MANDEL CENTER FOR NONPROFIT ORGANIZATIONS
STRATEGIC PLANNING CONSULTATIONS:
FREQUENTLY ASKED QUESTIONS
1. What are the benefits of developing a strategic plan?
- Creating opportunities to “think outside the box”
- Improving understanding and better learning
- Building teamwork
- Enhancing organizational capabilities
- Increasing effectiveness
- Increasing efficiencies
- Improving communications and public relations
- Increasing political support
- Responding to requirements of funders, especially government
- Timing may not be right due to an organizational crisis
- Timing may not be right due to a leadership change
- Commitment by a governance body is lacking
- Plan implementation is unlikely
3. We have a very small staff. May we still submit a proposal?
Yes. Organizations must have at least one paid staff (part-time or full-time) and a functioning Board of Trustees. A Strategic Planning Committee will be formed. Organizations submitting proposals will be asked to create a list of 12-25 individuals, including board members, staff, clients, and other stakeholders, who are “prospects” to serve on this committee.
4. How will the organizations be selected?
Student teams will select the organizations with which to consult. The criteria for choosing may be the type, size, and/or location of the organization, students’ interest in and desire to work with a particular organization, and the organization’s perceived readiness for, and commitment to, its responsibilities as a client in a strategic planning consultation.
Since the introduction of this consulting and community service opportunity in 1991, the selection process always has been competitive. The number of proposals varies from year-to-year; consequently, the degree of competition also varies. Historically, however, selections have included organizations from a variety of sub-sectors within the nonprofit sector.
5. What is the purpose of the informational meeting?
Among the purposes of the informational session are the review of the requirements of the RFP (Request for Proposals) and the application and selection process. In addition, an overview of the strategic planning process and timelines, as well as the expectations of the organizations selected and resources required, will be reviewed. Representatives of nonprofit organizations desirous of submitting a proposal must attend one of the two scheduled informational sessions.
6. If our organization is selected, is there a fee for the consultation?
There is no fee for the consultation. However, organizations should expect modest expenses for such things as mailings, meetings, a retreat, or—in some limited situations—mileage expenses for members of the consulting team. Consulting teams will work collaboratively with their respective organizations to develop a budget based upon the specific activities each organization wants included in its strategic planning process. Expenses typically range from $200-$500, but may be more or less depending on the type and scope of activities.
7. How much time is required for this process?
The strategic planning process will take place from September 2009 to April 2010. The consulting team will work with the organization to develop a mutually agreed upon schedule of sessions and times to meet. It is likely the strategic planning will involve 6-10 meetings of the Strategic Planning Committee, depending upon the design. Ideally, the draft strategic plan will be developed by March 31 and each consulting team will participate in presentations of the draft plan to its respective client organization’s Board of Trustees during April.
8. When will the Strategic Planning Committee meet?
The consulting teams will work with their client organizations to develop the most mutually convenient time for meetings. However, the scheduling of such meetings must take into account the school and work schedules of members of the consulting team. Consequently, in some engagements, meetings may have to be scheduled in the evenings whereas in other engagements the committee may be scheduled to meet in the mornings or on weekends. Depending upon the meeting schedule, there may be some sessions wherein not all members of the consulting team will participate.
9. Once the strategic planning process is underway, what occurs between meetings of the committee and consultants?
Frequently, some “homework” will be assigned. However, the time usually required to complete each assignment will be modest, ranging from one to two hours.
10. What are the backgrounds of the students that comprise the consulting team?
Many of the students will have had nonprofit experience, while others may have had earlier careers in governmental or business sectors. However, there will be some students who will have had no or limited previous work experience in the nonprofit sector; and, some students will be working part-time or full-time in a nonprofit organization even while pursuing their advanced degree or certificate. While the majority will be pursuing a Master’s degree in the management of nonprofit organizations (MNO) or a Certificate in Nonprofit Management (CNM), some students will be pursuing a Master’s in Business Administration (MBA).
11. What is the relationship between the Executive Director/CEO and the consulting team?
While it is recognized Executive Directors/CEOs have experience and knowledge that will enhance the learning experience for the students involved, in this consulting engagement they are requested not to assume an instructor’s or supervisor’s role with the consulting team. Oversight will be provided by the classroom instructor, but the consulting team will function in a highly independent manner in designing and facilitating the strategic planning process, as would be the case with other professional consultants.