Tips and Tools

Make the planning process itself work for you. The strategic planning process is as important as the product itself. Without certain characteristics -- inclusiveness, for example -- you won't have the enthusiasm needed to make the plan work. Without the right external data, overlooked environmental changes may doom the plan. 

Good process, good plan. Check your planning process:  does it includes these eight characteristics?

Commitment ... There’s a strong commitment from board members, the CEO or ED and staff to participate fully in the planning process and to use the plan once it’s created. 

Inclusiveness ... Key stakeholders -- volunteers, clients, staff (all levels, all functions), donors, -- have voices in the process.  Their opinions are clearly important, and the planning process is used to break down internal organization barriers.

Integration into operations ... Does your planning process breathe life into the plan?  It should include goals, objectives, measurements and operating processes that focus management and board attention on making the plan a reality.  And it needs to stress accountability as positivefeedback, necessary to reach your shared vision. 

External awareness ... Are you 'talking to yourself'?  Or are you reaching beyond your organization, beyond internal thinking.  Does your planning process search out environment data, expert thinking about trends and potential changes, information from institutions with similar missions and their successes and issues?

Big thinking ... Planning is a time to think big, stretch and use imagination, ask outrageous questions.  It’s about choice.  A planning process forces discussions and answers questions:  Why?  Why not?  Why now?  Why not now?  How?  Who? 

Inspiration (even fun) ... Yes, your planning process should be inspirational, even fun.  Help your stakeholders get reacquainted with why they’re involved with your organization;  help them paint a vivid vision to share; set some milestones that will be the causes for celebrations. 

Realism in healthy doses ... Your process needs to be grounded in reality to be believable.  Consider financial resources, staff needs and time in the plan:  each objective should be measureable, have timelines and be “owned” by a specific individual ... and it should be achieveable.

 Thoroughness ... Your planning process needs to think big and express a vision and include the operational basics:  mission, vision, values, goals, objectives, strategies, action plan, measurements and measurement process. (How often does the board review progress?  Who on the board 'owns' the planning process and progress?)  And your complete plan includes an executive summary (mainly for external audiences) and a cogent summary of “how we got here.”