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Through the experience and expertise of its founder, GinCommGroup has developed a planning philosophy that is uniquely tailored to not-for-profit membership organizations.
That philosophy can be summed up in four major tenets:
1. Member-centered.
While associations can borrow much from the business literature on strategic planning, they must be cognizant of a fundamental difference -- for an association, its members are both its owners and its customers. This means that an association must focus on the needs of its members as the driving force behind its strategic direction and long-range goals.
GinCommGroup works with its clients to identify the critical issues facing the organization and its members and to develop a plan that specifically and realistically addresses the needs created by those issues.
2. Results-oriented.
If a plan is to be more than an intellectual exercise, it must have a direct effect on the activities of the association. To assure that the plan produces results, its long-range (i.e., three to five years) goals should drive the development of an annual workplan and budget.
An association's budget is its most important planning document; augmenting it with a companion workplan provides a framework for achieving long-range goals by setting measurable objectives for the year (including those which are evaluated by measures other than dollars and cents). Every activity in the workplan and budget should contribute toward the achievement of the goals of the strategic plan.
GinCommGroup can assist its clients in developing an annual workplan and budget that implement the first phase of the strategic plan.
3. Information-based.
An effective planning process will combine the personal knowledge and creative thinking of the association's leadership and staff with research, including membership needs assessments and industry reports. Objective information ensures that the plan is based on reality, rather than the personal opinions or biases of the participants, and that it goes beyond an extrapolation of current activity.
GinCommGroup can help its clients translate research into strategic directions and priorities.
4. Inclusive.
It is important to develop understanding and support for the plan by taking an inclusive approach to the development of the plan. To the extent possible, those volunteer leaders who will have responsibility for implementing portions of the plan should be included in the strategic planning process.
Regular progress reports should be provided, and presentation of the plan to association leaders and / or members should be carefully planned to provide a balanced summary and allow time for discussion that will enhance understanding.
GinCommGroup helps its clients communicate about the planning process and produce appropriate presentation materials.
”My experience in strategic planning is practical, not just theoretical. During my association management career, I have participated in the planning process as a staff member, outside consultant and volunteer leader. This gives me a unique perspective on the roles of each member of the planning team.
My approach is straightforward and flexible, adapting the principles of strategic planning to the available resources. In my opinion, the only measure of a successful strategic plan is the results it achieves for the association and its members."
- Ginger Nichols, CAE
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