Creating a work plan for your community center or association: how to do it
What is a work plan?
A work plan, sometimes also called a year plan or activity plan. It is an overview of everything a community centre or association intends to do in the coming year. It contains planned activities, projects, improvements in the organisation, and the associated input (people and budget). A work plan is not a rigid protocol. It is a living document that can be revised over the course of the year.
Relation to budgeting and strategic policy
The work plan and the budget are two sides of the same coin. What you plan in the work plan costs money and effort, and must be reflected in the budget. Conversely, the budget sets limits on what you can plan in the work plan. Prepare both documents at the same time, preferably in the last quarter of the preceding year.
Structure of a work plan
A good work plan has a clear structure:
- Looking back: What has the organisation achieved in the past year? What went differently than planned?
- Goals for the coming year: No more than five to eight concrete objectives. What do you want to achieve?
- Activities by quarter: Which activities are planned? When? Who is responsible?
- Organisation: Are there changes to the board or the committees? Is additional volunteer involvement needed?
- Communication: How will you inform members, tenants and the neighbourhood about your activities?
Plan realistically
The most common mistake in work plans is planning too optimistically. Add up the available volunteer hours and compare them with what is needed for all planned activities. If that doesn't add up, cut back the plans, not the volunteers. A work plan that no one can meet is demotivating.
Who prepares the work plan?
The board prepares the work plan, but also involve committees, volunteers and, where appropriate, the members. That increases buy-in and often yields better ideas. Have the AGM approve the work plan. See also organising the AGM.
Evaluating and adjusting
Discuss the work plan every quarter at the board meeting. What has been achieved? What is lagging behind? Sometimes practical realities require adjustments; that is not a failure, but good governance.