But why make it so complicated?

Turning a non-profit strategic plan into an operational plan can feel like you are trying to decode the Rosetta Stone. The strategic goals are in a language you don’t quite understand. The plan is for 5 years but operations are only for one year. The process used for strategic planning feels like it won’t work when selecting programs. Where do you begin?

You DO know how to do this.

Non-profit executive directors spend so much time trying to create the perfect strategic planning retreat for our boards. We book the right facilitator who can keep the conversation goal-focused, brush up on our SWOT information, bring piles of data to help answer any question for an environmental scan, and worry if we have enough gluten-free snacks. Then when operations planning comes up on the calendar, we panic and feel like we don’t know what to do.

Operations planning uses many aspects of strategic planning but is actually a LOT easier. No more gentle nudging to keep the board conversation out of the kitchen, now it is ALL about the kitchen. Operations planning is all about the staff team digging deep into the programs we love and hate. It is really freeing to finally be able to discuss actions and to discuss them with the very people who will be doing the work. The best news, executive directors already have all the skills, tools, and experience to create an amazing planning session or retreat.

Think conversations, flip chart pages, and good food.

This is how I develop a non-profit operational plan.

Figure out the homework.

Like strategic planning, operations planning will require the staff team to do a bit of reading prior to attending the planning session. The difference is that the staff team is likely already very familiar with the documents that need to be read because they use them in their day-to-day reports and meetings. The list will be different for each non-profit but might include reading the most current staff meeting reports, looking over last year’s evaluation data, or reviewing participant demographics. The goal for determining pre-meeting reading is to give the staff team a solid foundation of information they will build on.

Start with a debrief.

The first conversation is a very casual, comfortable, conversation about the pre-meeting reading. There is no need to be overly complex. This can be a simple environmental scan, talking about the trends everyone noticed, and defining who is the non-profit’s clientele.

SWOT. Strengths. Weaknesses. Opportunities. Threats.

Ah, the good old SWOT analysis. It works. Use it. Just like the previous step, this is a comfortable conversation. Fill those flip chart pages with notes on strengths, weaknesses, opportunities, and threats. Unlike strategic planning keep this conversation all about programs, services, and the work you do.

Flag common themes.

By this point, the staff team participating in operations planning should be deep into the information about the organization’s programs, services, and clients served. While the energy is growing, begin to flag common themes.

Oh, yeah, the strategic plan.

Before the team jumps to a ‘we should do this’ discussion, the strategic plan needs to slide into the conversation. What exactly do those strategic goals mean when translated into operational language? By this point in the planning retreat, the staff team will be very warmed up and ready to figure out the answer.

Again, this is a conversation with answers recorded on flip chart pages.

Great big wish list.

The fun stuff starts now. The staff team brainstorms a great big list of programs and services that align with the interpretation of each strategic plan goal. It can include all past program, desires for new programs, and wild ideas for something new to try.

Make a long list.

Now the conversation begins to reduce that great big list into a more realistic list of what the staff team can actually accomplish in one operating year. Executive directors need to be ready for a little fighting at this stage. The staff team is going to disagree. Do your best to prioritize that list as much as possible. Don’t get derailed by the small details just yet.

Reality check.

Most executive directors will have a good idea of their budget for the new year. They will know the grants that are confirmed, the grants that are uncertain, sponsorship potential, self-generated revenue trends, and general operating expenses. I like to have a draft budget ready for this stage. It helps the operations planning team further refine the list of programs when they can see, very clearly, the budget limitations. Revise the list so it aligns with the budget.

Plot it out on a calendar.

I find including a calendar step is just as helpful as seeing the budget limitations. A staff team that loves their work and is excited about participating in planning will find ways to make many programs happen on a shoe-string budget. But seeing everything plotted out on a 12-month calendar is a different kind of eye-opener. I like to start by plotting vacation times on the calendar and then trying to fit in the programs. No one wants to give up summer trips to the beach, special anniversaries, or their kid’s birthdays. Plan around them and you will be able to refine your program list even further.

Things will get quiet.

I love this stage. This is when the operating plan for the year has been discussed, debated, revised, revised again, and revised anther time. When the conversation gets quiet, you know you have the plan you need.

This is when an executive director will have everything needed to type up a fancy looking operational plan document for the coming year.

Ugh, that sounds like a lot.

You could throw in the towel and declare operations planning too complicated. There’s no time to have a staff planning session and no budget for a retreat. You’ll just repeat the same old programs you’ve been offering for years. I mean, they kind of work, right?

You can do so much better. It doesn’t need to be three days in an expensive rented hall. There are lots of ways to hold operations planning fast, furious, and affordable. Then think of the result. Not only will you have created a fresh new plan for the next operating year, but you will have built it on current data. No surprise, you have it in your power to make operations planning a way for your non-profit to stay current, relevant, and exciting.

Your turn.

Your turn. Do you hold an operations planning session at your non-profit? What is your go-to process? What’s different than what’s I’ve shared? I want to know! Please use the form on the side of the page to let me know, ..or send me an email, ..or message me on socials.

-Christie

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Hi, I'm Christie. I help executive directors develop the systems and processes needed to run a non-profit.

I learned early in my career, there is no non-profit school. Browsing the internet for resources from big-city experts doesn’t provide practical solutions to balance the budget, write a work plan, or conduct an employee evaluation. Leadership development tips don’t really resonate when you are also taking out the recycling and cleaning the washroom.

I created ChristieSaas.com so non-profit leaders never need to wonder how to do the job – no matter how big or small that job is.

I have been the executive director of small-team, small-budget, non-profits for 20+ years. My experience isn’t theory. It is the real, operational, and practical solutions I use every day.

I love my work, and I want to help you love yours too.

© Christie Saas 2024 All Rights Reserved

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