Strategic planning involves six steps that are designed to lead non-profit board members, managers, and staff through a process of re-visioning the future; a future full of positive actions that lead to long-term growth and sustainability. These steps are:

1. Setting the Stage
2. Gathering Data & Information
3. Reviewing Mission and Vision
4. Setting Goals, Action Planning, Assigning Roles
5. Communicating and Implementing the Plan
6. Measuring and Re-Assessing Progress

One would think that the first step of planning the strategic planning session would be the easiest. However, in some ways, it is the most difficult step of all. After all, the point of strategic planning is to implement change, and change is not always welcome.

By thinking through the planning process and pre-addressing issues that may arise, a framework for creating a safe, trusting, and comfortable planning environment can be created. Consider the following questions - based on Who, What, When, Where, Why and How - when designing your strategic planning session.

Why is strategic planning important?

Not everyone sees the value in strategic planning. In fact, some stakeholders can be downright resistant to the planning process, let alone the change that the planning process is going to bring about. As a result, non-profit leaders -at the board or management level - need to clearly identify and "sell" the benefits of strategic planning to each person invited. And each participant needs to "buy in to" that concept for positive synergy to be created.

To ensure that the key stakeholders can communicate the benefits, brainstorm what each person brings to the planning table - and let them know that their voice is important in creating a positive and sustainable future for the organization. Tying the benefits of strategic planning to individual contributions will bring the group together and create the synergy necessary to fuel the planning and implementation process.

What will we accomplish?

Equally as important to understanding the benefits of strategic planning is communicating the expected session outcomes and long-term results prior to introducing the strategic planning concept to invitees. Setting a clear goal around the end result of the strategic planning session(s) provides a guide for how the time will be used. It offers participants something to work towards and often helps keep participants on track.

Most strategic planning processes require more than one session to work through the full process. Given that, it is important that at the beginning of each session, participants are alerted to the goals of the day and to the overall progress toward the end result. At the end of each planning session be sure to review progress and note next steps. Measuring and tracking progress enables participants to see what has been done and what still needs to be done. It helps them stay engaged.

In addition, be clear with invitees about how the results of the strategic planning process will be used and implemented. In many cases, participants will hesitate to participate unless they see a clear action plan that shows how their contributions will be used to move the organization forward. Be sure to develop strategies for implementing the recommendations that come out of the session and communicate these strategies to invitees prior to the event.

Who will be involved?

The Board of Directors is responsible to setting the direction of the organization. However, in most situations the Executive Director and Program Managers within the organization have the best understanding of day-to-day realities. It may also be helpful to invite frontline staff as they will be the ones who translate the organizational goals into reality.

Selecting invitees isn't always easy. Each organization will need to consider their individual situation.

Small non-profits often find it easiest to include everyone - board, management, and staff. This leads to the strategic plan being implemented seamlessly as everyone has had a part in developing the action strategies and understands the rationale behind the strategic decisions. However, not all small non-profits will find this to be the best answer. For some organizations, it may be more efficient not to include front line staff directly, rather to collect their opinions using alternative means (individual surveys or small focus groups).

Larger organizations on the other hand, do need to make some decisions about who should be involved. The following questions can be used to guide the selection process:

	4	Who will best represent each department / program? Should one or two people be included?
	4	What strategies can be put in place to ensure staff has an opportunity to contribute without creating a massive strategic planning session? How can this contribution be best collected?
	4	Who are the key movers and shakers in the organization? Do they represent the opinions of a group of individuals?
	4	Who is going to be hardest to get on board with the results of the strategic planning session? How can they best be involved?

One thing that all organizations must consider knowledge and experience do invitees bring to the strategic planning session. Invitees new to the strategic planning process should be provided with the resources and tools necessary to prepare them for their role. Participants who have had negative strategic planning experiences should be reassured that the session will centre on organizational assets and strengths, as these are the building blocks for future growth.

When is the most appropriate time?

Scheduling a strategic planning session should be simply a case of selecting a date, booking the venue, and announcing the event. Unfortunately, many other factors need to be considered to ensure that all invitees can fully focus on the job at hand during the strategic planning session. Consider the following:

	4	What steps in the strategic planning session may require the participants to go away and do research or process ideas? Would it be beneficial to break the planning up into stages?
	4	Would it be easier / more efficient to run the session concurrently (back to back) over a long weekend or as a series of evening or weekend sessions?
	4	Are there any times of the month / year that will limit the involvement of any one individual / group of individuals from participating (i.e. month end for accounting department)?
	4	At what time of the year do board members, managers and staff all have time to dedicate to a planning session?

