Pubs

In our consulting practice and in our workshops we use a variety of tools. Some of these tools are proprietary and others are part of the public domain. In addition, we have developed some documents/publications that we use in our consulting practice. Below you will find a list of our publications and tools. We should point out that part of our consulting philosophy is that simple tools are the best for initiating organizations into its strategic and tactical endeavors. We believe that the use of simple tools allows the organization itself to develop these simple tools into the more complex models that will be most appropriate for the organization. For example, strategic planning can become a very complex and cerebral task – but we believe that you should develop that complexity yourselves rather than have that imposed upon you by others.

If you are interested in any of these tools and/or publications please feel free to contact us.

These tools and publications are listed here and further descriptions are included below:

The Strategy Articulation Map (SAM):

This graphic tool is in the public domain and is available for free to those interested in utilizing it. This is a one-page PowerPoint slide presentation. It lists the four strategic drivers that mentioned at various pages on this website. These four sets of drivers are: mission, vision and values; strategic goals; organizational objectives; and, critical processes.

We also have a more descriptive model that helps to explain the graphic components of this tool and is available for a fee. This PowerPoint tool describes each component of the SAM, the significance of each, how to generate the component parts, and how they relate to one another. This can also be used in conjunction with The Strategic Planning Grid listed below.

A Tool for Effectively Articulating Mission and Vision:

This model is something that we have generated in order to assist nonprofits in getting a better grasp of how to articulate mission and vision statements. We list the attributes and characteristics of effective mission and vision statements, how to use these attributes and characteristics of mission and vision statements and how to actually articulate your mission and vision statement. In addition, this tool explains the importance of mission and vision statements and how they relate to various organizational elements, e.g., strategic planning, branding, decision-making, etc.

The Strategic Planning Grid:

This is a simple graphic model that you can use to set out your strategic plan. This graphic model follows the components of the Strategy Articulation Map described above. This is a good way to easily share your strategic plan with your internal and external stakeholders in one or two pages. This model displays all your strategic drivers in a fashion that shows their interrelationships (i.e., Mission, Vision, Values, Strategic Goals, Organizational Objectives, & Critical Processes). Be aware that a strong and concise strategic plan can often times be put forth in two to three pages. There is no fee for this tool.

The SWOT and TOWS Grids:

Another free tool that we provide the nonprofit community as a public service – since the term SWOT is often heard but not always clearly understood. The TOWS grid explains in brief terms what the acronym stands for and how to utilize the SWOT tool in developing your TOWS grid. The acronym SWOT stands for Strengths and Weaknesses (internal to the organization) and Opportunities and Threats/Trends (external to the organization – found in the competitive environment). The TOWS matrix allows the organization to identify strategies that the organization can develop in matching up internal and external elements of the SWOT grid.

The Board Performance & Diagnostics Tool:

This is another proprietary tool that we have developed that views board performance from a management perspective. We identify key elements within key components of board performance: board governance (the responsibility the board owes to the organization); board development (the responsibilities that the board members owe to each other – e.g., team building, conflict management, etc.); and, board management (the responsibilities that the board owes to itself if it is to be effective and productive). Utilizing this tool the organization can diagnose itself in each of these areas; asking itself are we engaging in the particular roles and how well are we actually performing in these roles. Instead of a subjective discussion of how well the board is doing, the board, executive director and staff, and other internal and external stakeholders can also measure board performance and effectiveness. This tool helps to explain how sometimes you can have a smoothly working board with little conflict but which does not accomplish a lot (i.e., has trouble translating ideas into reality). Or, why you can have a productive board but whose productiveness is limited because of conflicts and/or a lack of alignment of direction.

Are You Ready for Strategic Planning:

In order for Strategic Planning or Strategy Formulation to be an effective organizational effort for the nonprofit organization the nonprofit must be ready for the process, and you must know where the organization sits in the strategy formulation process. Strategic planning is an on-going process and the first time primarily focuses on mission, vision and values. The organization has to determine first how well it has articulated mission, vision and values and whether those elements of organizational strategy are a matter of concern or not. Also, the organization has to determine its own capacity issues.

