Over the years I’ve written about how convoluted strategic planning gets for most organizations. Most of the small non-profits I work with seem to think it’s wise to use mainstream business strategic planning frameworks to plot their way forward. Even though these frameworks are pursued with the best of intentions, for many volunteer Boards of small and meagerly funded organizations, it’s usually overkill to adopt highly technical frameworks for planning. It might just be too much.
Even the process of vision, mission, goals and objectives is often too overbearing because it tends to force conversations into boxes, and it often results in Boards spending a lot of time designing statements that are too high minded, and largely forgotten. It also constrains the process and uses valuable time to talk about abstract notions that might be over kill for an organization that just does one thing well. Sometimes “providing quality child care at an affordable price” is all you need to say.
So I’m thinking about what IS essential for Board planning in small organizations, and here are some of the things that make good sense to address:
What’s going on out there? A conversation about what is going on in the world and how it effects the work of the organization. This could take the form of a reflective Board meeting, a presentation on demographics or other social trends, understanding the political forces that shape their funding and operations and so on. Could be as simple as a conversation, or as involved as a learning journey. Regardless it grounds the work of the organization in the world that it serves.
What’s happening in here? What has heart and meaning for us? What do we love about the work we do in the world? What needs to be said about our contribution? Also, what is the current state of play here? What pressing issues do we have within the organization in terms of staff, funding, capital and service? This is a look at our mission and vision but also raises awareness of the important governance issues for a Board. Keeping this conversation high level has the added benefit of resulting in only the big things making the radar, meaning that the staff can concentrate on the day to day operations without being micromanaged.
What are the scenarios that might unfold? What is possible in the next five years? How might we react to things? I find scenario planning to be a fun and creative activity, and the deeper you can go into it, the more ownership people take over their futures. This kind of exercise can involve others as well, including staff, stakeholders, clients and supporters. Everyone can be involved in imagining scenarios for the future.
What decisions do we need to make? Really, all planning comes down to making decisions. Some of these are big and others are small, but if you can get a handled on the key decisions that you will be facing in the next five years, it helps to focus the work of a Board on gathering information and preparing to choose between options. So what decisions will we be faced with? A new site? New program offerings? Changing the funding model? Capital decisions? The best planning is directed at being able to make these decisions in a timely and wise fashion.
These are four main areas to focus on. Each could be the focus of a Board meeting that drives the planning process. What other simple instructions can we use to streamline the process of strategic planning for small Boards and organizations?
Share:
John Dumbrille on our recent efforts here on Bowen Island:
That self governance will be better enabled using web tools is probable. After all, there are economic drivers (‘more for less’) propelling it. But probable success factors are all about money and efficiency and intention, spirit and design. Thinking the litmus test is – does this BOWEGOV etc help people come home to themselves. How to measure this may be ‘happy’ indices, or, put another way – ‘spirit of giving/sharing’ indices.
I am dedicated to the face to face. Inasmuch as these tools bring us into generous relationship with each other, I say yay! And they do that in spades.
Share:
I can’t speak for Mexico, but this fall has had a transformative effective on the other 2 countries in North America.
First, Barack Obama. And now here in Canada, the prospect of a progressive coalition unseating the newly elected Conservative minority seems like a more and more likely possibility. So what gives?
First of all, the general mood of both countries has shifted to the progressive side of things, although in Canada, a weak Liberal leader and a screwy representational system left the Conservative party with 37% of the vote and the majority of seats and thus the first shot at forming government. Certainly Obama’s leadership, vision and message has grabbed a hold of the American left in a new and energizing way and it seems like much of the centre right opposition to his leadership has simply vanished, leaving bitter neoconservative right wing idealogues stewing in their jealous regret.
Now both the Obama administration there and the progressive coalition here are trying to do things differently. That begins by reaching out to unlikely friends. In Obama’s case he appoints Clinton and some Republican and bipartisan picks to his Cabinet. Here in Canada, Stephane Dion, the man who penned the Clarity Act which drove a fairly effective stake into the seperatist movement in Quebec, has reached a pact with the NDP to govern (with six NDP Cabinet ministers), assisted by a deal with the seperatist Bloc Quebecois who have agreed to support him on confidence votes at least for the next 18 months.
