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Strategic Planning |The Beginning
Creating a Process that Produces Results
Funding For Good
Owner, Mandy Pearce (left)
Lead Consultant, Marie Palacios (right)
development coaching | board development | budgeting | nonprofit
consultant coaching| strategic planning | grant research | consensus-
building | community planning
Book a call about Strategic Planning or Board Development:
https://fundingforgood.org/strategic-planning/
W| www.fundingforgood.org
What we’ll cover:
◦ Why a strategic plan is vital for sustainable growth
◦ Tips for achieving “buy-in” from your board, staff, and stakeholders
◦ How your vision and mission drive the process
◦ The top 10 things every organization should know before crafting a strategic plan
◦ Key components of a multi-year strategic plan
◦ Stakeholder basics-who should participate in the strategic planning process and how to engage them
◦ How to conduct an environmental scan
POLL | What’s your role
in the nonprofit sector?
• Executive Director/CEO/Founder
• Development Staff
• Board Member/Other Volunteer
• Consultant
• Other
POLL | Where are you in
the strategic planning
process?
• Curiosity stage
• In the middle of one
• Hoping to complete a plan in the
next 12 months
What Is A Strategic Plan?
Funding for Good’s definition:
“A live document that:
✓ Defines where your
organization is going
✓ Confirms what success looks
like in measurable terms
✓ Offers a roadmap on how you
plan to get there
It is NOT:
▪ Business as usual
▪ A stand-alone development
plan
▪ A multi-year implementation
plan
5 Steps to Secure Buy-In
1
Capture current
realities
-Prior experience
-Misconceptions
-Commitment
-Availability
2
Clarify benefits
-Double chances
of success
-Proactive vs
reactive
-Donor ready
3
Confirm
responsibility
-Planning is a
core duty
-Participation of
key decision
makers is critical
4
Commit to an
intentional
process
-organized
-thorough
-timely
-inclusive
5
Create
meaningful
engagement
opportunities
-pre-planning
-retreat
-implementation
Why is a strategic plan important?
▪ Confirms a shared vision (Aka: “destination)
▪ Provides direction by outlining strategies, and steps for accomplishing goals
▪ Allows organizations to evaluate, measure, and share successes
▪ Promotes development plans ( programs, resources, personnel)that are mission/vision focused)
▪ Creates “ownership” and builds consensus
▪ Helps “problem-solve” (vision focused vs content-focused)
▪ Ensures that the Board of Directors and staff are on the same page
▪ Increases chances for success and sustainability
▪ Assures donors and stakeholders that the organization is a worthy, safe, and timely investment
Having a plan—either a strategic plan or a business plan—positions organizations for success.
Studies have shown that having a written plan doubles an organization’s chance of success (for
AND nonprofits). Specifically:
• Companies with written business plans grow 30% faster. (Journal of Management Studies)
• 71% of fast-growing companies have strategic plans, business plans, or similar long-range planning
tools in place. (Journal of Small Business Management and Bplans)
• Businesses with a plan are far more likely to get funding than those that don’t have a plan.
(Department of Economics, University of Oregon, and Bplans)
According to research from the Concord Leadership Group, nonprofits with written strategic plans
are:
• More likely to collaborate with other nonprofits.
• More likely to have boards open to taking calculated risks.
• More likely to have a formal process for measuring leadership effectiveness across the
organization.
Yet despite this, 49% of nonprofits don’t have a written strategic plan.
Top Reasons Plans Fail
1. The right people aren’t at the decision-
making table
2. Facilitation failures- process or techniques
3. The plan is to “broad”
4. The plan is too “narrow”
5. Unrealistic goals
6. Failure to establish/enforce accountability
processes
7. Inability to distill “major goals” into “action
and implementation plans.”
“The greatest legacy a leader
can leave behind is an
organization that can thrive
without them.”
-Marie, Funding For Good
Break it Down
Focused Conversations
Every strategic planning process should
answer 3 basic questions:
1. Where are we NOW?
2. Where do we want to BE in ___years?
3. HOW do we get there?
The Process
1. Environmental Scan
2. Visioning and Goal-setting sessions
3. Action and implementation planning
Top 10 Things To
Know Before
Crafting a Plan
1. What will the process entail?
2. What time frame will the plan cover?
3. How long will the process take?
4. How will we capture and prioritize
ideas?
