In "The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening NonProfit Organizations" (1997), Fisher Howe provides a short, practical guide to strategic planning for members of the board of a nonprofit organization. He maintains that strategic planning is inherently a function of the board, not management and staff, and requires a systematic approach. In this book, he describes his recommended process and provides examples from boards on which he has served. (Read more ... )
Howe makes several main points:
1. Strategic planning's main purpose is not to produce a report, but to stimulate strategic thinking.
2. The board, not management, must own the process and outcomes.
3. The board must take responsibility for planning, even if it delegates functions.
4. Support for planning may fall to the staff, but it must not dominate the discussion.
5. A steering committee will be valuable to prepare for the work of the actual planning team.
6. Marshalling views of constituents is useful but should not overwhelm the planning process or team.
7. Effective planning requires special meetings, preferably off-site.
8. Outside consultants or facilitators can make a big difference.
9. The team must limit itself to a limited number (3 to 7) issues, and focus first on ends, then on means to achieve those ends.
10. A planning team's report should set out the organization's mission, vision, purpose and priorities, as modified or affirmed by the planning process.
11. The more formal and comprehensive strategic plan should be based on the planning report and be presented for board approval.
12. Staff should prepare operational plans, with the details of the programs to implement the strategic plan.
Mr. Howe is a professional consultant to non-profit organizations, has served as a trustee to many, and is the author of several books on board service and fund raising.
Source: "The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening NonProfit Organizations" (1997),
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