American Jewish University MBA Program

Transcription

1 American Jewish University MBA Program Course Syllabus (draft 1/3/12) Business Plan Development (MGT 419) spring, 2012 This is a course designed to synthesize ideas developed throughout the MBA program and convert these concepts into a dynamic action plan. Instructor: Jack Mayer, Ph.D. Class schedule: Monday evenings: 7PM-9:30 PM First class: Monday, January 23, 2012 Last class: Monday, May 7 Finals week: May 14: Completed Business Plan Presentations Focus of the Course: The purpose of a business plan within a nonprofit organization is to help move the organization forward in a dynamic and successful manner which is both programmatically and fiscally responsible. While a strategic plan charts the mission, direction, priorities, and program objectives of the organization, the business plan also provides a fiscally responsible management agenda spanning a multi-year period. Within this multi-year approach, the plan should clearly identify the human and financial resources needed to convert vision into action. These actions will include a focus on core businesses, stakeholders, marketing strategies, financial development plans, risk management, volunteer and professional leadership development, financial reserves, and sustainability. The key planning processes strategic and business-- need to work together to produce measureable results. This course will seek to synthesize these approaches. Course Methodology: Construction of a dynamic, creative business plan involves both a process and a product. The product entails data analysis, market comparisons, program development, and financial projections. The process involves the stakeholders, including clients, and the commitment of the Board and professional leadership This semester s class will be a realistic practicum in the process of designing and delivering a constructive roadmap for further discussion by the agencies involved in the process. An interactive team project in business planning is at the heart of the course. In addition, there are several individual assignments designed to help establish and practice core analytical skills of business planning. Class discussions will involve a review and analysis of students real world experience with this planning process as well as the evolving theory behind business planning for the nonprofit sector.

2 About the instructor: Jack Mayer has had an extensive career in nonprofit management at the executive level. In addition, he has considerable experience in training and education, program development, and fundraising. Among his many professional roles, he served for an extended period as a Vice President of the Jewish Federation of Greater Los Angeles in the capacity of Executive Director of the Valley Alliance. He was also the Director of the School of Jewish Communal Service at Hebrew Union College for almost five years and earlier was a national specialist in leadership development for the Council of Jewish Federations, based in New York. Most recently, he managed the Financial Resource Development Department for The Salvation Army, Southern California Division as the Associate Executive Director of Development. He still serves on the advisory board of The Salvation Army camps in Malibu Canyon. Jack earned his Ph.D. in European History from New York University. He lives in Calabasas with his wife Ellen who is professor emeritus of the California State University at Northridge. Their married children and four grandchildren all live in Calabasas. Jack s major avocation outside of the nonprofit world is sailboat racing in various Southern California venues. Class Assignments: A. Team project: Working in teams, identify a suitable organization. Through interviews with agency staff members, develop an appropriate research style and approach. Create a working business plan as an interactive team project. Review your findings with agency staff to insure that your work is based on current realities. Prepare and present your preliminary work during class sessions with the final oral presentation and evaluation conducted during finals week. Importance of teams: In almost all instances organizational planning requires the involvement of multiple participants who all have a stake in the process. Our team efforts in this course will help to simulate some of the challenges and issues involved in team problem solving. Moreover, the proper designation of roles will allow the teams to dig more deeply into organizational issues through specialized investigation and strategy development. B. Individual assignments: There are four individual assignments outlined in the syllabus. These assignments are intended to help develop analytical skills in the core areas of business planning. These assignments will be discussed during class sessions in order to refine various planning strategies. 1. Business plan procedural outline 2. Program and marketing plan for the organization incorporating the mission and vision. 3. Financial development plan incorporating theory and practice 4. Operations/ management plan for achieving the business planning objectives.

3 Required Materials Workbook: The One Page Business Plan (For Non-Profit Organizations) by Jim Horan (One Page Business k Plan Company; Berkeley, Ca., 2 nd edition ). Text: Nonprofit Sustainability: Making Strategic Decisions for Financial Viability by Jeanne Bell, Jan Masoaka, Steve Zimmerman (Jossey-Bass, San Francisco; 2010). Suggested useful resources (optional): Anatomy of a Business Plan by Linda Pinson (Out of Your Mind and into the Marketplace; Tustin, Ca. 7th edition; 2008). The Five Most Important Questions You Will Ever Ask about your Nonprofit Organization by Peter Drucker (Jossey-Bass Inc.; San Francisco, 1993). The New Realities by Peter Drucker (Harper & Row, New York, 1989). Additional readings and resource materials will be identified in the final syllabus and throughout the semester. Class Sessions (1) January 23: Introduction to Business Plan Development: Assessment of class goals; drilling down on key concepts; defining class expectations; agency assignments; and team dynamics. What are the key distinctions between strategic planning and business planning? What is the value of asking the Five Drucker Questions? (2) January 30: Looking Inside the Organization: Defining the Specific Mission and Analyzing the Organizational Culture. What are the core businesses? What issues emerge when you clarify and distinguish between qualitative and quantitative factors? What is the level and nature of interaction between the Board, volunteers, and professionals? How do you create a vision for the agency/institution? How do values help to determine organizational culture? What measurement

