› Be sure to involve the right people in the process. It is important to include key constituencies so they will support the strategic plan. Consider asking constit-


uents for their input through interviews, surveys, or focus groups. Involve your staff early in the process so they become committed to the plan. By doing so, you can help them think strategically, place their roles in a broader context, and build skills in decision making.


› Coordinate strategic planning with financial planning. Time the strategic planning process so the plan is written prior to the start of the budget devel-


opment cycle. In that way, the budget can be built based on the priorities and needs set forth in the strategic plan. In subsequent years, plan to complete an annual review and update the strategic plan prior to submitting your annual budget request. (See Chapter 9 for more information on the budgeting process.)


› Develop consensus about the organization’s internal and external environ- ments.The environmental analysis drives the development of the entire strategic


plan. If the parties involved in planning do not agree on the analysis, the final plan will lack focus and direction.


› Don’t fall prey to “paralysis by analysis.” While understanding the past is im- portant, do not spend too much time analyzing historical data at the expense of


thinking about the future. People sometimes focus too much on data analysis because thinking creatively about the future takes them out of their comfort zone. A skilled facilitator can help the group avoid this common pitfall.


› Don’t be afraid to confront critical issues. While it may be uncomfortable, the planning team must identify and face critical issues in order to create an ef-


fective plan. You will never be able to reach your vision if you pretend certain environmental issues do not exist or if you omit key tactics necessary for success from the plan.


› Don’t assume the objectives will take care of themselves. Your goals will not be achieved without conscious action. To keep the momentum going, identify a


champion for each goal. Plan periodic progress reviews (quarterly, annually, or when a triggering event occurs).


› Be disciplined but flexible. On one hand, you need to be prepared to stick with a plan for as long as several years before you can tell whether your strategy


has been successful. On the other hand, staying locked into your plan can do more harm than good if you overlook a critical course correction. As your plan progresses, keep an eye open for emergent strategies and be prepared to make adjustments and respond creatively to unexpected events.


Summary


While you may consider strategic planning a daunting task, it needn’t be so. The time invested up front will pay dividends later when you realize that you are spending less time in crisis-management mode and more time building on the successes achieved by an engaged and high-performing team. Food and nutrition leaders who have never done strategic planning may want to begin with a simple version of the process to get their feet wet; as you build experience with the concept, you can advance to a more sophisticated planning process.


CHAPTER 8: Strategic Planning 165


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