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strategic planning

Jun 01

Is it time to let go? Then do it

By Sponsor Insight

by Jan Breiner Frazier, managing member, Planning Plus, LLC

Beginnings are exciting, stimulating, and often exhilarating. Endings are functional, inevitable, and sad.

No words are truer than these when thinking about retirement and succession planning. As a 30-plus year consultant, I have advised a number of CEOs, including owners and founders, to begin thinking about succession planning — not only for them but for their key leadership staff and longevity of their organization. In fact, this is a critical discussion topic that generally emanates from strategic planning. And, on more than one occasion, this advice proved valuable to the company when the key leader unexpectedly was out of the picture.

For the past few years, there has been a sea change occurring in the non-profit community as founders, and long-term CEOs and executive directors are thinking about, planning for, or have already followed through on retirement. Many of those who rose to the occasion of providing “human” services in such areas of healthcare, housing, food insecurity, mental health, domestic violence, etc. to those needing a helping hand were children of the 60’s who wanted to make the world a better place. Many of them did. But, as with all human endeavors, it becomes time to take a rest and turn it over to the next generation.

This article, however, is not about the need for succession planning. Rather, this writing is geared to those who are handing over the reins — and it is much harder than it sounds. I can attest to that.

During my consulting tenure, I have gathered a body of knowledge used to guide, lead and often direct organizations towards success. For the last few years, I have been transferring much of that knowledge to my partners so they can continue the organization into the future, or as long as they want (it helps that they love what we do). As a professional, I know that what I do, I do very well. But as a founder, I know that I need to be open to new ideas of what we do, how we do it, and for whom. At some point, I have to let go to allow my protégés the freedom to experience their own successes, challenges and, yes, sometimes failures. That is the only way to grow.

If I have done my job well, they will be fine. Just as parents must trust they have created a solid foundation for their children to succeed, so it is with business leaders. Yet the human condition is such that it is often difficult to manage such a transition.

As I look at a five-year plan, these are the steps I recommend (and am trying to follow):

  1. Provide opportunities for professional development in other areas than your primary business. Ensure the next generation is well versed not only in your industry, but in higher level thinking and strategizing opportunities. My two partners have enrolled in multiple programs to increase their skill sets (and obtain several certifications) as well as find new ways of looking at things.
  2. Avoid being the “final” say on proposals and project methodologies. Make sure others know the critical pieces but allow for their own language, tone, and approach to working with clients.
  3. Become more of a mentor than a boss. Rather than explaining how they should proceed, ask the critical questions about why they have chosen a particular path.
  4. Identify (and stick to) the role you will play over the next year, two years, etc. It is exceedingly difficult for staff when you float in and out of the business — one day hands off, the next day micro-managing.
  5. Remain open to their ideas of operations, approach, and implementation, while at the same time ensure they are up to speed on all financial and legal requirements of the organization.

To some, this article may seem like “of course” simple concepts, and you may already be going down this path. But for those of you thinking about winding down over the next few years — and those of you who are ready to take up the mantle — it would be an interesting conversation to have to determine how well you are managing an impending transition.

What does staff need from you? How can you provide guidance instead of management? And, most importantly, what legacy do you want to leave?

Apr 12

What’s next?: Make the most of a hybrid work model through strategic planning

By Feature

Local research team reveals the challenges of building an effective plan post-COVID-19, and how to overcome them

by Shari Finnell

As organizations shift their focus to a return to “normal” after COVID-19 restrictions, many leaders are realizing that they must prepare for an entirely new normal — one that accommodates employees’ desire to introduce more flexible work-from-home policies as permanent options.

Leaders can use this unprecedented crossroads to lead their organizations to a more productive environment — with the right planning, according to Sam Julka, president and founder of Doris, a company commissioned to research how remote and in-person working models impact productivity.

Sam Julka,
president and founder of Doris

Doris, which recently released a comprehensive planning guide, “Hello, Hybrid: Your Workplace Playbook:,” captured data and insights from 16 organizations throughout the Midwest to determine the different factors that contributed to work productivity under a hybrid model.

“We studied that concept very deeply,” said Julka, during a recent interview with Charitable Advisors. “We learned there were multiple definitions of the word ‘productivity.’ We also learned through this study that the hybrid work model was going to be where many organizations wind up.”

Organizations that successfully implement hybrid work models can reap numerous benefits, including higher employee retention and optimal recruiting outcomes, Julka said. However, the transition may be difficult. When compared with fully remote and fully in-person work models, hybrid models will be the most challenging to execute well for numerous reasons, Julka said.

