I’ve been talking about strategic planning a lot lately (here and here) because I think it is so critically important to the success of a nonprofit organization. But it’s not enough to create a great strategic plan on paper, you have to implement and monitor it. This is why I insist that the strategic plans I help create have a detailed, measurable operational plan that describes the day-to-day work that will bring the strategic plan to fruition.
But sometimes a strategic plan calls for so much change to a nonprofit organization that they need follow-up staff coaching to make the plan a reality. This was the case for one of my clients, ACE: A Community for Education.
ACE is an early childhood literacy tutoring program, with a proven model that really works to get children to grade level in reading by 3rd grade. The outcomes of the program were so impressive that they wanted to expand it to many more schools. But, the program was a well-kept secret. A small advisory board and limited external connections left the organization struggling to build the kind of community, funder, and school district support they need to dramatically grow.
ACE hired me to create a 3-year strategic plan for growth. ACE assembled a working group of staff, advisory board members, funders and other key stakeholders, and I led them through a 5-month process analyzing the internal and external environment, creating the goals and objectives of the strategic plan for growth, determining the projected budget required to get there, and creating a detailed annual operational plan to bring the plan to fruition.
But ACE realized that their strategic plan was so ambitious that they would need some guidance and regular coaching to make it a reality. So once the strategic plan was created and adopted by the advisory board and other stakeholders, ACE hired me to coach their staff on:
- Restructuring the advisory board to lend more strategic support and expand community connections to ACE
- Expanding their fundraising efforts in order to support the new goals of the strategic plan
- Growing the staff and program infrastructure to implement the plan
So over a 10-month period I met regularly with the Executive Director and the Development Director to coach them on:
- Restructuring the advisory board
- Creating a major donor fundraising campaign
- Implementing the strategic plan
- Using the strategic plan to filter future decisions
- Effectively using staff resources
The result is that ACE has moved quickly to grow their program. They plan to triple the number of students served by the program by 2016. They have already secured a significantly increased financial commitment from participating school districts to do so. They have also completely restructured their advisory board and expanded its membership. They have hired new staff positions to make growth a reality. They have begun involving the advisory board in their new major donor campaign efforts and have already enjoyed new and renewed interest from funders. Staff and advisory board are energized and focused on their plans for growth.
As ACE Executive Director Mary Ellen Isaacs put it recently:
“Our work with Nell has been critical to developing a viable growth strategy and plan for ACE. The process helped us clarify our core competencies, engage stakeholders, and articulate exactly how and why ACE should grow. As a result of Nell’s strategic planning and follow-up coaching, my staff and I, and our advisory board, have the tools and confidence to reach our larger vision for ACE. This was one of the best investments we have made in ACE!”
If you are interested in learning more about how I coach nonprofit staff to strengthen or grow their organizations, check out my Staff Coaching consulting service.
Photo Credit: VarsityLife
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