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Always mixed methods, regardless of budget size

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Identify PBS point person and client point person

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Ideally 7-9 people (is that right???)

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create timeline doc w/ ideal cadence; work to schedule out meetings in advance; update once meetings scheduled

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set internal planning meetings between client sessions

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Not usually scheduled out at the beginning of the process, but come up on an as-needed basis

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We tend to TRY to do one before sharing ecosystem engagement findings, especially if the findings aren't great

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Make sure that there's some folks with decision making authority in this group

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hold a session w/ task force that outlines the process and gathers feedback from the group on who to engage and what client needs to learn

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Discussion/partnership with client on process, most helpful information, audiences

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Clients review and provide feedback on tools before they go out

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We don't always get to an action plan, but we always at LEAST tee it up

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Share out EE findings in a strategy workshop

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Point b(e) Strategies team collects all data - survey administration, interviews

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high-level findings shared for planning purposes; full findings shared in final report

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Ask clients about pre-existing meetings that can our sessions can be tagged onto or that can be co-opted for our sessions

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These workshops are opportunities to gather MORE feedback from MORE brains. They are often left unfinished.

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Clients are NOT included/attend interviews or focus groups

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Raw data is not shared with clients

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These typically involve full board + full staff or leadership staff (depending on staff size)

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Minimize appendices – ecosystem engagement report, timeline (sometimes), but that's kinda it! We no longer include padlets, agendas, notes, etc. – It's TMI

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Share the full timeline doc with clients once everything is scheduled (?)

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Language I've used to explain the task force in emails:

As a task force, members will serve as the “brain trust” for us as we go through the strategic planning process! These meetings will give both (insert client name) and our team scheduled opportunities to discuss findings and progress, to review tools that will be used in the ecosystem engagement process, to discuss the outline and progress toward completion of the final report, and to generally continue to move the work forward outside of the facilitated sessions.

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We've gotten in the habit of doing a leadership check-in 1-2 weeks after they receive the final report. I think this is a great way to increase buy-in and answer client questions. Do others agree?

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Strategy workshops typically alternate with task force meetings so there is a continuous brainstorming/meaning-making progression

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Full EE report as an appendix, and summary/themes from EE, along with themes/key discussions from meetings, woven into the report

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Trying to build these into budgets more consistently since these are SO helpful/necessary

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Try to encourage clients to stay at the level of concept-smithing, not word-smithing (not always possible!)

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Make sure to clarify (at project outset) the timeframe for the framework (i.e., 3, 5, 7+ years)

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Usually starts with identifying key themes from ecosystem engagement then involves continual brainstorming during strategy workshops and refinement during task force meetings - always results in the development of strategic priorities and objectives; does not always include new mission and vision development

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Framework components:

Sometimes

Vision (pre-existing or developed/refined within our project)

Mission: (pre-existing or developed/refined within our project)

North Star Goal/Statement: Mission statement for the strategic planning period - sometimes we do this sometime we don't

Always:

Strategic Priorities (usually 3-5)

Objectives (usually 3-5 per priority)

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Language I've used to explain strategy workshops to clients:

"Our strategy workshops will help (insert client name) answer its most important strategic questions, while engaging community voices in the development of a plan to help ensure a sustainable and impact-focused future. During these sessions, we encourage participants to consider organizational theory of change, programmatic alignment with organizational identity, and mid-range strategies. These sessions will also provide space to start developing strategic priorities and benchmarks for implementation."

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Unless there are VERY special circumstances, we do not record these meetings

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Unless there are VERY special circumstances, we do not record these meetings

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Should be based on gathering data related to big questions