For example, the research revealed numerous complexities beyond determining if employees will all work in the office on specified days. Teams will need to figure out policies and protocols around factors like ensuring that employees take PTO; whether it’s acceptable to send and respond to emails beyond normal work hours, managing employees’ work hours to ensure they are avoiding burnout, and assessing career advancement opportunities — whether an employee chooses to work from home or fully in the office, Julka said during the interview.

“The playbook is really meant to help any organization, specifically a leadership team that’s trying to figure out their path forward,” she said. “Instead of writing a research paper, which is what we most often do, we ended up creating a tool to make it as helpful as possible for various organizations.”

Julka noted that the playbook will guide teams through comprehensive planning and deep conversations around their hybrid model, taking into consideration scenarios that are unique to their workplace.

“I don’t think that leadership teams are going to be able to read five white papers, and then just all of sudden have the answers. There won’t be a silver bullet that everyone will be able to follow,” Julka said.

“If you’re going to do a hybrid model, you have to do a very good job of thinking deeply about what your model may look like,” she added. “There will be rigor involved in trying to figure this out, and it will be harder than it was when we all just sort of dropped the pencil at our desk in March of 2020. It will be harder as we start to figure out how to come back effectively.”

Julka also said it is important to anticipate some failure points in all the variables as organizations adapt to a new way of working. It also is critical to recognize that the foundation of a healthy hybrid model is trust and accountability among the workforce,” she said.

“If an organization is thinking about a hybrid model, our recommendation would be to have some pretty serious conversations about what it means to trust your workforce, trust your leaders and how you’re going to all hold each other accountable for what’s going to happen,” Julka said.

To hear the full interview with Sam Julka of Doris, click below.

Jun 15

In today’s environment is strategic planning still valid?

By Sponsor Insight

By Jan Breiner Frazer, managing member, Planningplus, LLC

In this country, we have experienced a number of events during the last two decades that resulted in immediate impact on business and industry, beginning with 9/11, followed by the 2008 recession and the far-reaching Affordable Care Act.

But in those cases, we could somewhat foresee the horizon and plan accordingly – we had end goals in sight. But in this world of the global pandemic with various levels of quarantine, shifting guidelines and re-opening dates, and bombardment of news (often conflicting), we are not sure we can even plan on next month.

While strategic planning is still valid, it is not as we’ve always known it. Planning Plus’ expertise has long been in designing and facilitating strategic planning, generally for three-year periods. However, we are revising our methodology during this extraordinary time to remain flexible and adaptable.

As we enter the post-COVID office environment, we are shifting to assist our clients with 18-month micro-planning cycles accompanied by some of the following critical recommendations:

  1. Break down the mission into priorities. One of the challenges in planning with nonprofit agencies is that, by their very nature, they want to help everyone within their sphere with multiple programs, multiple stakeholders, and the requisite multiple funding streams. We are encouraging our clients to focus on the top three priorities as dictated by their mission statements – and then prioritize those. Get very, very clear on what you do and for whom, with a sharper focus on funding options.
  2. Build accountability checks into the plan. We need to keep as little as possible from slipping through the cracks, and following through on initiatives and meeting time deadlines is more critical than ever, particularly as funding sources are still fluid.
  3. Place more emphasis on searching out alliances and partnerships. After the dust settles, if it ever does, there will most likely be fewer nonprofits standing, and those that survive must work closer together.
  4. Build in scenario planning. While the global pandemic took many of us by surprise, there are possible scenarios we can begin discussing, particularly when facing funding reductions. Think through what could yet change and begin to create responses. For every goal or initiative, create a Plan A, Plan B and then Plan C along the lines of “if/then.”
  5. Establish a cash reserve, even it that would mean scaling back on services and/or programs. It doesn’t help your stakeholders if you can’t weather any future storms and go out of business.
  6. Tighten relationships with your board. This is the time when board members can no longer passively attend board and committee meetings. As staff has been trimmed, identify the skill sets the board can contribute to administrative and operational decision-making to make up for fewer staff members. We are certainly not condoning moving from a governance to a management role but boards need to increase help where they can.
  7. Most importantly, build in and utilize formal channels to ensure consistent communication with internal teams and external stakeholders – particularly donors. While communication may appear to an operational rather than strategic initiative, everyone is trying to make sense of what has happened, how it affected them, and what may come. Staying close to those who make the organization successful is imperative.

If your head is spinning on how to move forward, we can help structure a focused, effective, and realistic plan to continue to move forward in a world of uncertainly and unknowns.

Jan Breiner Frazier, managing member of Planning Plus, has been a consulting professional since 1987. She has designed and facilitated strategic, annual, and operational planning sessions for a multitude of organizations, often bringing together diverse philosophies, opinions, and perspectives to help groups collectively meet stated objectives. Often, her planning projects have resulted in assisting with organizational design and process improvement initiatives. Her work with nonprofit boards and associations has ranged from strategic planning, board development and committee structure to identifying organizational competencies. She can be reached at
jfrazier@planningplusllc.com.

