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.

1. STRATEGICPLANNING:MORE
THANJUSTADOCUMENT
EmilyDavis|©EmilyDavisConsulting2019
BoardSourceSeniorGovernanceAssociate
November2019

2. A LittleAboutYou…
Name Organizational
Role/Title
Challenge or
Question

3. WELCOME
Hafsa Miskin
Client Project Manager
Emily Davis
Senior Governance Associate

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™

5. Q&A
Does your organization have
a documented and current
strategic plan?

6. Pre-planning Discovery Retreat(s)
Documentation Implementation
Topics we’ll cover

7. Board Roles & Responsibilities
SET
Organizational Direction
PROVIDE
Oversight
ENSURE
Necessary Resources

8. Long term planning
Mission & purpose
Organizational strategy
Revenue strategy/business model
Succession planning
Not micromanagement

9. Myth #1
A strategic plan can be
created in a one-day
retreat.

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

12. Myth #2
A self-facilitated
strategic plan is
cheaper and better.

13. WhoFacilitatesPlanning?
Less money
Understand org best
Can get bogged down in details
More subjective
Time accountability
CONSULTANT
SELF

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

15. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

16. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

17. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

18. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

19. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

20. Hiring aConsultant
BUDGET TIMELINE OUTCOMES
PROPOSAL REFERENCES LEADERSHIP

21. Myth #3
The staff leads the
strategic planning
effort.

22. Strategic planning roles

23. DISCOVERY
Planning process
RETREAT(S)
DOCUM
ENTATION
IM
PLEM
EN
TATIO
N

24. Phase 1: Discovery ( 3- 6 months)
Situational
Analysis
Report
Stakeholder
Feedback
Document
review
Organizational
lifecycle
Environmental
scan
Best practices
Strategic
priorities

25. DISCOVERY
Planning process
RETREAT(S)
DOCUM
ENTATION
IM
PLEM
EN
TATIO
N

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!

29. DISCOVERY
Planning process
RETREAT(S)
DOCUM
ENTATION
IM
PLEM
EN
TATIO
N

30. • Process steps
• Strategic plan
purposes
Introduction
• Lifecycle stages
• Stakeholder feedback
• Priorities
Situational
Analysis • Narrative
• Deadlines
• Responsible parties
• Resources
Strategies, Goals,
Objectives
• Accountability
• Next steps
• Sample docs
• Technical assistance
Implementation
Phase3:Documentation

31. Strategy vs.Goals vs.Objectives

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

33. DISCOVERY
Planning process
RETREAT(S)
DOCUM
ENTATION
IM
PLEM
EN
TATIO
N

34. Myth #5
The staff is solely
responsible for
implementing the
strategic plan.

35. Phase 4:
Implementation
Oversight
Ensure resources
Regular review of plan
Board champions
Shared leadership: ED, staff, committees,
board
Implementation tools

36. Board Roles & Responsibilities
SET
Organizational Direction
PROVIDE
Oversight
ENSURE
Necessary Resources

37. PROGRAMS
Management
Governance
Financial
Resources
Administrative
Systems
*Susan Kenney Stevens
Mission

38. *Susan Kenney Stevens
PROGRAMS
Management
Governance
FinancialResources
AdministrativeSystems
M
ission

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?

40. Governance Discussions
Strategy Implementation
Operations
Daily Operations

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

43. Committees
BOARD ORGANIZATIONAL
STANDING AD HOC
GOVERNANCE EXECUTIVE
FUND
DEVELOPMENT
FINANCE
ADVISORY

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?

47. Emily Davis, MNM
President, Emily Davis Consulting
Senior Governance Consultant,
BoardSource
emily@emilydavisconsulting.com
(720) 515-8571
emilydavisconsulting.com
Boardsource.org