The Evolution of the Strategic Plan (Part 1)

I have been in the nonprofit space for twenty five years and have participated in strategic planning at every level-designing, writing, and implementing. The end product is often a document that outlines a series of goals for the organization for the next three to five years with the requisite strategies/tactics to implement said goals. After a sometimes arduous process (this process varies widely based on the ethos of the organization), a document is produced and all involved feel accomplished and often relieved because the exercise is complete. The real work then begins-who is going to implement goals and how will outcomes be measured. While timelines are created and duties assigned within the plan, when it comes time to start, a funny thing happens-the day to day operation of the organization interferes with the strategic plan. 

Boards often do not return to the plan as needed. Executive directors are distracted by the multiple tasks they are responsible for, and the valuable, hard work of the Strategic Plan is forgotten. Because of the three to five year timeline of most plans, a sense of “we have plenty of time” creeps into the organization. 

The remedy for this common occurrence is to not put a time frame on the strategic plan-replace the plan with a vision mindset. The pace of change in the nonprofit world is accelerating, and plans written a year hence are often obsolete. Organizations should create a written vision document that is accessible and can pivot to meet the changing landscape.