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BoardSource Strategic Planning Webinar Nov 2019
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.
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BoardSource Strategic Planning Webinar Nov 2019
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- 3. WELCOME Hafsa Miskin Client ProjectManager Emily Davis Senior Governance Associate
- 4. A LittleAbout Me… MNM RegisUniversity 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 organizationhave a documented and current strategic plan?
- 6. Pre-planning Discovery Retreat(s) DocumentationImplementation 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 strategicplan can be created in a one-day retreat.
- 10. The strategic planningprocess 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? ORGSTABILITY EXISTING PLAN PLAN STRATEGIES TIMING FUNDING BOARD & STAFF COMMITMENT FACILITATION
- 12. Myth #2 A self-facilitated strategicplan is cheaper and better.
- 13. WhoFacilitatesPlanning? Less money Understand orgbest Can get bogged down in details More subjective Time accountability CONSULTANT SELF
- 14. WhoFacilitatesPlanning? Objective perspective Time tocommit 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 TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 16. Hiring aConsultant BUDGET TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 17. Hiring aConsultant BUDGET TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 18. Hiring aConsultant BUDGET TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 19. Hiring aConsultant BUDGET TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 20. Hiring aConsultant BUDGET TIMELINEOUTCOMES PROPOSAL REFERENCES LEADERSHIP
- 21. Myth #3 The staffleads the strategic planning effort.
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- 24. Phase 1: Discovery( 3- 6 months) Situational Analysis Report Stakeholder Feedback Document review Organizational lifecycle Environmental scan Best practices Strategic priorities
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- 26. Myth #4 Anyone cansuccessfully facilitate a strategic planning retreat.
- 27. Phase 2: Retreat(s) Boardeducation Review process to date Facilitated discussion around situational analysis report Examine strategic priorities Various facilitated activities Board/staff participation
- 28. A word onfacilitation Technology of Participation Essential Facilitation Participatory decision-making SWOT Matrix mapping Start – Stop – Continue – Change More!
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- 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
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- 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
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- 34. Myth #5 The staffis solely responsible for implementing the strategic plan.
- 35. Phase 4: Implementation Oversight Ensure resources Regularreview of plan Board champions Shared leadership: ED, staff, committees, board Implementation tools
- 36. Board Roles &Responsibilities SET Organizational Direction PROVIDE Oversight ENSURE Necessary Resources
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- 39. AskThe RightQuestions WHAT What isour 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?
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- 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 ADHOC GOVERNANCE EXECUTIVE FUND DEVELOPMENT FINANCE ADVISORY
- 44. Staff presents policy question or Regularreview 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 onething 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