Three months ago none of this would have seemed possible. Obama’s election seared possibility into the minds of everyone, and in Canada, the Parliament, which had been completely hobbled by Conservative tactics in its last session vowed to bring in new levels of decorum in the new session. Stephen Harper, the Conservative prime minister, then did a 180 degree turn on that commitment, tabling an economic statement in the House last week to deal with the economic crisis but which contained a slew of ideological poison pills. To adopt it, the Opposition parties would have had to vote against workers rights to strike in the public service, and against the public funding that political parties receive on a per vote basis. That such a statement was made when the Canadian economy is in its worst shape in decades was simply too much for the progressive majority inParliament and they vowed to introduce a non-confidence motion, defeat the government and form their own. All the ground work has been laid for that now and we await the next moves of the Conservatives who may yet suspend Parliament to prevent the change in government. Imagine that. A party forming a minority government suspending Parliament to protect itself from a coalition representing a majority of votes and seats in the middle of an economic crises that needs a new government budget and economic policy. That would truly be the most self-serving of political acts, risking Canada’s economic position for a few months of limited power, for the Consertaives would surely be defeated in the House at the first opportunity.
Now as a progressive minded person, all of this has made me a little giddy and a little nervous. I am truly captured by the notion of politics being done differently (even though on our side the reason for it is much more opportunistic than in the States). I have been imploring my American progressive friends to remember the significance of Obama’s election and remember that what he has set out to do will be hard work and will anger and alienate many people IF people become preoccupied with the day to day struggles and appointments and policy statements. It’s akin to doing major surgery – Obama has the chance to remove a malignant pox on American politics but to do so means making friends with people and ideas that are anaethma to his supporters. But stick by him and have faith that the patient will survive.
My friend Alison made the same prescription this morning for us north of the border too. If we are to have this coalition and we are to make it wotk, we must argue its ideas with conviction but at the end of the day support it at the cost of a disunified progressive poltical sphere, ripe for the splitting by the Conservatives.
If this works, in both countries, the potential benefits are enormous for everyone. The Nothern 2/3 of North America will have a steady, progressive and creative hand on the rudder during this huge economic crises, politics may never look the same and the right wing in both countries will have a chance to reinvent themselves away from the ideological orientation of their previous incarnations, and towards a new conservatism that brings something to the table other than derision and fear mongering.
We have a chance here to seize something. Crisis. Danger. Opportunity. Political leadership will be remade in the next couple of years, and its about time. Hang on.
Share:
Prince George, BC
Four years ago less a month I was running a huge Open Space event here in Prince George, in fact in the building that right outside my hotel room window. Called “Seeds of Change” the event was a kick off for the urban Aboriginal Strategy, a community driven and led process intended to begin and seed projects that would make a difference in the lives of the urban Aboriginal community in this northern city of 80,000 people.
One of the participants at that event was Ben Berland, who was at the time working with the Prince George school district as an Aboriginal coordinator. Ben had a vision of doing something really different within the education system here in PG. He built upon a long standing recommendation to start a different kind of school. He attracted a number of interested folks at the Open Space and moved his project idea forward.
A couple of years later, a task force was struck to study options for systemic change in the school system and one of their recommendations was to establish a primary Aboriginal Choice School within the school district.
The choice school idea is based on some very successful models in Edmonton and Winnipeg. Getting it rolling has been a lot of work for many people here in Prince George, but tonight was the first of four consultation cafes we are running with four inner city school communities to find out what it would take to make a choice school successful in this city.
Ben, who is now working with the local Carrier-Sekani Tribal Council showed up tonight to hold some space with us and help run some small group conversations. When he saw me the first thing he did was to remind me that this whole idea – four years in germination – had started at the Seeds of Change event.
This whole choice school initiative is a huge undertaking and it feels like in many ways the community here is just beginning its work, starting to engage in earnest with the complexities of finally implementing the idea that gained momentum across the street four years ago.
