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¨Worksheet 1 Creating a |
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Draft Your Mission Statement |
What is the focus problem(s) that our organization exists to solve? What need or opportunity does our organization exist to resolve? (In considering the focus problem or need, you might want to consider the following questions: Who is affected by the problem? How are they affected?) Describe how the world would be improved, changed, or different if our organization was successful in solving the problem or responding to the need.
What is the purpose of our organization (answers the question of why we exist, does not describe what we do)? This should be a short succinct statement that describes the ultimate result we are hoping to achieve; make sure to indicate outcomes and results (e.g., to eliminate homelessness), not the methods of achieving those results which is your mission (e.g., by constructing houses).
What is our business? Describe the business or businesses we are in—our primary services or activities.
© 1997 Support Center for Nonprofit Management.
Worksheet 1 (Continued)
What are the fundamental values and beliefs that should guide us in our day-to-day interactions with each other and our constituencies? What are the major assumptions upon which our organization provides its services?
We believe:
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We assume:
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(Combine the information above to create a compelling mission statement about who the organization is, what the organization does, and why the organization does it.)
© 1997 Support Center for Nonprofit Management.
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¨Worksheet 2 Organizational History and
Profile |
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Summarize your organization’s history and identify lessons from your history. Describe your programs and related infrastructure. |
Presentation of Organization’s History
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Timeline |
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List Key Organizational Events and Shifts in Priorities (use the timeline to place in chronological order) |
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List External Events Impacting the Organization (use the timeline to place in chronological order) |
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Lessons from History: Keys to Stability and Growth |
Lessons from History: Recurring Themes that Show Causes for Instability |
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© 1997 Support Center for Nonprofit Management.
Worksheet 2 (Continued)
Organizational Profile
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Group the activities into categories (sort by common outcome, write program goal for each grouping) |
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© 1997 Support Center for Nonprofit Management.
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¨Worksheet 3 Perceptions
of SWOT |
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List our chapter strengths and weaknesses (star [*] the top three internal forces). List the external opportunities and threats (political, economic, social, technological, demographic, and legal trends) that may impact the organization (star [*] the top three external forces). |
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Internal Forces |
External Forces |
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Strengths |
Opportunities |
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Weaknesses |
Threats |
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© 1997 Support Center for Nonprofit Management.
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¨Worksheet 4 Members Perceptions and
Expectations |
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Summarize findings regarding Members’ perception and expectations of the organization. |
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do our members need or expect from our |
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© 1997 Support Center for Nonprofit Management.
¨Worksheet 5 Interplay
of SWOT |
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SWOT grid: Using Worksheet 2, look at the interrelationship of your organization’s external opportunities and threats and its internal strengths and weaknesses and assess possible short-term and long-term organizational responses. |
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Major Opportunities |
Major Threats |
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Primary Strengths |
Invest: Clear matches of strengths and opportunities lead to comparative
advantage. |
Defend: Areas of threat matched by
areas of strength indicate a need to mobilize resources either alone or with
others. |
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Primary Weaknesses |
Decide: Areas of opportunity
matched by areas of weakness require a judgment call: invest or divest;
collaborate. |
Damage Control: Areas of threat
matched by areas of weakness indicate need for damage control. |
(Source: Adapted from Kevin P. Kearns: “From Comparative Advantage to Damage Control: Clarifying Strategic Issues Using SWOT Analysis,” Nonprofit Management and Leadership, Vol. 3, No. 1, Fall 1992.
© 1997 Support Center for Nonprofit Management.
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¨Worksheet 6 Core
Future Strategies |
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Identify and assess your core future strategies. |
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Assumptions, facts, and |
What possible obstacles do we face in implementing this strategy? |
What triggers might encourage us to re-evaluate this strategy? |
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