5. Who should participate?
6. How can we best engage participants?
7. What do we need from a facilitator?
8. Have we answered the question:
“Where are we now”
9. Is our vision/mission current and
relevant?
10.Who will convert conversations into a
written document?
Stakeholder
Analysis and
Engagement
▪ Whose voice must we listen
to as we seek to understand
issues and prioritize
solutions?
▪ Who has the power to
influence our plan? (+ or -)
▪ How can we secure
feedback/support from
stakeholders?
▪ How will we use stakeholder
feedback in a meaningful
way?
The Role of a Facilitator
▪ Provide a framework for the process
▪ Craft intentional questions designed to
help “focus” the group
▪ Educator vs. consultant vs. facilitator
▪ Create an inclusive atmosphere
▪ Foster individual participation
▪ Encourage consensus building within
the group
▪ Guide the group’s action planning and
reflection processes
Do we need an outside facilitator?
▪ Is this the first time your organization has created a
strategic plan?
▪ Was a prior strategic plan considered UNsuccessful?
▪ Do participants have a wide/differing range of views
on what is important and what is not?
▪ Has anyone from your organization facilitated
strategic planning successfully? (skill set,
qualifications?)
▪ Do members of the organization lack motivation to
complete the process?
▪ Do key leaders want to share their opinions but are
afraid of dominating the conversation if they are
acting in a dual role (participant and facilitator)?
What to expect from a facilitator?
▪ Detailed description of the PROCESS
▪ Define their personal facilitation STYLE
▪ The strategic planning METHOD
▪ Template/description of final PRODUCT
▪ Outline of “who does what?”
▪ Key timelines
▪ Cost of service
▪ Scope of work
▪ Referrals
Environmental Scan
Components
1. SWOT Analysis
▪ Strengths
▪ Weaknesses
▪ Opportunities
▪ Threats
+ Achievements
Strategies
1. Online options (Miro, Mural, Zoom)
2. In-person (sticky charts and markers)
Helpful Hints for Facilitation:
*Which contributions require further clarification?
*What does not appear on this scan that should be
included?
*What surprised you the most?
*How might these current realities impact our
upcoming planning priorities and/or processes?
Is Your Core Messaging Current and Relevant?
◦ Describes what we do in the PRESENT
◦ Explains HOW we do it
◦ Designed to INFORM
Mission
Vision
◦ Defines where you want to be in the
FUTURE
◦ Explains WHY you exist
◦ Designed to INSPIRE
Multi-Year Planning
Scope by Year
1. Long-term dream
2. Short-term vision
3. Mid-plan benchmarks
4. Year one achievements
5. 90-day action and implementation plans
Components
1. Vision statement and long-range goals
2. Describes both subjective goals and
objective success indicators for the last
year of the plan
3. Serves as a point of reference on velocity
4. Establishes short-term success indicators
5. Provides marching orders for the first
quarter
Checklist: Template Components
1. Cover Page- (Header, logo, strategic plan dates, etc.)
2. Table of Contents
3. Description of the Organization
4. Executive Summary (What the strategic planning process entailed)
5. Core Messaging: Vision, Mission, Values
6. Goals (Visionary and Measurable)
7. Potential Blocks/Barriers
8. Core Strategies
9. Actions Plan (Aka: Implementation)
10. Appendices
Remember:
An intentional
PROCESS is
just as vital as a
written plan.
Additional Resources
Join us in APRIL 2024 for a week of strategic planning education:
https://fundingforgood.org/strategic-planning-webinar-series/
YouTube Channel Strategic Planning Playlist – www.youtube.com/fundingforgood
(https://youtube.com/playlist?list=PL7KMjiEftADzpdR_bcTvLSiqhkT8f-bwg)
Board Template Bundle - https://fundingforgood.org/product/board-template-bundle/
Free Pre-Strategic Planning Checklist - https://fundingforgood.org/free-pre-strategic-planning-checklist/
Articles- https://fundingforgood.org/?s=strategic+planning
Explore how Funding for Good’s strategic planning services- https://fundingforgood.org/impact-work/strategic-
planning/
Interested in having
Funding For Good
facilitate your first or next
strategic planning process?
