When SWIM gets a call to build a toolkit, we’ve developed a process for creating a product that is not “just another basic toolkit” that could be easily overlooked. The SWIM process of creating a toolkit is just as valuable as the final toolkit itself. SWIM takes a collaborative and engaged approach to product development that combines the technical skills of our consultants with a participatory process that takes advantage of client expertise and familiarity with the content.
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Recently, we’ve been helping two clients translate a new strategy into work plans that are useful every.single.day. (Why have a new strategic plan if you don’t change what you do every day?!)
During this part of the process I feel like a detective, finding patterns and opportunities that the organization can build on. Sometimes the clients seem surprised at what we notice. The surprises typically fall into two buckets - both of them related to the strengths of the organization.
Strategic questions are key components of strategic planning and program evaluation because they help answer the “So what?” regarding your observations, outcomes, and future directions.
Additionally, strategic questions help with designing roadmaps for planned shifts in your program activities. So, how do you go about crafting strategic questions?
Imagine yourself sitting in a board meeting. You’ve just received a presentation detailing a recent evaluation and changes to your organization’s premier program. The session comes to a close and the speaker asks, “any questions?” Uh oh. You know that engaged board members should ask questions. But, you just learned so much. All of the questions you can think of are about the practical implementation details of the proposal. So, what do strategic questions sound like for Board Members?
At the same time, many of our clients seem busier than ever. Needs are ramping up. Complexity is growing as fast as expectations. We’re in relationship with so many leaders who are carrying “plates” that are full and heavy! In fact, sometimes when we bring ambitious leaders into a room and ask about the future, we’re met with equal parts enthusiasm and knitted brows.
Our clients have an urgent desire to activate change in the world. They are ambitious! They are determined to advance financial well-being, health, food security, philanthropy, justice, and equity. We’re often by their side as they kick off strategic planning, point at the horizon, and ask big questions about how to create change. We love those moments! (Bring on the sticky notes).
At the same time, many of our clients seem busier than ever. Needs are ramping up. Complexity is growing as fast as expectations. We’re in relationship with so many leaders who are carrying “plates” that are full and heavy! In fact, sometimes when we bring ambitious leaders into a room and ask about the future, we’re met with equal parts enthusiasm and knitted brows.
When we look to the future, how much should we build from our strengths and extend our current path? And, how much should we advance a new route to our destination? For highly effective organizations, this is often at the heart of strategic planning processes. Of course, there is no one size fits all answer. That means, organizations have to wrestle with these dynamics.
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Over the past couple of years, we have seen organizations addressing food insecurity across the country partner with each other to engage in neighbor centered design. At SWIM we like to think of neighbor centered design through the lens of implementing “neighbor centered practices” or equity practices. Offering services that match the needs and desires of neighbors facing food insecurity can be challenging, but when neighbor centered design is not prioritized we leave people out - often those who are the most vulnerable.
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Every Monday we have a SWIM Team meeting via Zoom. It’s something that helps us leap into the week ahead. These are NOT check-in meetings. (We have strong opinions about check-in meetings, but that’s a topic for another blog!). Each weekly meeting relates to the health of the company and the team. The fourth Monday is always about skill building and it’s my turn to facilitate.
Today, in our weekly meeting we practiced two SWIMmy ways of working.
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At See What I Mean we talk a lot about “Neighbor Centered Practices” which are a list of practices that food banks, their agencies and other organizations can implement to better serve their neighbors. The list continues to grow because different groups of people have different needs. We encourage organization leadership to select 5-8 practices to focus on implementing through data driven decision making and what they know to be true about the people they are serving.
Making the decision of what practice to focus on or what group of people to focus on can be tough. SWIM can walk alongside you as you explore the different options, and decide what’s best for your organization.
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