Why strategic planning matters for community groups

—

by

facilitorium
in

For member and volunteer organisations, having a document that outlines how you can collectively focus your efforts to achieve your vision and goals can be a powerful tool for recruiting and retaining members, and in demonstrating to your members how your limited resources are dedicated towards these activities. Whether it’s a long-term strategy or an annual plan, having a fit for purpose plan as a community organisation can have many benefits:

  • It can be a tool to help you identify your goals and what you need to do to achieve them
  • It can assist with grant and funding applications through demonstrating how the proposal contributes to achieving both your vision and that of the funder
  • It can provide clarity for your members on your priorities for the year(s) ahead, how you allocate your limited resources and where you need to focus your attention.

What exactly is a strategic plan?

First up, lets define what a strategic plan is. A strategic plan is a tool used by organisations to define their goals, outline the actions to achieve those goals, and establish a process for monitoring progress. It captures an organisation’s mission, core principles, and describes a vision or desired future. Essentially, a strategic plan answers the question: “How do we get from where we are now to where we want to be?”.

One way I like to think of a strategic plan is as your group or organisation’s roadmap. You start by working out your destination, and then plan out the route you’ll take to get there, and the sign posts you’ll see along the way that will tell you whether you’re on track. It involves thinking ahead, and deciding which potential path will be the most effective in getting you to your destination.

The types of strategic plans you might create as a community organisation include:

  • Visionary plans: a visionary plan describes the vision for the group’s future. It will focus on long-term goals and inspire members to work toward a shared vision.
  • Operational plans: operational plans outline the specific actions, tasks and responsibilities needed to achieve shorter-term objectives. They provide a roadmap for the day-to-day activities and resource allocation.
  • Advocacy plans: if your organisation advocated for specific causes or policy changes you may develop a plan outlining your strategies for influencing decision making, raising awareness, and building support.

Another approach is a ‘plan on a page’, where you capture the key elements of both a visionary and operational plan in the one place and in a way that is easy to communicate to your members.

A plan vs planning

While many people focus on the plan that is created, the real value is found in the conversations and ideas generated in the planning process. Through involving your members in these discussions, you can harness the breadth of experience they hold, as well as creating a unifying product at the end.

Planning processes can become complex, but it is possible to keep things simple through focusing on four steps and answering the associated questions:

  • Context: where are we now?

Understanding the things within your control and outside of your control that are impacting the organisation right now. What environment will you be travelling through during your journey?

  • Strategy: where are we going?

Developing a shared purpose and long-term vision for your organisation and the goals needed to achieve them over the medium-term. In other words, what is your final destination?

  • Plan: What do we need to do to get there?

Considering the actions needed to achieve these goals over the next year, when they need to be completed and what resources are available to deliver them. You may have multiple paths you can take to reach your destination, but which one(s) will most effectively get you there balancing available time, resources, and budget?

  • Monitor: How will we know if we are on track?

Deciding what performance indicators you will use to monitor your progress and how often you will review your strategic plan. What are the signposts you expect to see along your journey that will tell you you’re on track to reach your destination?

Strategic planning for community groups

Whether you’re a sporting club, cultural and arts organisation, service club, business group, environmental or land management group or a local community network, there is value in participating in a strategic planning process with your members.

Strategic planning can be crucial for community groups for several reasons:

  • Vision and purpose: through defining a clear vision and purpose, you can ensure all your efforts are aligned with your long-term goals.
  • Resource management: many community groups have limited financial and other resources available. The planning process ensures that time, money, and effort are focused on achieving your goals.
  • Decision making: a fit for purpose strategic plan provides a framework for informed decision making, helping you make choices that deliver on your vision.
  • Accountability: by being clear on your goals and the actions needed to achieve them, as well as who is responsible for delivering each element and where your budget will be allocated, you can increase transparency and accountability and monitor progress in achieving your vision.
  • Sustainability: by having a clear picture of your goals, and the resources needed to achieve them, as well as having a clear framework for decision making, you can ensure the sustainability of your group.

There are many strategic planning resources available for businesses, however community groups have a number of distinct requirements:

  • Vision and purpose: the goals for your group are likely to focus on social, environmental, or cultural outcomes, rather than financial or business development goals.
  • Stakeholder engagement: your stakeholders are likely to include volunteers, your members, and the wider community, rather than shareholders, customers, or paid staff.
  • Resource constraints: many community groups are likely to have limited resources and to rely on grants, donations, and volunteer time.
  • Flexibility: community groups need to be flexible to respond to funding opportunities and changes within your local community.

Some of the available resources targeted to community groups include:

Working through the planning process in collaboration with your members and sharing the results with your broader community and stakeholders, can be a powerful tool for engagement, growth, and sustainability.

Where to now?

If you’re interested in taking the first step in developing a strategic plan for your community group, sign up for one of Facilitorium’s hands-on Strategic Planning for Community Groups workshops or get in touch for a chat about your needs at Hello@facilitorium.au.

Comments

Leave a comment