Business jargon has never been my strong suit. Why do mission statements differ from vision statements? Are objectives and goals somehow not the same thing? Who cares about any of this?
As it turns out, board members and consulting firms of nonprofit organizations care deeply about such distinctions. As I have stated many times before, I am a musician and an educator and have honestly given very little thought to how board actions may affect my work. Museum boards have not historically prioritized educational or arts programming, and we are hardly ever given a seat at the proverbial table. After reading TCC Group’s Ten Keys to Successful Strategic Planning, I have some insight into why.
An “Inclusive” Approach
While the steps point toward excellent strategies for successful strategic planning (establishing realistic goals, constantly re-evaluating audience needs, honest assessment of institutional weaknesses, etc.), their call for collaboration between board and staff members seemed incomplete. TCC advocates for an inclusive approach to include “all constituencies that will be affected by the plan,” (note: inclusivity does not stretch to include audience or community members at the TCC), but then immediately backs away from that statement to warn against giving all voices equal weight. Later in the piece, they directly advise staff and board to work together, while relegating staff to the practical. Boards have drive and vision; staff members have business savvy and common sense. This, to me, is an inaccurate and limiting portrait of the average cultural worker.
So, how does this manifest locally?
When I started my search, I originally wanted to see how staff involvement presented itself in Philadelphia’s nonprofit strategic plans. Specifically, does it appear that educational staff have been consulted? But, my complete inability to even find a strategic plan points towards a different issue. Namely, are organizations supposed to be transparent in their planning? Is there a precedent for open and honest communication with the community about institutional goals?
I decided to look at two of my favorite nonprofit educational institutions to research the issue further: Mighty Writers and Taller Puertoriqueño
Neither site’s website provided a link to any kind of current 3-5 year strategic plan, but I did gather up other evidence. In 2018, Mighty Writers is expanding from its four storefront locations to a city-wide rec center program starting this year. I assume that a strategic plan was drafted for such a huge undertaking and massive increase in programming/staffing costs, but no evidence exists publicly.
For Taller, I was able to examine the Annual Report for 2014-2015, the year they announced plans to build El Corazon, a larger updated program and administrative space, pictured below. In it, their Strategic Plan 2020 is mentioned, but exact steps are not outlined. The Annual Report serves as an enumeration of the year’s accomplishments and successes, and overall, seems to be written for fundraising purposes and public consumption.
After examining TCC’s tips and the lack of strategic plans for two of the areas best known educational programs, I wonder if the public is ever supposed to be invited into the strategic planning process?
What do you think would be the benefit of publicly publishing your strategic plan? Or better yet, canvassing the community to help write it?
100% of the SBD rewards from this #explore1918 post will support the Philadelphia History Initiative 