Alumni Consulting Team (ACT)

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The planning may take many forms, be a long process or a short one, be extremely comprehensive, or be focused on a major strategic issue.

Whatever the scope or focus of the strategic plan, the outcome of this process should be a set of actionable decisions. These might be concerned with almost any aspect of the organization, but here is a basic framework:

• Why: its reason for existing
• Where: the environment in which it operates
• What: what it intends to accomplish
• Which: for which beneficiaries
• How: in what manner.

The strategic plan will be used to set goals, allocate resources, and measure success within a specified time frame.

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1. Initiate and agree on a planning process and the expected outcomes/deliverables.

• Agree who will be involved at the client organization.
• Agree how much time should be spent on each part of the work plan.
• Agree who the stakeholders are.
• Consult stakeholders and integrate their input.
• Decide on area of operation to receive the benefit of the action plan.
• Agree on expected project deliverables

2. Conduct a basic "diagnostic" analysis (sometimes called a situation analysis).

• Review past plans and internal data, and interview key constituents.
• Discuss key issues facing the organization.
• Assess the organization's strengths and resource gaps using tools like SWOT, SORG, or Six Forces.

3. Identify key issues for which decisions are required.

• List potential steps that would help the organization move ahead.
• Identify a key goal that would help the organization reach its full potential.
• Clarify priorities in reaching these goals.

4. Develop alternative scenarios.

• Evaluate the pros and cons of each.
• Examine the financial implications of each.

5. Facilitate and document.

• List available choices.
• State decisions in writing.
• Clarify trade-offs, so everyone understands what will and will not be delivered.

6. Discuss implementation and operational implications of the choices that have been made.

• Share the plan with the board, staff, funders, and other stakeholders, and get their feedback.
• Discuss and evaluate feedback, incorporate if appropriate.
• Determine if other preparations need to be made before implementing the plan.
• Assess whether the capacity of the organization is equal to implementing the plan.
• A "business plan" or "operating plan" sometimes follows the "strategic plan."

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Statement of Strategy

• This should have the clarity and forcefulness of an action plan, and be written in clear, active language.
• If there is more than one strategy, the list should read like a coherent set of commitments or actions leading towards one stated goal.

Final Presentation

• Choose a format that is most easily accessible for all (e.g. written document or Powerpoint presentation).
• Design presentation as a summing up of all of the above, keeping in mind all the stakeholders.
• The document will also capture the plan for future reference.
• A simple plan, which can be most easily implemented, is often best (target length: 2-3 pages).

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Clarity up front is worth the extra time. Without extra attention to the agreement, the work may not satisfy the clients' needs or expectations or may not involve the right stakeholders sufficiently. Without carefully articulating goals and means (either as a prerequisite or as a project deliverable), it is nearly impossible to make sound strategic decisions.

Agreement on scope and deliverables is achieved through dialogue and written confirmation with the client before the work begins. Clarity about the desired impact is usually achieved through a series of meetings with the CEO, key managers, and/or board members once the work begins.

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