reputation.

es201515 Environmental Scanning The environmental scan includes the following components:Internal analysis of the firmAnalysis of the firm's industry (task environment)External macroenvironment (PEST analysis)The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis

201516 Strategy FormulationGiven the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.To attain superior profitability, the firm seeks to develop a competitive advantage over its rivals. 201517 Strategy ImplementationStrategy is implemented by means of programs, budgets, and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives.The way in which the strategy is implemented can have a significant impact on whether it will be successfull , care must be taken to communicate the strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level resist its implementation because they do not understand why the particular strategy was selected.201518 Evaluation & ControlThe implementation of the strategy must be monitored and adjustments made as needed.

Evaluation and control consists of the following steps:Define parameters to be measuredDefine target values for those parametersPerform measurementsCompare measured results to the pre-defined standardMake necessary changes201519Governance and Leadership are the yin and the yang of successful organizations. If you have Leadershipwithout Governance you risk tyranny, If you Governance withoutLeadership you risk atrophy, bureaucracy and indifference.

2015Speaking point:Are there any questions?

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