Harvard Case - Assessing the Success of a Divine Plan: The Anglican Foundation of Canada's Strategic Priorities
"Assessing the Success of a Divine Plan: The Anglican Foundation of Canada's Strategic Priorities" Harvard business case study is written by Gina Grandy, Daphne Rixon, Judy Rois. It deals with the challenges in the field of Strategy. The case study is 20 page(s) long and it was first published on : Mar 1, 2016
At Fern Fort University, we recommend that the Anglican Foundation of Canada (AFC) implement a comprehensive strategic plan focused on sustainable growth, enhancing its digital presence, and strengthening its brand. This plan should leverage strategic alliances, innovation, and data-driven decision making to ensure the AFC's long-term success in fulfilling its mission.
2. Background
The Anglican Foundation of Canada is a non-profit organization dedicated to supporting the Anglican Church of Canada through fundraising and grant-making activities. The case study focuses on the AFC's efforts to develop a strategic plan to achieve its mission and address the challenges of a changing landscape.
The main protagonists are:
- The Board of Directors: Responsible for setting the strategic direction of the AFC and overseeing its operations.
- The Executive Director: Responsible for leading the AFC's day-to-day operations and implementing the strategic plan.
- The Staff: Responsible for carrying out the AFC's work, including fundraising, grant-making, and communications.
3. Analysis of the Case Study
The case study highlights several key issues facing the AFC:
- Declining donor base: The AFC faces challenges in attracting and retaining donors in a competitive philanthropic environment.
- Limited resources: The AFC operates with limited financial resources, which restricts its ability to pursue new initiatives.
- Changing donor demographics: The AFC needs to adapt its fundraising strategies to reach younger generations of potential donors.
- Increasing competition: The AFC faces competition from other charities and organizations vying for donor dollars.
- Limited digital presence: The AFC's online presence is underdeveloped, hindering its ability to reach a wider audience.
To analyze the AFC's situation, we can apply several frameworks:
- SWOT Analysis:
- Strengths: Strong reputation, established network of supporters, experienced staff, focus on social impact.
- Weaknesses: Limited resources, declining donor base, outdated fundraising methods, limited digital presence.
- Opportunities: Growing demand for social impact investing, increased awareness of social issues, potential for digital fundraising, strategic partnerships.
- Threats: Competition from other charities, economic downturn, changing donor demographics, technological disruption.
- Porter's Five Forces:
- Threat of New Entrants: High, due to the ease of setting up new non-profit organizations.
- Bargaining Power of Buyers (Donors): High, as donors have many options for supporting different causes.
- Threat of Substitutes: High, as donors can choose to support other causes or allocate their resources differently.
- Bargaining Power of Suppliers: Low, as the AFC relies on a variety of suppliers for goods and services.
- Rivalry Among Existing Competitors: High, as many charities compete for the same donor base.
- Value Chain Analysis: The AFC's value chain includes activities like fundraising, grant-making, communications, and program development. The analysis should identify key value-creating activities and areas for improvement.
- Business Model Innovation: The AFC can explore new business models to diversify its revenue streams, such as social impact investing, partnerships with businesses, or creating new products and services that align with its mission.
4. Recommendations
The AFC should implement the following recommendations to achieve sustainable growth and strengthen its position in the philanthropic landscape:
Develop a Comprehensive Strategic Plan:
- Strategic Planning: The AFC should develop a comprehensive strategic plan that outlines its vision, mission, values, goals, and strategies. This plan should be developed through a collaborative process involving the Board of Directors, Executive Director, staff, and key stakeholders.
- Strategic Objectives: The plan should outline specific, measurable, achievable, relevant, and time-bound (SMART) objectives for the AFC. These objectives should focus on areas such as donor acquisition and retention, fundraising efficiency, program impact, and brand awareness.
- Strategic Initiatives: The plan should identify key initiatives to achieve the strategic objectives. These initiatives could include developing new fundraising campaigns, expanding digital marketing efforts, building strategic partnerships, and implementing a new donor management system.
Embrace Digital Transformation:
- Digital Strategy: The AFC should develop a comprehensive digital strategy that leverages technology to enhance its operations, reach new audiences, and improve donor engagement.
- Website and Social Media: The AFC should invest in a user-friendly website and active social media presence to increase its online visibility and connect with potential donors.
- Data Analytics: The AFC should utilize data analytics to understand donor behavior, personalize communications, and optimize fundraising campaigns.
- Online Fundraising Platforms: The AFC should explore online fundraising platforms to reach a wider audience and facilitate online donations.
Strengthen Brand and Communications:
- Brand Positioning: The AFC should clearly define its brand positioning and value proposition to differentiate itself from competitors and resonate with potential donors.
