Pondering strategic planning…

We’re hearing a lot about strategic plans these days. The NorthSky team frequently fields inquiries about planning. Do we create a strategic plan now? Do we wait? How do we involve the Board? How many times do we meet? Do we use a consultant? Many nonprofits are skeptical about long-range planning…they’ve been through the exercise of conducting a S.W.O.T. analysis and rewriting mission and vision statements too many times, I guess. They wonder about the value; the time spent, consulting dollars, and how that work really ties to actionable strategies and results. Sometimes we wonder about that, too. Both Debbie McKeon and I have had the experience of meeting with a nonprofit team and watching while they scurry around, digging out, and dusting off an old strategic plan that looks like it hasn’t been cracked open since its final draft. What a waste…

We also see the negative impact of not having a strategic plan. No plan can result in a lack of shared vision between Board and staff members, disjointed action items, unclear accountability, and team apathy. It can be difficult to prioritize and focus your work. It’s hard to chart progress. So, we strongly encourage every nonprofit organization to have a strategic plan. However it must be the right one: practical and customized to your organization’s circumstances and needs.

Some suggestions for creation of a solid and actionable strategic plan:

1. The board and staff must be involved but use their time well. Schedule 2-3 planning sessions with them and complete the rest of the work outside those meetings using a small work team. The work team can prepare documents and discussion items. The work team can also flesh out action items after the larger group outlines key goals and strategies.

2. If possible, make planning sessions fun. After all, you don’t have that many opportunities to meet together and dream about the future and what you’d like to create as a team. Include food, acknowledgements of success, and meet in a unique setting, if possible.

3. The board and staff must be involved in affirming and revising the mission and in the development of a shared strategic vision. The specifics of writing and re-drafting of mission and vision statements should occur outside of the larger planning sessions. Focus the large group on the content and overall direction and have them approve the final versions.

4. Consultants can be helpful in keeping the process moving along, facilitating tough discussions, and completing some of the work. If you elect to use a consultant, ask to see samples of their work, and request a "Scope of Work" which outlines all the deliverables for the project, fees, and other agreements.

5. Review objective performance data as part of the planning process. Conduct an organizational capacity assessment, if pertinent, and review financial, program, and other operational performance data. This helps to identify problems with your business model and strategies for addressing them.

6. Use a good planning template. There are many out there. The approach we are using at NorthSky is "LaPiana Real-Time Strategic Planning". We’ve found this to be an expedient process grounded in excellent business principles.

7. Learn from your colleagues. Ask others about their strategic plans and what went well for them. Avoid their pitfalls.

8. Implement the final plan. Tie every strategy and action item to a board committee, staff member, or other work team. Build in accountability, timelines, and provide routine updates at board and staff meetings.

9. Get comfortable with revising and updating strategies along the way. After all, things do change. Be practical and make adjustments, as needed.