Nonprofits: Collaborative planning creates the roadmap for a transformative year – and it can be fun!
You don’t need a complex three-year plan to reap the benefit of strategic planning. By establishing a handful of priorities and a plan to execute on them, a transformative year for your nonprofit is well within reach.
My goal with this post is to lay out an effective but streamlined planning process, so that this exercise is not overwhelming for volunteers with busy (busy!) lives. If this is your first time leading a strategic planning exercise, or you’re looking for some suggestions to revamp your usual routine, this post is for you. Get ready to cultivate the right mindset, assemble the troops, and work my six recommended steps to produce a strategic plan that will guide your nonprofit all year long.
What is your “word of the year”?
Each January, I find it helpful to choose a “word of the year,” a word to help me focus on the outcomes I want to achieve and guide my efforts in getting there. This year, my word is “Expansion.” Last year, it was “Simplify!” The year before, it was “Intentional.” All decisions and actions are made looking through the lens of my word. Reflect a little on your challenges, choose a word that resonates, and see how setting your own “word of the year” feels. You may also want to give some thought to what the “word of the year” might be for your organization. If EVERYONE could agree on one word, this would be a great way to align thinking.
Who will get the nod?
The next step is to schedule your first planning session. The team you tap, and your approach, are critical. Ideally, you are shooting for a group of about five to seven people who represent diverse perspectives and who you think will be enthusiastic about this exercise. I recommend starting with people from your executive committee and then supplementing them with other volunteers. Someone who represents the group your organization serves is also essential. PRO TIP: If your executive committee doesn’t already include at least one person from your constituent group, make this a future goal.
When you invite people, be sure to shift your language from “we HAVE to do this” to “we GET to do this.” Then build some fun into your session. For example, you might start off with some lighthearted awards based on what each individual brings to the team dynamic: a flashlight for someone who is always guiding the way; a $100,000 candy bar for someone who has brought in a lot of funding; a sewing kit for someone who makes a stitch in time to save nine. It’s a fun way to make people feel seen.
When it’s time for the more serious work to begin, here is your action plan:
Step One: Create a SWOT Analysis
If you haven’t run a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis recently, now is the time! It is a simple exercise that really gets the conversation flowing.
Some helpful hints:
Choose a good facilitator and take lots and lots of notes while brainstorming.
The diversity of your group is only valuable if everyone is engaged, so make a point of giving everyone a chance to be heard.
This is the time to dig deep, considering what you accomplished last year and what you didn’t. Try to understand any reasons for failure and develop strategies to overcome those obstacles.
Be creative and be open to trying new things.
This process can be very exciting! Breakthroughs happen here.
Step Two: Determine Your Top Priority
Considering the collective work from step one, identify the number one problem you’re trying to solve for your organization. If you can answer this question, you’re off to a great start. You may think it’s obvious but see if you can achieve consensus among the group.
Step Three: Review Last Year’s Goals
Before setting new goals, revisit last year’s goals to make sure you’ve checked off everything you wanted to accomplish. Didn’t get to all of them? Don’t worry! If they are still relevant, roll them forward into your new plan. However, to ensure they don’t become a perpetual item on your list, it’s important to dig a little deeper and make a plan. To reach this goal:
Do we need to partner with another organization?
Do we need to expand our board?
Do we need administrative help?
Can we learn from other, similar organizations?
Step Four: Fine Tune Your Goals to be Realistic and Measurable
SMART Goals are:
Specific
Measurable
Achievable
Relevant
Time-bound
Set the bar high yet be realistic. Create measurable goals with clear objectives and accountability. Be sure to base these on a thorough assessment and evaluation of outcomes versus emotions. What does measurable look like to your organization? What does success look like for your organization? How will you know if you were successful?
Step Five: Think About Execution Before You Start
It doesn’t matter how good the plan is if it isn’t executed. Implementation is the phase that turns your strategies and plans into actions to accomplish your goals and objectives. Critical action steps move a plan from a document that sits on the shelf to actions that drive the growth and sustainability of your organization. Ask yourselves:
What systems do you have in place to ensure accountability?
Do you know who is doing what?
Do you have a timeline attached to all goals?
PRO TIP: Does each of your committees have at least two short-term goals and one long-term goal?
PRO TIP: Does each person on your committees know their role and responsibilities? This is the foundation of a high-functioning committee.
If the system you have in place is breaking down somewhere between action items and execution, you must change it! Is there a gatekeeper within your organization who ensures progress is being made? A good admin can make all the difference in this area.
Step Six: Make it Fun!
Make time for people to get to know each other. I recommend committing the first ten minutes of each meeting to this. You can get the ball rolling with a simple icebreaker like:
Where is your favorite place to vacation?
What is your favorite holiday tradition and why?
Tell us one thing about yourself that would surprise us?
As the year progresses and you begin to achieve some of the milestones and goals in your plan, be sure to acknowledge and celebrate them. It’s one of the best ways to ensure that this time next year, your whole planning group will be eager to gather and plan for another year.
If you’d be interested in having The More Than Giving Company help facilitate a strategic planning session for your nonprofit, schedule a call with MTG CEO Vicki Burkhart to discuss your needs and timing. If a Nonprofit Virtual Assistant (NPVA) could support you in coordinating action items from your plan, you can review our NPVA packages here (starting at ten hours per month).