Things take time. It’s interesting that we know that and we forget it at the same time. We crave immediate results for our ideas. When we forget that things take time, we forget everything that has gone on to take us to the point where we are finally able to start something and we forget the people that laid the groundwork for things. So tonight I am sitting here grateful for Ben’s reminder about where things come from, and what it takes for big shifts to happen. It takes hard work, and a firm conviction and most of all, it takes time.
Share:
Finally settling into Peter Block’s book, Community: The Structure of Belonging. My partner has been hoarding it since it arrived a couple of months ago.
In the opening chapters, Block takes inspiration from the likes of John McKnight, Robert Putnam, Christopher Alexander and others to crate some basic patterns for collective transformation. These are beautiful and quite in line with the work I do and the things we teach through the Art of Hosting. In fact, I’ll probably add this list to our workshop workbook.
Here is the list, with my thoughts attached.
From John McKnight:
- Focus on gifts. Look at what people are willing to offer rather than what people are in need of.
- Associational life. There is great power in the associations that people form to come together to do good work
- Power in our hands. Who do you think is going to change things? In doing Open Space action planning, I sometimes make reference to the fact that there will not be an angel that parachutes in and saves us. It’s up to us to find the way to make things work.
From Werner Erhard:
- The power of language. What we say about things and people makes a huge difference. Speaking and listening (and therefore conversations) is the basis of changing things.
- The power of context. Contexts are the worldviews which we employ to see things. Powerful contexts enable powerful transformation. For example, in First Nations the context of self-government vs. Indian Act government represents a powerful context for community development.
- The power of possibility. Once a possibility is declared, it comes into being and with skillful invitation, work can organize around it.
From Robert Putnam:
- Work with bridging social capital. Social capital is the relatedness between citizens We express this through bonding social captial, which helps us find others like us, andbridging social capital which helps us find relations across groups. Bridging social capital is the holy grail that takes us from insular groups, to true communities.
From Christopher Alexander:
- Work with aliveness and wholeness. One of my favourite ways to think about work that changes minds is to ask “How does a forest change a mind?” How do you react in a forest? How does it happen so suddenly? Why do old growth forests leave a permanent mark on us? How can we transform minds like a forest does?
- Transformation as unfolding. What is known by the whole of a group or community cannot be exposed all at once. You have to journey to the centre of it, one small step at a time. As you go, you harvest more and more of it, and as it becomes visible, it accelerates the collective consciousness of itself.
From Peter Koestenbaum:
- Appreciating paradox. Paradoxes help us to see the creative tension that lies in complexity. Chaos and Order, Individual and collective, being and doing, work and relationships…all of these contribute to our understanding of the kinds of questions that take us to collective transformation.
- Choosing freedom and accountability. Freedom is not an escape from accountability. “the willigness to care for the whole occurs when we are confronted with our freedom, and when we choose to accepts and act on that freedom.”
- Accountability and committment. What I, and Harrison Owen, calls “passion and responsibility.” Don’t just ask what is important, ask what people are willing to do to make it come to pass.
- Learning from one another. Co-learning rather than experts preaching to students is the way to build the capacity for collective transformation.
- Bias towards the future. We leave the past where it is and focus on now, and the conditions that are arising to produce the futures we want.
- How we engage matters. Or, as we were fond of saying at VIATT, the system is the conversation. How we relate to each other in every instance IS the system.
From David Bornstein:
- Small scale, slow growth. Big things begin from very small ideas. Cultivating the Art of Calling, whereby we learn to issue and embody invitations, and find the people to work with who will bring these into being, is the key practice here.
From Allan Cohen:
- Emergent design. Everything is in flux, and constantly adapting. Ask why the organization hasn’t been moving naturally in the direction that it desires and convene conversations on what you discover. Feed those back to the whole and the course corrects. Cohen also says that he CAN herd cats…by tilting the floor. Deeper contexts often have more leverage.
I realize that I have just provide a precis of Peter’s first chapter, but it is such a cogent summary of all of these ideas, that I couldn’t resist the temptation to add thoughts and links to his synthesis.