Please contact us to discuss how we can help you.

May 27

The top 3 must-do’s in effective strategic planning

By Sponsor Insight

By Hannah Gooding, consultant, Hedges

Imagine having to map out a family road trip without knowing your destination. Sounds a bit backwards and overwhelming, right?

Too often, barriers of time and resources leave nonprofits of all sizes and at all life-stages operating this way: with no clear destination or a strategy for getting there. Nonprofit leaders may feel like all they can do is to “keep driving.” They provide their services. They steward their donors. They submit their grant reports. They maintain the status quo without ever getting to stop and ask: Where are we trying to go? What do our participants need? What are we trying to solve and how will we know we’re successful?

These questions are natural stepping stones in a strategic planning process — a process nonprofit organizations should undergo every three to five years.

However, for many organizations, a strategic plan can feel like a box to check. When that happens, nonprofit executives may attempt to answer these important strategy questions in a board room on a Saturday lacking external perspectives, buy-in, or consensus.

When checking the box is the end-goal, nonprofits lose sight of the value of good strategy. Good strategy is a product of a thoughtful, flexible process that can’t be tackled in a board room — even with the most diverse and talented board and staff in the world. Good strategy is not a strategic plan. Without a process that is inclusive and destination-driven, a strategic plan is just a bunch of buzzwords that sits in a binder or in a file on a desktop. Indeed, as President Dwight Eisenhower once said: “Plans are useless. Planning is everything.”

So how should organizations approach a strategic planning process that will result in real strategy?

First, there is value in having a conversation with your funders about why a strategic planning process would be game-changing. Funders want to invest their resources in organizations that are guided by good strategy. In fact, many offer capacity building grants or award endowment funding so that organizations can truly invest in a planning process.

However, to ensure a strategic planning process is worth the investment of both your time and resources, there are three important things to keep in mind.  

1 A strategic planning process should be inclusive. Incorporating a diverse range of perspectives and experiences is the best way to develop a strategy that is not only realistic, but also exciting for your key supporters and relevant to those you serve.

A strategy-rich planning process starts with setting the perspectives of your participants, volunteers, partners, donors, and other stakeholders as the decision-making foundation. You can do this by facilitating one-on-one interviews, focus groups, surveys, or “town halls” to glean important feedback about what is working well and how your organization might need to shift, adapt, or grow.

At this stage, a third-party facilitator becomes incredibly important, providing the necessary neutrality to collect real information. This individual can be the buffer if a participant needs to share concern about mission-creep or that the model your donors love isn’t working for the clients who actually experience it. As one of our participants put it: “No one wants to tell you your baby is ugly.”

An inclusive strategic planning process not only leaves room for honesty, but also provides a space to build buy-in with your closest allies, partners, and supporters. Asking your stakeholders for their ideas is the quickest way to ensure you have their support when it comes time to implement (and fund) those ideas. Asking your participants for their feedback is the best way to ensure your work is grounded in integrity and purpose.

Take for instance, when the Coalition for Homelessness Intervention and Prevention (CHIP), on behalf of the Indianapolis Continuum of Care, set out to develop the Indianapolis Community Plan to End Homelessness. It engaged 400 community stakeholders — including 170 individuals who were experiencing or had experienced homelessness — in the planning process. By doing so, Indianapolis residents and more than 80 unique agencies were able to make their voices heard and collaborate to create a true community plan.

Key funders, who were included in the planning process, decided to orient their funding priorities around the strategies that were developed. One of their priorities became the commitment to raise and align $4 million toward implementing the strategies identified in the plan. Through careful crafting of the Indianapolis Community Plan to End Homelessness, the Continuum of Care not only set the strategy for addressing one of the most pressing challenges in our city, but unified key perspectives and achieved vital seed funding in the process.

2 A strategic planning process should be oriented toward a clear destination. It should set the results you want to achieve, or the difference you want to make, as the yardstick by which you test all of your decisions.

A good strategic plan should act like a compass — not prescribing every specific turn you must take, but a tool that reminds you what direction you should be going to get to your destination. However, like a compass, a strategic plan is useless unless you know where it is you’re trying to go. Setting a destination is essential for setting strategy.

A strategy-rich planning process doesn’t just ask: “How do we keep going down this path?” Instead it asks: “What do we want to be different for our community and our participants, and what do we need to change about our approach to make that vision a reality?” One of our clients, for example, answered this question by simply saying: “We have to stop being all things to all people.” This realization articulates what so many nonprofits experience when they lose sight of their true destination — an attempt to do everything “okay” versus one thing extremely well.

