This is a good article from Lou Figueroa of Association Management Executive Briefing. While its quite basic it gives some basics around strategic planning and may motivate some organizations who do not have a strategic plan to begin that planning process.
Lou Figueroa Association Management Executive Briefing
Two years ago while starting a foundation, I was asked this question: “Do you have a strategic plan?”
At the time I wasn’t sure why I needed one, but today it makes more sense than ever. Many people have the desire to lead an organization but have little or no idea how to create a roadmap for success. The strategic plan is an important part of that process.
Identifying the purpose of the organization is where you’ll want to start. In most cases, the organization will already be established and have a mission statement. If you are starting your own organization, you will need to come up with a brief description that identifies the purpose for existence. Most mission statements are three sentences or less that can be easily articulated.
Next, you may want to revise or incorporate a vision statement. It should describe where you want to take the organization. What is the ultimate image of success? The vision statement should be one or two sentences.
Once the mission and vision statements are set, you will want to look at the goals. The implementation of the plan relies on the goals and strategies. Each goal should represent an area of focus. Most plans include three to five goals, with supporting goal statements. They should be SMART (specific, measurable, attainable, realistic and timely).
Strategies are innovative approaches to achieving the goals. They are priorities and actions designed to execute the plan. Strategies can be described at the 50,000-foot level, while tactics are much lower — the work of committees and staff. The typical plan has three to five strategies relative to each of the goals. The best plans include performance measures.
After identifying the strategies, it’s important to create a program of work. These commonly span one year. The next step will be appointing a “plan champion.” The plan champion keeps the strategic plan in front of the board and gives reminders to avoid “mission drift” (losing sight of the purpose).
Finally, the alignment of the committees is an important aspect of planning. It’s an oversight in most organizations and should be a priority after the goals and strategies have been established.
In closing, you will want to implement the plan — too many of them end up on a shelf collecting dust. Be sure to engage people, set priorities and communicate effectively to ensure you’re keeping the plan alive. Having a strategic plan is an essential aspect of any organization
