| Opportunity Analysis – Name of Project | ||
| 1. Key Strategic Priority Areas/Critical Success Factors | ||
| 10 | A | Creatively addresses more than one of the nine key strategic priority areas. |
| 7 | B | Directly targets a significant improvement in one key strategic priority area. |
| 3 | C | Contributes to the achievement of one key strategic priority area. |
| D | Provides benefits, but does not address any of the nine key strategic priority areas. | |
| 2. Annual Strategic Plan | ||
| 10 | A | An integral and significant preplanned component of the annual strategic plan. |
| 7 | B | An initiative within the annual plan. |
| 3 | C | Consistent with focus areas of the plan, but not defined as a planned initiative. |
| D | Provides benefits, but is not connected to the initiatives defined in the plan. | |
| 3. Mission, Vision and Precepts | ||
| 10 | A | Creatively addresses more than one precept or component of the mission. |
| 7 | B | Directly targets a precept or component of the mission. |
| 3 | C | Contributes to a precept or component of the mission. |
| D | Provides benefits, but the connection to the mission and precepts is weak. | |
| 4. Long-term Strategic Plan | ||
| 5 | A | Creatively addresses more than one goal of the plan. |
| 4 | B | Directly targets a significant improvement in one goal of the plan. |
| 2 | C | Contributes to the achievement of one goal of the plan. |
| D | Provides benefits, but does not address specific goals of the plan. | |
| 5. Program/Product Portfolio | ||
| 5 | A | Builds on an existing area of strength, leveraging a core competency. |
| 4 | B | Provides services the organization has targeted for growth or improvement. |
| 2 | C | Addresses an area of weakness considered critical to portfolio of services. |
| D | Serves a new area, a weak area, or one that de-emphasized. | |
| 6. Customer(s) Served | ||
| 5 | A | Targeted to serve an existing primary customer group. |
| 4 | B | Serves a customer group which has been identified for growth potential. |
| 2 | C | Serves a secondary customer group, by leveraging an existing program. |
| D | Serves a secondary customer group or channel, which others could serve as well. | |
| 7. Proven Demand for this Service | ||
| 5 | A | Members, customers and sponsors have paid for this program before. |
| 4 | B | Marketing research and tests indicate that this is a top priority service. |
| 2 | C | Marketing research supports some demand, but dollar value is unproven. |
| D | Some constituents demand this service, but no research or market proof. | |
| 8. Brand Consistency | ||
| 5 | A | Service reinforces key brand messages and is promoted with existing vehicles. |
| 4 | B | Service is consistent with key brand messages, but requires separate promotion. |
| 2 | C | Service connects with some brand messages and requires separate promotion. |
| D | Service is not consistent with key brand messages. | |
| 9. Delivery Channel Environment | ||
| 5 | A | Reinforces historical and current programs and values in delivery organizations.. |
| 4 | B | Consistent with historical programs and values in delivery organizations. |
| 2 | C | Some degree of innovation or stretch that may be a concern to some players. |
| D | Innovative program designed to introduce change for delivery partners. | |
| 10. Financial Resources | ||
| 5 | A | Earns a financial payback of investment in one year or less. |
| 4 | B | Earns a financial payback in two years or less. |
| 2 | C | Breaks even in more than 2 years, but provides significant qualitative benefits. |
| D | Qualitative benefits are deemed to exceed quantitative costs. | |
| 11. Sponsor/Funding Resources | ||
| 5 | A | Creates a strong opportunity to attract new sponsors and contributions. |
| 4 | B | An attractive project 80% likely funded in a year, without harming programs. |
| 2 | C | More than 50% funding chance, but may compete with existing programs. |
| D | Less than a 50% funding chance or clearly competes with existing programs. | |
| 12. Information Technology | ||
| 5 | A | Uses existing capabilities without modification. |
| 4 | B | Uses existing or planned strong capabilities with minor enhancements. |
| 2 | C | Uses existing capabilities, but requires development outside of current plans. |
| D | Requires pioneering development work to provide appropriate service. | |
| 13. Delivery/Operations/Processing Capabilities | ||
| 5 | A | Uses existing strong capabilities without modification. |
| 4 | B | Uses existing strong capabilities with minor enhancements. |
| 2 | C | Uses existing capabilities, but requires significant development. |
| D | Requires pioneering development work to provide appropriate service. | |
| 14. Human Resources | ||
| 5 | A | Service can be provided by existing staff and structure. |
| 4 | B | Service requires some additions to staff in existing categories. |
| 2 | C | Service requires new staff skills and minor adjustments to structure. |
| D | Service requires major initiatives in recruiting, retention and structure. | |
| 15. Monitoring and Evaluation | ||
| 5 | A | Success is easily measured by existing measurement and evaluation tools. |
| 4 | B | Success can be measured with only minor enhancements to current system. |
| 2 | C | Success can be measured, but will require adjustments to existing measures. |
| D | Success is difficult, if not cost prohibitive, to measure directly. |
Finance / leadership / Operations / strategy
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