Which of these questions need to be addressed will depend on who is going to be invited. However, it is important to ensure that those who are invited are able to fully concentrate on the planning process, without being distracted by competing priorities - either at home, at school, or at work.

Where do we want to hold this session?

Strategic planning sessions don't require a fancy outside venue. They can be done right in your board room, however, it is wise to consider what impact the venue may have in creating a positive, trusting, and neutral environment for all participants. Whether an organization has set aside money for a venue or not, the following questions should be considered when evaluating the appropriateness of space:

	4	Is the room neutral territory for all invitees?
	4	Will invitees feel comfortable and safe sharing their opinion in the room?
	4	What outside influences / competing demands may distract invitees in the space? Can these demands be effectively managed?
	4	Will the room comfortably accommodate everyone who is invited?
	4	Is there space for breakout sessions if required?
	4	What audio-video equipment is necessary? Is it available?

Organizations who have not budgeted money for a venue rental may consider approaching a strategic partner, or their local municipality, to enquire about low cost (or better yet - FREE) space that they could use. In many cases, other non-profits will happily exchange the use of meeting space for strategic planning purposes.

Organizations that have budgeted money for venue rental and strategic planning may want to consider hosting a strategic planning retreat that blends strategic planning and team development objectives with recognition for a job well done by board, management, and staff. A new location, far removed from day to day activities, will enable participants to separate themselves from their work, enjoy the new experience and bond with their colleagues, and reflect fully on the task at hand.

One final note about determining where to hold the strategic planning session that should be considered…. What arrangements need to be made for refreshments, snacks, and meals? Whether planning a series of evenings, a two-day weekend, or a combination of the two, refreshments and food are key ingredients to making the session a success. Consider hiring a caterer, partnering with a cooking school, or coordinating potluck dinners.

How will the process be facilitated?

Strategic planning sessions do not guide themselves. It is necessary to select someone to guide the invitees through the strategic planning process and provide unbiased insight into organizational values, strengths, and concerns. It is recommended that the facilitator be someone from outside your organization. Options include an independent consultant, a strategic partner, an organization like the United Way, or a student completing a practicum / coop term with a business / leadership program. Be creative in finding an affordable solution that meets your needs.

When considering who to select to guide the strategic planning process, consider the following:

	4	What role has the individual played in the strategic planning process in the past - facilitator, coordinator, participant, or observer?
	4	Does the individual understand the strategic planning process and how each step links to the other steps?
	4	Can the individual facilitate open discussion, recognize and manage tense discussion, and ensure a safe, trusting, and open planning environment?
	4	What type of atmosphere will they create? Will their session be formal or informal? Which is most appropriate for your participants?
	4	What does the individual know about your organization? Will they be unbiased when facilitating the process?
	4	Can they separate themselves enough from the discussion to guide the process? Will they remain neutral on issues and individuals within the organization?
	4	Is the individual willing to commit to pre-planning, delivering, and following up on the strategic planning sessions? What are they willing to do as a means of measuring the success of the implementation? Helping the organization stay on track?
	4	Will the facilitator be able to create a positive synergy within the context of planning for the future? Will they be able to motivate and energize participants?

Finding the right person to design and manage your strategic planning session is very important. The facilitator is responsible for designing a process that reflects the needs of your organization and creating an equitable, safe, comfortable, and non-threatening atmosphere for participants. Don't take the first offer that comes your way; spend the time upfront identifying what values, characteristics, and skills the person who facilitates the process must bring to the table for the process to be truly effective.

Applying the Answers

Strategic planning can be a complex process, which involves planning future activities, motivating and energizing participants into action, and following through on action plans.

If you take the time to work through the questions outlined above and to reflect on the sometimes subtle considerations noted above, you will be equipped to design a planning process that reflects your organizations unique needs and focuses on organizational assets and strengths.

Oh, and one other piece of advice. Prior to launching your strategic planning journey, talk to others who have been through the process, learn from their experiences, and adapt the lessons they learned to your situation.

Then forge ahead.

>> Learn about HIP's Strategic Planning Services