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Strategic Planning Article
I would ban the yearly planning meeting, preferring a three-year approach to strategic planning. Strategic planning is the process for defining direction, setting priorities and aligning resources. It serves as a guide for successive boards, committees and the staff. It is developed at a multi-year leadership retreat
Association board manuals come in varied shapes and sizes. Volunteer directors rely on them to understand their responsibilities. Some manuals are nicely bound in a notebook with a table of contents and tabs for quick reference. Others are designed as a virtual document, posted to a shared storage site or accessible on memory stick.
Every nonprofit has a mission or a statement of purpose. It communicates the organization’s reason for existence and public benefit. Discussions and decisions are framed by the mission. The best are distinctive, memorable and easy to recite.
The board wrapped up its retreat, drafted a strategic plan and intended to officially adopt it at the next meeting. That’s often where plans die. Upon adjournment of the retreat busy schedules take over. The plan is shelved or filed. The saying, “out of sight, out of mind” applies.
The planning retreat is an important activity for every organization. During the retreat enthusiasm builds for new programs and growth schemes.
False Starts - 13 Ways to Blow Strategic Planning. Boards can be resistant to think strategically. Some finding it easier to focus on the short term thinking and safe topics
Implementing the Strategic Plan
Implementing the Strategic Plan sample
Organizations plan an annual retreat to empower the board of directors with information and inspiration. Retreats are designed to transfer information to the leadership. The schedule may include time for recreational activities or team building.
Power Retreats--- Improve Outcomes at the Board Retreat
Principles Work Sheet
Strategic Board – A board that has clear vision and acts accordingly --- based upon the organization’s mission, vision, values, goals and strategies.
Every nonprofit has a mission statement. It should be memorable, describing the organization’s purpose and framing leadership discussions. It is not a standalone item. Build upon the mission with supportive documents and processes.
Strategic Planning Meets Strategic Execution from the Drawing Board to the Dashboard
The board wrapped up its retreat, drafted a strategic plan and intended to officially adopt it at the next meeting. That's often where plans die. Upon adjournment of the retreat, busy schedules take over. The plan is shelved or filed. The saying "out of sight, out of mind" applies. There are many reasons a plan might fail, including transition of officers, an unwieldy plan, a board unaware of its importance or an officer more interested in building a legacy.
The board held a retreat every few years. Directors described it as valuable and a way to meet other members. Though a plan strategic plan was developed, come Monday morning nobody gave the plan much thought. It went on the shelf with the other plans. An organization relies on a strategic plan to set priorities, align resources and advance the mission statement. It is an important document drafted and approved by the leadership. It will guide successive boards, the committees and staff.
tHREE PHASES OF PLANNING - 91 DAYS - A strategic plan is a roadmap to guide the organization, the leadership and staff. It offers a message that the organization has a worthy mission and goals to fulfill. With no plan, volunteers and staff tend to wander from crisis to crisis Break down planning into three phases: Before, During and After. Before will require 60 days. During may take one or two days. After requires about 30 days.
IN FEBRUARY, META members were asked to complete a survey about the organization. The questionnaire culled information about members attitudes regarding MBTA mission and organizational goals . the survey was designed to give board members guidance as they began the strategic planning process
Today’s aim of succession planning is to identify the organization’s future staffing needs, assess the existing talent pool, and prepare for the integration of these two components, if appropriate. This includes addressing the need for cross training in key roles where continuity is particularly critical. The plan should call for the identification and mentor of candidates outside current staff. Additionally, the plan addresses a process to select a candidate if a succession plan cannot be completed.