This document discusses strategic planning best practices for nonprofit organizations. It begins by outlining the strategic planning process, including pre-planning discovery, documentation, implementation, and myth-busting. Key points covered include the importance of facilitation, board and staff roles, developing goals and objectives, and implementation oversight. The document emphasizes that strategic planning is an ongoing process rather than a one-time event.
4. A LittleAbout Me…
MNM
Regis University
Consulting
Associate
BoardSource
Author
Fundraising
and the Next
Generation
Certified
Charitable Advisor
21/64
Founder
YNPN San Diego,
Global Shapers
Boulder Hub
Executive
Director
National
Hemophilia
Foundation
Colorado
Board Member
Social Venture
Partners,
Association
of Fundraising
Professionals,
YNPN
Facilitator
Certified in
Essential
Facilitation™ &
ToP Facilitation™
10. The strategic planning process
Environmental
Assessment
• Where are we
now?
Organizational
Direction
• Where should
we be going?
Strategy
Formulation
• How are we
going to get
there?
Planning &
Implementation
• How will we
make it
happen?
IMPLEMENTATIONDOCUMENTATIONRETREATDISCOVERY
11. Are we ready?
ORG STABILITY EXISTING PLAN PLAN STRATEGIES TIMING
FUNDING
BOARD & STAFF
COMMITMENT
FACILITATION
14. WhoFacilitatesPlanning?
Objective perspective
Time to commit and compile info
Serve as “bad guy”
Expert
Keeps focus on priorities
Costs $
Board/staff resistance
Less money
Understand org best
Can get bogged down in details
More subjective
Time accountability
CONSULTANT
SELF
26. Myth #4
Anyone can successfully
facilitate a strategic
planning retreat.
27. Phase 2: Retreat(s)
Board education
Review process to date
Facilitated discussion around situational
analysis report
Examine strategic priorities
Various facilitated activities
Board/staff participation
28. A word on facilitation
Technology of Participation
Essential Facilitation
Participatory decision-making
SWOT
Matrix mapping
Start – Stop – Continue – Change
More!
32. Strategic Priorities
• Broad, functional business area that will be addressed, changed or modified
• Board and ED provide oversight
Goals
• More specific benchmarks that define strategic priority. Goals speak to a qualitative shift in the
organization.
• Board and ED provide oversight
Objectives
• Building blocks to achieve the goals, often quantitative
• ED, staff, and committees begin to operationlize
Tactics (aka Activities)
• Specific actions, events, or organizational shifts that assist in meeting goals, objectives, and
strategic priorities
• ED, committees, and staff get into the details for implementation
Work Plans
• Action plans around necessary tactics connected to milestones and deadlines to meet larger
objectives, goals, and strategic priorities
• ED, staff, committees
39. AskThe RightQuestions
WHAT
What is our
capacity?
What does success
look like?
HOW
How does this serve
our mission?
How does it fit our
strategic goals?
WHY
Why is this important
right now?
Why should we
consider other options?
41. Board Roles & Responsibilities
SET
Organizational Direction
PROVIDE
Oversight
ENSURE
Necessary Resources
42. Board members
Executive Director, Staff
Supporters
Volunteers, Committee Members
People & Money
Revenue sources
Sustainability plan
Participation in revenue
generation
44. Staff presents policy
question
or
Regular review of
policy
Policy Development
Committee develops
policy draft side-by-
side with staff
or
Reviews & updates
existing policy
Board reviews,
discusses, votes on
approval
45. Q&A
What is one thing you
have taken away from this
discussion?