In This Issue:
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Basics of Strategic Planning -- Steps |
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Your Public is Curious...What Do You HAVE to Tell Them? |
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Sumption & Wyland Speaking & Training |
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Featured Links:
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Basics of Strategic Planning -- Steps
In January's e-newsletter, we discussed the reasons for drafting and executing a strategic plan for your organization. A good plan guides your organization's work, expresses its priorities, and remains flexible to changing conditions. A good plan is referenced and evaluated regularly, formally reviewed at least annually, and rewritten every three years or so.
What steps should you follow in drafting a strategic plan?
Many people confuse strategic planning with a board retreat. The board retreat is only one activity in a multi-phase process. Staff, boards, and consultants all have a role to play in this work.
There are five key steps to develop a strategic plan: fact-finding, focus on mission, goals development, objectives development, and action planning. These steps can be accomplished in a few weeks or over several months, depending on the size and complexity of the organization, its previous experience with strategic planning, and the methods used in moving the planning forward.
One illustration: a hospital (not a client of ours) took nine months just to wordsmith their organization's mission statement. On the other hand, a state-level nonprofit association was able to come to consensus on their mission statement in 38 minutes.
An experienced consultant can facilitate strategic planning for an organization's board and staff, employing tools and processes to make the most effective and efficient use of staff and volunteer resources and giving the plan the best possible chance of working for the organization in the long term.
Your Public is Curious...What Do You HAVE to Tell Them?
Many nonprofit managers and board members are only dimly aware that they have a duty to publicly disclose financial and other information to anyone who requests it -- on demand -- or face possible Federal penalties.
Some of this information, like Form 990 filings, is available on the Internet from places like www.GuideStar.org. However, this third-party posting does not relieve a nonprofit from having to release information to anyone who asks (unless a pattern of requests indicates harassment of the nonprofit). A nonprofit is entitled to recover reasonable photocopying and postage expenses, but may not charge additional fees to provide the information.
The news media, in particular, are becoming increasingly sophisticated about knowing what to ask for and what they can expect to receive. Failure to comply with a request in a timely manner can be seen as non-cooperation that may itself become part of a reporter's story.
To comply with Federal law, as well as to maintain an open door to information requests by donors, the media, and the general public, it's important to plan for information requests.
Sumption & Wyland Speaking & Training
We've been busy speaking and training, and it looks like the rest of the year will include many more such engagements. We recently presented at a U.S. Housing & Urban Development workshop on Federal grants. This week, we participated in a Chamber of Commerce panel discussion on corporate philanthropy and developing business giving plans.
Upcoming speaking and training events in April include "Leadership in the Small Shop" for the SD Assisted Living Assn. and "Effective Negotiation" for the SD Health Information Mgmt. Assn. In June, we'll be presenting to St. Mary's Hospital on "From Management to Leadership: Tips for Mid-Level Managers" and teaching a one-credit University of Sioux Falls course on basic grantsmanship skills.
Past and future speaking engagements take us all over the country, from Orlando, FL to Portland, OR. from Boston, MA to Tucson, AZ.
If your association or organization is seeking experienced, knowledgeable speakers on nonprofit leadership, accountability, and governance, give us a call!
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