Book a call with Marie
today to discuss:
https://fundingforgood.org
/strategic-planning/
Strategic Planning The PROCESS Handout 2024.pdf

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Strategic Planning The PROCESS Handout 2024.pdf

  • 1. Strategic Planning |The Beginning Creating a Process that Produces Results
  • 2. Funding For Good Owner, Mandy Pearce (left) Lead Consultant, Marie Palacios (right) development coaching | board development | budgeting | nonprofit consultant coaching| strategic planning | grant research | consensus- building | community planning Book a call about Strategic Planning or Board Development: https://fundingforgood.org/strategic-planning/ W| www.fundingforgood.org
  • 3. What we’ll cover: ◦ Why a strategic plan is vital for sustainable growth ◦ Tips for achieving “buy-in” from your board, staff, and stakeholders ◦ How your vision and mission drive the process ◦ The top 10 things every organization should know before crafting a strategic plan ◦ Key components of a multi-year strategic plan ◦ Stakeholder basics-who should participate in the strategic planning process and how to engage them ◦ How to conduct an environmental scan
  • 4. POLL | What’s your role in the nonprofit sector? • Executive Director/CEO/Founder • Development Staff • Board Member/Other Volunteer • Consultant • Other
  • 5. POLL | Where are you in the strategic planning process? • Curiosity stage • In the middle of one • Hoping to complete a plan in the next 12 months
  • 6. What Is A Strategic Plan? Funding for Good’s definition: “A live document that: ✓ Defines where your organization is going ✓ Confirms what success looks like in measurable terms ✓ Offers a roadmap on how you plan to get there It is NOT: ▪ Business as usual ▪ A stand-alone development plan ▪ A multi-year implementation plan
  • 7. 5 Steps to Secure Buy-In 1 Capture current realities -Prior experience -Misconceptions -Commitment -Availability 2 Clarify benefits -Double chances of success -Proactive vs reactive -Donor ready 3 Confirm responsibility -Planning is a core duty -Participation of key decision makers is critical 4 Commit to an intentional process -organized -thorough -timely -inclusive 5 Create meaningful engagement opportunities -pre-planning -retreat -implementation
  • 8. Why is a strategic plan important? ▪ Confirms a shared vision (Aka: “destination) ▪ Provides direction by outlining strategies, and steps for accomplishing goals ▪ Allows organizations to evaluate, measure, and share successes ▪ Promotes development plans ( programs, resources, personnel)that are mission/vision focused) ▪ Creates “ownership” and builds consensus ▪ Helps “problem-solve” (vision focused vs content-focused) ▪ Ensures that the Board of Directors and staff are on the same page ▪ Increases chances for success and sustainability ▪ Assures donors and stakeholders that the organization is a worthy, safe, and timely investment
  • 9. Having a plan—either a strategic plan or a business plan—positions organizations for success. Studies have shown that having a written plan doubles an organization’s chance of success (for AND nonprofits). Specifically: • Companies with written business plans grow 30% faster. (Journal of Management Studies) • 71% of fast-growing companies have strategic plans, business plans, or similar long-range planning tools in place. (Journal of Small Business Management and Bplans) • Businesses with a plan are far more likely to get funding than those that don’t have a plan. (Department of Economics, University of Oregon, and Bplans) According to research from the Concord Leadership Group, nonprofits with written strategic plans are: • More likely to collaborate with other nonprofits. • More likely to have boards open to taking calculated risks. • More likely to have a formal process for measuring leadership effectiveness across the organization. Yet despite this, 49% of nonprofits don’t have a written strategic plan.
  • 10. Top Reasons Plans Fail 1. The right people aren’t at the decision- making table 2. Facilitation failures- process or techniques 3. The plan is to “broad” 4. The plan is too “narrow” 5. Unrealistic goals 6. Failure to establish/enforce accountability processes 7. Inability to distill “major goals” into “action and implementation plans.”
  • 11.
  • 12. “The greatest legacy a leader can leave behind is an organization that can thrive without them.” -Marie, Funding For Good
  • 13. Break it Down Focused Conversations Every strategic planning process should answer 3 basic questions: 1. Where are we NOW? 2. Where do we want to BE in ___years? 3. HOW do we get there? The Process 1. Environmental Scan 2. Visioning and Goal-setting sessions 3. Action and implementation planning
  • 14. Top 10 Things To Know Before Crafting a Plan 1. What will the process entail? 2. What time frame will the plan cover? 3. How long will the process take? 4. How will we capture and prioritize ideas? 5. Who should participate? 6. How can we best engage participants? 7. What do we need from a facilitator? 8. Have we answered the question: “Where are we now” 9. Is our vision/mission current and relevant? 10.Who will convert conversations into a written document?
