The advisory committee can be formed in one session by the Board of Directors and senior staff, and can include other processes encountered.
While there is no one-size-fits-all approach to strategic planning, a few key components must be included for the process to be successful.
Personal Investment and Chairmanship
The Chairman should lead the team to execute strategy and engage the Board of Directors. This prevents plans from being put on the back burner. The lack of personal Chairman investment in the program is one of the main reasons. There is a need to make sure the plan has the backing of the Chairman and leadership team, as well as the employees who will be implementing it.
Engaging the Board in Strategic Planning
Without data, strategic decision-making is practically impossible. What is the scale the Chairman and Board are attempting to address? What is their current impact on that requirement? What effect do demographic shifts have on their influence? What are the thoughts of the Board of Directors on overall concerns? Is there anyone else doing good work in this field? What’s effective and what’s not?
Board Member Responsibilities
Making future forecasts and arranging them through BOD roles is an essential aspect of strategic thinking. What do you think your world will be like in ten months, two years, or ten years? What assumptions do you make that would significantly influence your capacity to accomplish your purpose if they were no longer true?
Beyond your board of directors, the success of your plan hinges on securing the support of your constituents, funders, supporters, and partners.
Consider it the ability to do a task successfully. Sound decisions must emerge from your strategic planning.
Value-Added Planning Process
Because of the amount of time spent preparing, the process works best when data collection, community contacts, and deliberation result in new information, strengthened relationships, and alignment, even before the plan is finished.
Engagement in the planning process, as well as assisting in advancing crucial elements, are among the responsibilities of Board members.
When the Board of Directors agrees to produce a strategic plan and sees the value in doing so, a significant personal investment occurs. The entire Board should support the plan-development process, whether it’s directed by the Chairman, staff, advised by a planning committee, or handled by outside counsel. The Board can also assist in framing the strategic questions that need to be addressed at the outset.