Goal: Goal is the end toward which the program is directed. It is the general statement of a long-range purpose. Goals should directly address needs. Goals are outcome and not process oriented. They clearly state, specific, measurable outcome(s) or change(s) that can be reasonably expected at the conclusion of a methodically selected intervention.1
Objective: Objective is a statement of the results to be achieved, and includes a time frame, target of change, specific results to be achieved, method of measuring the results, and criteria for successful achievement. Objectives state results, not activities. Objectives, when accomplished, lead to the goal. Objectives should be stated in ways that describe what you will do and how you will do it. A performance indicator is an example of a program objective.
1. Keys to Successful
for Nonprofit and
Katherine Marshall Kissoon
2. Who are these people?
Bonnett: involved in development for 13
years. Studied at UG, British School of Gov’t &
UWI. Worked with OP and on UNDP, WB, EU,
DFID and IDB projects. I am a proletariat.
Kathy Marshall-Kissoon: An economist by
training. Worked with Min of Finance, OP, WB,
USAID and Duke University.
We co-founded an NGO – AGAPE Network - 8
3. Why are we here?
Kathy and I want to understand the process of
strategic planning in the not for profit sector from you.
Best practices from Habitat for Humanity on Strategic
Existing and Upcoming Opportunities
To help Juanita find a Partner
Network. Share. Learn
FUN FUN FUN!!! (
4. What is the Strategic Plan
A method or plan chosen to bring
about a desired future, such as
achievement of a goal or solution to a
agreement on priorities essential to your
mission and responsive to the environment
5. What Strategic Planning is not
prediction for the future (speculation)
smooth, predictable, liner process
substitute for judgment of leadership
Just the production of a report!
6. Why Plan
Improved decision making and resource
Pro-active decision-making, mission driven
Increased sensitisation to strategic thinking
throughout the organisation
Improved results focused implementation
Cohesion among staff around organisation
mission and goals
More successful organisational change
7. Steps in the Strategic Planning
What do we hope to achieve
What are our strength, weaknesses, opportunities, and threats?
What do we have to work with?
Goals and Objectives definition
Where are we?
Where are we going?
How will we get there?
How will we prioritise the use of our resources?
How will we know when we get there?
How will we measure success?
8. Components of the
Why do we exist
Vision: What would we like the world to
Values: Our beliefs about the world and
how we should operate in it
Results (Goals and Objectives)
Strategies: projects, programmes, actions
that organise and mobilise resources to
achieve the defined results
9. The Situation Assessment
Opportunities and Threats
Macro-economic, social and environmental
Global policy trends
What has happened in the past (three) years in
the external environment that could affect our
work as an organisation/project?
10. The Situation Analysis
are our challenges?
What are our advantages, strengths – What are
we good at?
11. Elements of Strategies
Internal Operations – management
structures, financial and HR policies
Governance: Board relations,
Human Resources – Roles and
12. Key Issues
Identify key decisions and issues that need
immediate or near-term resolution.
State consequences of decision postponement.
Identify issues needing long-term resolution.
State consequences of decision postponement.
If you are seeking funding, be specific about
any issues that require financial resources for
13. NGOs Capacity for
understanding of the value of
Limited technical resources
Time constraints – dependence on
volunteers and compelled by projectbased timeline
Project/Activity driven rather than mission
14. Building Capacity for
on the most important issues
We are generalist as opposed to sectoral
in our operations
Critical areas like environment are under
We must begin to plan ahead –
understand the development trajectory of
15. Where do we go from
a bylaw or constitution
Friendly Societies Act
your situation & agree on priorities
– in essence, take a step back
16. Current & Upcoming IDB Opportunities
for Cultural Proposals
Value US$3000. – US$7000 over 6 months
Deadline for proposals is February 28
Call for Civil Society Proposals in March
Value US$250,000 – US$1Million
Improvements in information, preparation,
and formulation of proposals
Simple tools and methods to receive
17. On-going Opportunities
Multilateral Investment Fund (MIF)
MIF supports economic growth by encouraging increased private
investment and advancing private sector development. It finances and
execute innovative business models that benefit entrepreneurs and
poor and low-income households. Grants between US$250,000 to
Areas of Financing: early stage entrepreneurs, small producers and high
value agriculture markets, value chains, youth, access to basic services,
women’s empowerment, SME finance, microfinance in underserved and
Social Entrepreneurship Program rural business production, processing,
marketing and value chains (rural micro and small producers from
marginalized communities). Loan of up to US$1 Million repayable over
10 years. US$250,000 grant for training and strengthening operational
call for proposals information