By J. Patrick Traynor

1. Before you begin the actual planning process, take the time to narrow the scope and focus as much as possible.
2. There are three main buckets for strategic planning: programmatic considerations, external considerations, and internal considerations.
3. We’ve found that a quarterly, or 90-day, cadence for projects and priorities provides the right amount of accountability and urgency.

Step 3. Prepare and host an annual planning session.

There are many approaches to hosting a planning session, ranging from multi-day retreats to 1-2-hour mini sessions. Above all, a planning session is designed to generate bold ideas and determine the organization’s aim.

Before a planning session is held, the committee should take time to narrow the focus of the session as much as possible. Additionally, the committee should identify which staff members should participate in the annual planning session.

Below are some things the board may consider:

1. Programmatic considerations

• How are our current programs performing?

• Whom do we serve?

• What problem(s) do we solve?

• Do existing programs rise to the level of impact needed for our bold organizational vision?

• Should we consider other opportunities to expand our mission?

• Are we doing enough?

2. External considerations

• How might the labor market affect our strategies?

• Are there opportunities for engagement and partnership with our competitors or others?

• What are the top trends affecting our industry?

• How might government rules and regulations affect our organization?

• Are we prepared for a dramatic economic upturn or downturn?

3. Internal considerations

• Do we have the right people in the right roles?

• Do we have the necessary fundraising and revenue capabilities?

• Do we have the right CEO and succession plan in place?

• Do we have any legal or compliance concerns?

With proper preparation and a strategically selected set of questions, some big goals are likely to emerge from the planning session.

Pictured above: This is an exercise we use often at Impact Foundation and something that might be worth incorporating into your annual-planning process. Start with where you are, and figure out where you want to go. In between, figure out the things it will take for you to get there — using the three types of considerations listed above.

Step 4. Translate goals into actionable priorities.

From there — guided by board dialogue — it’s time for your leadership team to translate the big goals that emerged from the planning session into a few major priorities. It’s been our experience that boards, staff, and organizations spend too much time on the superficial elements of a plan — format, length, design, etc. What’s more important is the substance and clarity of the bold path you’re charting.

Our organization has tried a number of different goals systems, and we’ve found that planning quarterly priorities creates the right balance of urgency and accountability. We recommend staff meet weekly to assess progress, identify barriers, adapt as necessary, and celebrate wins.

So what’s the board’s role in all of this? It’s twofold:

1. Ensure the organization has a set of big goals.
2. Ensure the CEO has an effective system in place to track, measure, and report the status of goals.

Researchers have estimated that some 60% of all the well-intentioned, pre-planned strategies developed by nonprofits fail. The question is why this happens.

It’s been our experience that it’s often due to a lack of systematic accountability, and that’s where an organizational dashboard can be a godsend. Let’s learn how to create one to track and monitor progress …

… COMING UP NEXT: Developing an effective organizational dashboard