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.
What is the problem they are trying to solve? They want to ensure that the agency has sufficient funds to operate. Is that a big problem? No, it may be a difficult problem given past practices and a weak economy. In addition, it is only a problem for the agency. Is it the right type of problem for the board to discuss? No, they hired an executive director to handle the operational needs. Funding the daily operations is part of the job of the executive (this is true of government managers, business managers, and nonprofit managers).
What is a good example?
How should our agency grow?
Should we grow in the number of people we serve, the size of the territory we serve, or the number of services we offer?
How fast should we grow?
What goals should we set?
Picking the strategic issue and answering the critical questions is appropriate for the board.
Growth is one example of a strategic issue. It then prompts the discussion of tactical issues. For example:
How do we fund the growth?
Should we rely on foundations?
Should we have a capital campaign to fund the growth?
Should we merge with other agencies?
Should we partner with other agencies?
Are there for-profits who would be willing to help us?
Handling the tactical issues is the work of the board committees. It is where one blends the practical experience of the staff with the vision of the board.
Having addressed the strategic and the tactical, it is possible to turn the project over to the executive and staff. The staff can handle the operational issues. Some of the operational issues the staff must consider are:
How do we make our systems scalable?
What infrastructure do we need and by when?
What skills do we need?
Will we hire the skills or build them internally?
What quality measures should we use?
How do we increase our accountability?
What should we say in our funding appeal?
When will we need money and how much?
So what if your board is unprepared for this challenge? No problem. Meet with the board chair and develop a three plan to get the board ready.