We have developed a checklist that can assist you in determining whether you are ready for the strategy formulation process and if not what must be done to put the organization in a position to begin the process. The checklist also helps you assess capacity issues that should be addressed prior to any serious effort at strategic planning. Finally, the tool also helps to assess the board’s readiness to engage in strategic planning.

The importance of engaging in this pre-planning process can ensure that the nonprofit organization will avoid the frustration of the "kumbaya" strategic planning process (where everyone feels good but not much is accomplished).

The Governance Grid Tool:

There are many governance models that have been developed in the United States and abroad. We have read much of the literature, experienced various governance models, have the benefit of organizational behavior theory and based on all of this have synthesized a board governance model that captures the best of these other theories and models. Our governance model breaks governance down into four components and explains how they interrelate to one another. Our governance model is both thorough and yet adaptable to the particular needs and culture of your own nonprofit board. For us governance consists of: being strategic, policy-making, providing oversight, and the passion of leadership. This also is a proprietary tool developed by Transformation Strategies.

Effectively Recruiting Effective Board Members:

In our model of governance, the first component is to be strategic. By way of extension, the first strategic initiative of the board should be to develop a policy and strategy for recruiting, orienting and retaining effective board members. This publication that we have developed sets forth a comprehensive method for recruiting board members. All organizations have strategic needs that must be identified in order for the organization to move from one stage in its existence to the next. The board plays a major role in this transition and therefore the board must seek out and retain board members who will help the organization make the transition. This comprehensive guide is meant to walk you through the entire process of: identifying needs; developing recruiting strategies, setting up a system of orientation; and, developing retention strategies. There is no greater disservice to the organization that to have as your recruitment strategies one of the following: "I know someone who knows someone who . . "; "I met this really nice person . . ."; or, "Would you like to be on our board – it really isn’t much work, we only meet once a month for an hour or so; and we feed you."

The Brand Equity Grid:

This is a little tool we can provide to you at no costs. It sets out the four major elements for measuring brand equity or value with a brief explanation for each element: awareness, loyalty, perceived quality, and, associations.

We have a more detailed tool which explains in greater detail the four elements, explains how you can use the brand to position your organization to be more competitive in your community.

How to Establish Your Brand as an Extension of Mission, Vision, Values and Goals:

This more extensive model builds upon the Brand Equity Grid above and also explains the relationship between the organization’s brand and the organization’s mission, vision, values and strategic goals. This model can be quite valuable if you are about to engage in a strategic marketing initiative (not just developing a marketing plan, but developing a strategic marketing plan). Not only does this tool focus on brand but also on how to position your organization and programs in the minds of the audience you are trying to reach – whether that be your clients, funders or potential partners.

Social Entrepreneurship Business Plan Template:

This workbook provides a template for developing a business plan for the nonprofit that wants to be a social enterprise. In addition, to a typical business plan for the for-profit organization, this template also incorporates many of the above tools into the social entrepreneurship business plan. These distinctions include:

1. The overriding importance of mission and vision and values for the nonprofit organization
2. The distinction between the Social Return on Investment (SROI) and the Financial Return on Investment (ROI) – otherwise referred to as the double bottom-line
3. The importance of incorporating business models into the social enterprise (nonprofits are businesses too!)
4. Nonprofits compete (the importance of branding and positioning)
5. Treating funders as investors
6. Understanding the trade-offs and conflicts of earned-income strategies

Among other important considerations for the social enterprise:

While this publication is directed primarily at the social enterprise it can also be effectively utilized by any nonprofit organization seeking to develop a business plan. In addition, we provide some on-going support when you purchase this tool. We know that some concepts may be new to you and so we want to be able to answer questions that you might have and provide clarifying information that will help you in developing a strong business plan.

If you would like more information on any of these tools please feel free to contact us by email us or by phone (210.912.3433).