Strategic Planning

Philosophy: Mosaica believes that strategic planning strengthens an organization in many ways. It can provide a unified sense of direction and a “road map” for action. Equally important, it engages Board, staff, and other stakeholders in a joint process of reviewing their strengths and weaknesses, determining external opportunities and threats, and agreeing on what it wants to accomplish and how – often increasing Board and staff understanding of the organization and commitment to its work. Thus the process of planning is often as important as the plan itself. Mosaica considers it very important for strategic planning include an opportunity for the organization to agree on core values or operating principles and ensure a shared vision, review and refine its mission statement, and agree on where it wants to be in three to five years and the major strategies to be used – and those not to be used – in getting there. The plan should be linked to a detailed annual plan for the first year. Similarly detailed plans for later years are probably not useful, because external and internal conditions are likely to change so much that they may become largely irrelevant. Instead the plan should include provisions for regular review and development of an annual work plan each year.

Information gathering: When asked to assist with strategic planning, Mosaica typically works in with a Strategic Planning Committee composed of Board and staff members of the organization. The Strategic Planning Committee works closely with Mosaica to ensure agreement on the objectives, process, and timeline for the strategic planning effort. In many cases, Mosaica carries out an internal an internal and external “environmental scan” that includes reviewing organizational documents and obtaining perspectives of internal stakeholders (Board and staff) and external stakeholders (usually including clients, community activists, staff of other community-based organizations serving the same community or similar populations, funders, and public officials) through interviews, self-administered surveys, and focus groups. Mosaica analyzes findings and present results (usually both a written and an oral report) to the committee and to the Board and staff as input into the strategic planning process. Sometimes the group does not need an organizational assessment, but it does need to provide Board members and staff an opportunity to identify key issues, needs, and concerns through interviews or a survey prior to the development of the plan.

Where this is not possible, Mosaica works with the chief executive and consults with a small number of Board members to ensure an understanding of the organization’s planning priorities and of organizational culture and concerns. Sometimes an e-mail survey of the Board is feasible.

Strategic Planning Retreat: Strategic planning typically requires a retreat including the Board and senior (or all) staff. The retreat usually lasts at least one full day, although several half-day or evening sessions can also be used. If the organization has a large staff, the staff sometimes hold a separate staff retreat before or after the Board session. Mosaica staff (one senior person or a team) facilitate the Board session. Typically the Mosaica team presents findings from the scan or Board/staff input at the start of the retreat. Staff often present program updates and issues. Then the group addresses values, vision, and mission, and then considers and agrees on long-term goals and three- to five-year objectives and key strategies. Sometimes a retreat also addresses related issues such as Board roles and responsibilities. It always includes consideration of Board and institutional goals and objectives as well as program goals and objectives.

Strategic Plan Preparation: Mosaica prepares a retreat report that is the initial draft of a strategic plan, and typically works with the Strategic Planning Committee (and sometimes other subgroups) to complete a written plan and a process for regular monitoring and updating of the plan. In addition, Mosaica staff may assist the staff in developing an annual work plan and the Board in developing its own work plan based on the strategic plan.

Types of Organizations Assisted: Mosaica assists local, national, and international nonprofit organizations with their strategic planning efforts. Among past and current client organizations are the following: