Aligning Strategy in a Volunteer-Led Not-for-Profit
Overview
A not-for-profit organisation in the horticulture and gardening sector recently undertook an Aligned to Achieve (A2A) strategy workshop to define its direction for the next 12 months. With a workforce composed primarily of volunteers and a diverse Committee of Management (CoM), the goal was to achieve clarity, prioritise actions, and create alignment on initiatives that support the organisation’s mission.
Workshop Format
15 members of the CoM attended the half-day session.
Participants were divided into two teams, each completing the A2A strategy game.
At key points – business goals, team goals, blockers, and strategies – the two groups harmonised their outputs to form a single shared A2A board.
This process of structured discussion was key to building consensus, shared language, and mutual understanding of priorities. It ensured that all participants had buy-in and were aligned on what success looks like, and what challenges need to be addressed.
Immediate Outcomes
- The session resulted in:
- Twelve consolidated initiatives that are now under review as part of the organisation’s strategic plan.
- A decision to revisit and potentially revise the organisation’s current objectives and mission statement.
- Agreement that progress on strategic initiatives will become a standing item at all future CoM meetings.
“This has been a very comprehensive activity which has been embraced by the CoM. Once we finalise the strategy, progress against initiatives will be a staple of the agenda.”
— Secretary of the Committee
Strategic Focus Areas Identified
The workshop and resulting A2A report identified four core strategic priorities:
Diversify Revenue Streams: Reduce reliance on existing events by exploring new, lower-effort income sources and potential partnerships with aligned sectors (e.g., wellbeing, garden design, multicultural community organisations).
Effective Workload Management: Balance volunteer effort by understanding capabilities, creating role redundancy, and implementing capacity tracking tools to prevent burnout.
Strategic Partnership Development: Identify and assess new partner opportunities, formalise partnership criteria, and assign responsibilities for outreach and evaluation.
Enhanced Brand Reputation and Communication: Develop a refreshed brand strategy based on market research and competitor analysis, and increase outreach to younger and more diverse demographics.
Next Steps
- The twelve proposed initiatives are being mapped against the current objectives.
- A strategic revision process is underway, supported by internal feedback and A2A insights.
- Implementation and progress reporting will be integrated into regular operational rhythms.
Conclusion
The A2A workshop provided a structured, inclusive way to align a volunteer-led organisation around shared goals and practical actions. By building consensus and clarity at each step, from goals to blockers to strategy, the organisation now moves forward with stronger alignment, clearer direction, and full ownership of its path.