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by Ron Knowles, FCMC & Helen Hayward, CMC
(Published by CSAE)
Strategic planning has come of age. It is now the fundamental tool and resource not-for-profit Boards use to direct and control their organizations. It also provides Chief Staff Officers with the essential means to lead and manage their associations—both large and small.
A broader acceptance of strategic planning has occurred because it is useful to Boards and staff in many ways. There is a greater familiarity with the fundamental methods, language and tools of strategic planning and, as a result, broader appreciation of its value and importance as a management tool. In the association world, almost everyone has participated in a strategic planning workshop, defined a mission, articulated a vision or selected a set of key strategic directions. Although there may be growing fatigue with some of these methodologies—e.g., writing mission statements—a good strategic plan is now a basic expectation of Boards and a valued management tool for many Executive Directors.
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until September 20, 2010 |
