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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