Consultation

Everyone in the organisation will have something valuable to contribute. However, it would be impossible to have everyone involved in every meeting. Choose a planning committee with some trustees, the chief executive and at least two senior staff, two operational staff and two volunteers.

Establish how consultation with everyone else will be arranged. Make it clear from the beginning that all contributions are welcomed, though not every idea can be put into practice. People feel aggrieved if they have put effort into giving their views and these are ignored in their final plan.

Decide the timescale of the planning process. You'll need time to gather the information and consult people. If too little time is allowed there will be a temptation to brush aside conflict in the interest of completing the timetable rather than resolving differences. If too long is allowed, everyone will get bored and commitment will be difficult to maintain.

Some methods to use:

• Brainstorming achieves more when people work alone first and then come together to share ideas. Do not allow criticism until all ideas have been gathered.
• Gap analysis defines what you want to achieve, compares it with the present situation, and works out how you are going to fill the gap.
• Post-it notes are very useful for gathering and arranging ideas. They have the great advantage that everyone can join in. Quieter or less confident people can contribute their ideas without being overwhelmed by more powerful voices.
• Charts are better for giving the whole picture than a book, though you may want to produce a report as well.

Find out more about other strategic planning issues and examples in the In more depth section.