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We have written many articles about strategic planning to help boards. They cover the pre-planning phase and the creation of the plan. This article will help you lay a foundation for the successful execution of the plan. Implementation begins immediately after the plan is written. This is when the operational changes begin. When most boards […] The difference between long-term and strategic planning is important to the survival of your nonprofit. […] Lay a foundation before you begin strategic planning. […] Most strategic plans are written, approved, and never referenced. […] A strategic plan consists of both a practical segment and a descriptive segment. The practical segment defines how to accomplish the plan. The descriptive segment defines what success looks like (The Description of Strategic Success). […] When strategic planning is sound, it is an aid to sustainability. Otherwise, it adversely affects long-term sustainability. […] A strategic plan will produce sustainability. The symptoms or key elements of sustainability are strong community support, donor passion, motivated employees and volunteers, an effective board, active and committed referral sources, and clients referring others. […] The most significant hurdle to creating a strategic plan is having the time and skills. It takes time to plan and there always seems to be something urgent that delays the planning process. […] Many nonprofits of all sizes struggle with strategic planning. Many individuals argue that strategic planning is a waste of effort. Technology changes often and rapidly. How can you develop a strategy in a rapidly changing environment? […] At its best strategic planning solves an important problem. What is a counter example? Let us consider the board’s strategic planning retreat to create this year’s budget. […] |
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