  • 15. Stakeholder Analysis and Engagement ▪ Whose voice must we listen to as we seek to understand issues and prioritize solutions? ▪ Who has the power to influence our plan? (+ or -) ▪ How can we secure feedback/support from stakeholders? ▪ How will we use stakeholder feedback in a meaningful way?
  • 16. The Role of a Facilitator ▪ Provide a framework for the process ▪ Craft intentional questions designed to help “focus” the group ▪ Educator vs. consultant vs. facilitator ▪ Create an inclusive atmosphere ▪ Foster individual participation ▪ Encourage consensus building within the group ▪ Guide the group’s action planning and reflection processes
  • 17. Do we need an outside facilitator? ▪ Is this the first time your organization has created a strategic plan? ▪ Was a prior strategic plan considered UNsuccessful? ▪ Do participants have a wide/differing range of views on what is important and what is not? ▪ Has anyone from your organization facilitated strategic planning successfully? (skill set, qualifications?) ▪ Do members of the organization lack motivation to complete the process? ▪ Do key leaders want to share their opinions but are afraid of dominating the conversation if they are acting in a dual role (participant and facilitator)?
  • 18. What to expect from a facilitator? ▪ Detailed description of the PROCESS ▪ Define their personal facilitation STYLE ▪ The strategic planning METHOD ▪ Template/description of final PRODUCT ▪ Outline of “who does what?” ▪ Key timelines ▪ Cost of service ▪ Scope of work ▪ Referrals
  • 19. Environmental Scan Components 1. SWOT Analysis ▪ Strengths ▪ Weaknesses ▪ Opportunities ▪ Threats + Achievements Strategies 1. Online options (Miro, Mural, Zoom) 2. In-person (sticky charts and markers) Helpful Hints for Facilitation: *Which contributions require further clarification? *What does not appear on this scan that should be included? *What surprised you the most? *How might these current realities impact our upcoming planning priorities and/or processes?
  • 20. Is Your Core Messaging Current and Relevant? ◦ Describes what we do in the PRESENT ◦ Explains HOW we do it ◦ Designed to INFORM Mission Vision ◦ Defines where you want to be in the FUTURE ◦ Explains WHY you exist ◦ Designed to INSPIRE
  • 21. Multi-Year Planning Scope by Year 1. Long-term dream 2. Short-term vision 3. Mid-plan benchmarks 4. Year one achievements 5. 90-day action and implementation plans Components 1. Vision statement and long-range goals 2. Describes both subjective goals and objective success indicators for the last year of the plan 3. Serves as a point of reference on velocity 4. Establishes short-term success indicators 5. Provides marching orders for the first quarter
  • 22. Checklist: Template Components 1. Cover Page- (Header, logo, strategic plan dates, etc.) 2. Table of Contents 3. Description of the Organization 4. Executive Summary (What the strategic planning process entailed) 5. Core Messaging: Vision, Mission, Values 6. Goals (Visionary and Measurable) 7. Potential Blocks/Barriers 8. Core Strategies 9. Actions Plan (Aka: Implementation) 10. Appendices
  • 23. Remember: An intentional PROCESS is just as vital as a written plan.
  • 24. Additional Resources Join us in APRIL 2024 for a week of strategic planning education: https://fundingforgood.org/strategic-planning-webinar-series/ YouTube Channel Strategic Planning Playlist – www.youtube.com/fundingforgood (https://youtube.com/playlist?list=PL7KMjiEftADzpdR_bcTvLSiqhkT8f-bwg) Board Template Bundle - https://fundingforgood.org/product/board-template-bundle/ Free Pre-Strategic Planning Checklist - https://fundingforgood.org/free-pre-strategic-planning-checklist/ Articles- https://fundingforgood.org/?s=strategic+planning Explore how Funding for Good’s strategic planning services- https://fundingforgood.org/impact-work/strategic- planning/
  • 25. Interested in having Funding For Good facilitate your first or next strategic planning process? Book a call with Marie today to discuss: https://fundingforgood.org /strategic-planning/