When a strategic planning process is destination-driven, it puts your endgame into clear focus and pushes your organization to make decisions based on what gets you closer to your real goal and greater impact.

Keep in mind that your destination:

  • should align with your mission;
  • should be specific and measurable;
  • should elevate the insights of your key stakeholders; and
  • should put your participants’ needs front and center.

3 A strategic planning process should be holistic. Setting strategy should include an assessment of what we at Hedges like to call “The Four Pillars of Organizational Health.” In addition to considering the strengths, challenges, and opportunities of your programs and their impact, strong strategic planning takes into consideration plans for strengthening the organization’s leadership and culture, development and financial management, and marketing and communications. 

An organization must be able to measure the impact of its programs with the use of strong data, foster leadership and a culture throughout the organization, execute engaging and effective fundraising strategies while maintaining strong financial management, and communicate its impact to key stakeholders and the broader community.  Like four legs of a table, these Four Pillars of Organizational Health will provide the strength and balance your organization needs to realize your strategic vision even during times of uncertainty and change.   

In a strong strategic planning process, you will take the information you learned from your inclusive research process, align it with your clear direction, and finally set your plan to holistically align with each of these four pillars. This approach allows you to focus on the overall health of your organization in a way that optimizes your resources to create sustainability. While a holistic approach takes more time and resources, the end result builds the capacity of your organization to further expand its impact in the most meaningful way.

As you approach a strategic planning session/process, remember, setting strategy is a process and the process is everything.

Don’t waste your time on a strategic plan that documents the status quo. Especially now, when the philanthropic landscape is changing, unrestricted dollars are elusive, and community needs are becoming increasingly complex, good strategy is more important than ever.


Hannah Gooding is passionate about three things: nonprofits, problem-solving, and pie. She has been a consultant with Hedges since 2017. With a background in nonprofit program management, her expertise in research and strategic thinking has supported dozens of nonprofit organizations in Central Indiana.

Aug 24

University’s intense training, develops nonprofit leaders

By Leadership, Sponsor Insight

By Michael L. Jackson, director of marketing and communications, Indiana University School of Public and Environmental Affairs in Indianapolis

In the complex world of nonprofit management, today’s leaders must possess a unique set of skills in order to navigate the industry’s challenging landscape. Whether it’s working with board members, leading a group of volunteers, or competing for fundraising dollars, those charged with running the organization need a broad array of skills.

The Executive Education division of the Indiana University School of Public and Environmental Affairs (SPEA) partners with The Fundraising School at the Lilly Family School of Philanthropy to provide leaders with the critical tools needed to run a successful nonprofit. Through the Certificate in Nonprofit Leadership program, the two schools have developed a four-course program that delivers intense training for real-world impact.

“Leadership of nonprofit organizations is pretty unique,” said Sara Johnson, director of Executive Education at SPEA. “One of the things considered when putting this program together was, “What specific skills like developing and assessing a nonprofit board of directors, do these executives need to have in order to lead that type of organization?’”

Classes in the certificate program are offered throughout the year and can be completed in person or online. In-person classes are held over two days (a Friday and Saturday) on the Indiana University-Purdue University Indianapolis campus. Online courses are completed during a four-week period.

The four seminars – Financial Analysis for Nonprofit Leaders, Nonprofit Management for the 21st Century, Program Evaluation for Mission Impact, and Strategic Planning and Nonprofit Leadership – are offered on a rolling basis and do not require prerequisites, giving students the flexibility to begin the program at their convenience.

“While someone could do the course work entirely online, we generally recommend that they complete at least two of the courses in the classroom setting,” Johnson said. “This program brings in participants from all across the country, and that opportunity to network and collaborate face-to-face has a big impact on the experience.”

One of Johnson’s favorite seminars is the strategic planning session where students learn to understand their own management style, which, she says, is vital when trying to develop a nonprofit board of directors.

“CEOs have to develop the acumen for developing their own boards and how to make sure they’re doing a board assessment and doing the things that make good boards,” Johnson said. “Understanding your management style helps you to be more effective with the board. If you go into a strategic planning session and you are aware of your own approach or own belief system, chances are you’ll make better progress and have greater outcomes.”

To learn more about the Certificate in Nonprofit Leadership, contact Sara Johnson or download The Fundraising School’s 2015 course directory.

MichaelLJackson Michael L. Jackson is director of marketing and communications at the Indiana University School of Public and Environmental Affairs (SPEA) at IUPUI. Jackson joined SPEA from the Kelley School of Business at IUPUI after a 20-year newspaper career. He received his MBA in Marketing from Butler University.