4 tools are available? How are these metrics applied? How are conflicts and/or disagreements resolved? What does program evaluation show? Is the organizational climate right for effective planning? Reading: Benchmarking Horan: Chapters 1-5. Bell, Masaoka, and Zimmerman: pp (3) February 6: Looking Outside the Organization: Analyzing the Organizational Environment: How do you construct a situational analysis? What is competitive advantage? How do you maximize those advantages? How do you conduct an environmental scan? Are your core businesses competitive? What are industry standards for marketing, technology, and use of the internet? How do these factors become part of your business plan based on quantitative as well as qualitative analysis? How do you project future demand, social trends, and client/customer response? Reading: Environmental scans; industry analysis Review and analysis of first team discussions with partner agencies (4) February 13: Creating the Business Planning Process: How is this process distinguished from strategic planning? What is the timeframe? Who are the stakeholders? Who provides leadership and who provides expertise? What level of information is available and shared? What are the steps and what are the anticipated outcomes? What analytical tools are available and how are they applied? How do you handle differing perspectives and organizational politics? Reading: Horan: Chapters Individual assignment #1 due (to be discussed in class): Develop a detailed first draft of your business plan procedural outline, including your environmental scan. February 20: Presidents Day Holiday: no class; Teams should meet during the week to work on their specific projects. (5) February 27: Applying Planning Principles. Class presentations on organizational program plans and parallel marketing plans. Discussion of key elements, analytical tools, metrics, and

5 creative directions. Review of problems that have been encountered, including information gathering, confidentiality, and staffing concerns. Reading: Matrix mapping; applying quantitative tools; comparing profitability and impact Reading: Bell, Masaoka, and Zimmerman, pp Individual assignment #2 due: Organizational program and marketing plan to reflect the mission and vision. (6) March 5: Cost Management and Technology: Defining profitability, leverage, and investment in a nonprofit environment.how do you get technology on your side? What are the relevant applications of social media, internet marketing; professional networking; and online training. What is the right balance between technology and personal interaction? What data is being collected and how is this analytical information managed? How do you graph and measure these factors? When do you close a program or create new partnerships? What role does staff management and motivation play when it comes to assessing and managing costs? Reading: Bell, Masaoka, and Zimmerman, pp (7) March 12: Financial Planning and Accountability : Analyzing financial statements; managing the budgeting process; developing multi-year projections; challenging assumptions; developing contingency plans; creating reserves; understanding the 990 form. How do you create sustainable organizations? What is the role of operations management? How does the Board handle its fiduciary responsibilities? What is the implication of entrepreneurial spirit in the nonprofit sector? Preliminary team presentations and discussion: What discoveries have you found about the financial planning and development in the agencies/organizations you are working with? What common themes have emerged among all of these organizational studies? (8) March 26: Maximizing Annual Income and Developing Reserves: What are the financial challenges faced by a typical nonprofit? Where are the opportunities? Is vision enough? How dangerous is pie in the sky thinking? What are the possibilities for synergy between Board members, volunteers, and staff? What are the key elements in a sound financial development plan? How do you define earned income? Is there a role for social enterprises? How do you measure investments in financial development? Reading: Bell, Masaoka, and Zimmerman, pp

6 Individual assignment #3 due: Create a forward thinking comprehensive financial development plan for your organization/agency. (9) April 2: Lessons from the Field: case studies. Analyzing business plans that work and those that don t work. How can you predict? What are the most essential elements? What level of detail is required? What distinctions are there between various methodologies and products? How do you develop action recommendations that work? Reading: Bell, Masaoka, and Zimmerman, pp April 9 and April 16: Spring Break: No Classes. (10) April 23: Synthesis and Analysis: Applying the matrix map; distinguishing between process and product; utilizing quantitative data; creating the synthesis between inspiration and practicality; evaluating results; developing an operations and management plan. How do you match your operations plan with your financial resources? What are the barriers and what are the opportunities? Individual assignment #4 due: Create an operations and management plan for your agency/organization. (11) May 7: Implementation of the Plan: Coping with reality; developing discipline and honesty; managing politics; adjusting to feedback and real world testing; creating the strategy for action, evaluation, and success. How do you overcome inertia, resistance, and doubt? How do you respond to disappointments? How do you measure success? How do you celebrate victories? How do you move to the next level? (12) Week of May 14: Final Oral Presentations with Agency Representatives Teams will present their final business plans in a group setting with agency representatives using available data and professional presentation techniques. The oral presentations will be based on the written plans that each team will submit as their final term project. Partner Agencies

7 Suggested nonprofit partner agencies volunteering to assist in the business planning process: (The list is still in formation; examples of potential agencies are listed below) The Salvation Army Camps in Malibu (Camp Mt. Crags and Camp Gilmore) Del Rey Yacht Club and the Santa Monica Sailing Foundation Unite LA ($2 million creative business oriented public school initiative based in downtown Los Angeles) The Haven (program for veterans sponsored by The Salvation Army) Topsail (nonprofit based in San Pedro established to develop skills of disadvantaged youth through tall ship sailing adventures) Westside Jewish Community Center (Olympic Blvd.) The Jewish Community Center at Milken Jewish Family Service of Long Beach