- Brand Storytelling: The AFC should develop compelling stories that highlight the impact of its work and connect with donors on an emotional level.
- Marketing and Communications Strategy: The AFC should implement a strategic marketing and communications plan that leverages traditional and digital channels to reach its target audiences.
- Public Relations: The AFC should actively engage with the media to raise awareness of its mission and activities.
Leverage Strategic Alliances:
- Partnerships: The AFC should seek strategic alliances with other organizations, businesses, and individuals to expand its reach, leverage resources, and create new opportunities.
- Joint Ventures: The AFC should explore joint ventures with other organizations to develop innovative programs and initiatives.
- Collaboration: The AFC should foster a culture of collaboration and partnership within the Anglican Church of Canada.
Embrace Innovation:
- Innovation Strategy: The AFC should develop an innovation strategy that encourages creativity, experimentation, and the adoption of new technologies.
- Pilot Projects: The AFC should pilot new initiatives and programs to test their effectiveness and identify opportunities for scaling.
- Entrepreneurial Mindset: The AFC should cultivate an entrepreneurial mindset among its staff to encourage new ideas and solutions.
Data-Driven Decision Making:
- Data Collection and Analysis: The AFC should establish robust data collection and analysis systems to monitor its performance, track progress, and make informed decisions.
- Performance Metrics: The AFC should develop key performance indicators (KPIs) to measure the effectiveness of its programs and initiatives.
- Reporting and Evaluation: The AFC should regularly report on its progress and evaluate the effectiveness of its strategies.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the AFC's core competencies in fundraising, grant-making, and communications, while also supporting its mission to support the Anglican Church of Canada.
- External Customers and Internal Clients: The recommendations address the needs of external customers (donors) and internal clients (the Anglican Church of Canada) by focusing on donor engagement, program impact, and brand awareness.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate the AFC from other charities by leveraging its unique strengths and embracing innovation.
- Attractiveness ' Quantitative Measures if Applicable: The recommendations are expected to improve the AFC's financial sustainability by increasing donor acquisition and retention, enhancing fundraising efficiency, and exploring new revenue streams.
- Assumptions: The recommendations are based on the assumption that the AFC has the capacity to implement these changes, including access to resources, technology, and skilled personnel.
6. Conclusion
By implementing these recommendations, the Anglican Foundation of Canada can achieve sustainable growth, enhance its digital presence, and strengthen its brand. This will enable the AFC to effectively fulfill its mission and continue to make a positive impact on the Anglican Church of Canada.
7. Discussion
Other alternatives not selected include:
- Mergers and Acquisitions: While mergers and acquisitions could potentially provide access to new resources and markets, they also carry significant risks and might not be feasible for a non-profit organization.
- Outsourcing: Outsourcing certain functions, such as fundraising or marketing, could free up internal resources, but it might also lead to a loss of control and expertise.
Key assumptions of the recommendations include:
- Donor willingness to engage with digital platforms: The success of the digital transformation strategy depends on donors' willingness to engage with online platforms.
- Availability of resources for implementation: The AFC needs sufficient resources to implement the recommended initiatives.
- Ability to attract and retain skilled personnel: The AFC needs to attract and retain talented individuals with the skills and expertise required to execute the strategic plan.
8. Next Steps
The AFC should take the following steps to implement the recommendations:
- Establish a Strategic Planning Committee: This committee should be responsible for developing and overseeing the implementation of the strategic plan.
- Develop a Detailed Implementation Plan: This plan should outline specific actions, timelines, and resources required for each initiative.
- Secure Funding: The AFC should secure funding to support the implementation of the strategic plan.
- Build Capacity: The AFC should invest in training and development to ensure its staff has the skills and expertise required to execute the strategic plan.
- Monitor and Evaluate Progress: The AFC should regularly monitor and evaluate the progress of the strategic plan and make adjustments as needed.
By taking these steps, the Anglican Foundation of Canada can position itself for long-term success and continue to make a meaningful contribution to the Anglican Church of Canada.
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Case Description
It was April 2014 and Reverend Canon Dr. Judy Rois (Rois), CEO and Executive Director of the Anglican Foundation of Canada (AFC), was preparing for the upcoming Board meeting in May. At that meeting Rois intended to present a strategic measurement framework to align with AFC's strategic priorities. AFC's Strategic Roadmap for 2012-2017 was approved on May 31, 2012 and it outlined five priorities including, branding, marketing, funding for impact, operational adjustments and fundraising. While much had been accomplished in the last two years, Rois felt they needed to be more intentional in assessing the implementation of the plan and determining how best to allocate people, money and time resources to achieve the strategic priorities. She wanted to develop a measurement framework that would provide direction in determining how to allocate resources among the five priorities and permit a systematic evaluation of AFC's success moving forward for the last three years of the Roadmap.
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