In strategic planning it is critical to formally consider how your organization will accomplish its goals. The answer to this question is a strategy. There are a variety of formal definitions for strategies, but everyone fundamentally agrees that a strategy is the answer to the question, "How?" “How do we achieve our goals and our objectives?”

Strategy development follows the creation and affirmation of the organization's purpose statement, environmental and program data collection and analysis, and identification of critical issues. It is critical that strategy development follow these steps because the information gathered and decisions made in these phases are the foundation for strategy creation and selection.

The purpose statement, the statement of the organization's ultimate goal, provides the direction to which the strategies should ultimately lead. 

External market data and program evaluation results provide critical data to support strategy development. Without this information and insight, the organization's strategies will not be in alignment with or effective in the marketplace. 

The critical issues list serves as the specific focus and framework for the activities of the organization and the pattern of these activities (developing and selecting the strategies). 
Strategy formulation is a combination of rational, scientific examinations and educated, intuitive best guesses. 

The process entails examining the organization's critical issues; determining how the organization's strengths and skills can be employed to address the critical issues; analyzing opportunities and strengths and looking for ways to synthesize the two; and exploring and choosing the best approaches for the organization. 

During this evaluation ask these key questions: Does the strategy meet/address critical issues? Is this aligned with our mission? Is this approach financially viable?

The Draft and Review Process

First of all, who actually writes the strategic plan? Remember that writing is done most efficiently by one or two individuals, not by a whole group - the writer simply crafts the presentation of the group's ideas. What matters is that it accurately documents the decisions made, that it represents a shared vision, and that it has the support of those responsible for carrying it out. That is why the process of review and approval is the most important consideration in this step - much more so than who does the writing.

Standard Format for a Strategic Plan

A strategic plan is a simply a document that summarizes, in about ten pages of written text, why an organization exists, what it is trying to accomplish, and how it will go about doing so. Its "audience" is anyone who wants to know the organization's most important ideas, issues, and priorities: board members, staff, volunteers, clients, funders, peers at other organizations, the press, and the public. It is a document that should offer edification and guidance - so, the more concise and ordered the document, the greater the likelihood that it will be useful, that it will be used, and that it will be helpful in guiding the operations of the organization. 

These are the sections commonly included in a strategic plan: 

I. Introduction by the Appropriate and Recognized Leader of the Organization or Group 

II. Executive Summary 

In one to two pages, this section should summarize the strategic plan: it should reference the mission and vision; highlight the long-range goals (what the organization is seeking to accomplish). From this summary, readers should understand what is most important about the organization.

III. Mission and Vision Statements 

These statements can stand alone without any introductory text, because essentially they introduce and define themselves. 

IV. Organization Profile and History 

In one or two pages, the reader should learn the story of the organization (key events, triumphs, and changes over time) so that he or she can understand its historical context (just as the planning committee needed to at the beginning of the planning process). 

V. Critical Issues and Strategies 

Sometimes organizations omit this section, choosing instead to "cut to the chase" and simply present goals and objectives. However, the advantage of including this section is that it makes explicit the strategic thinking behind the plan. Board and staff leaders may refer to this document to check their assumptions, and external readers will better understand the organization's point of view. The section may be presented as a brief outline of ideas or as a narrative that covers several pages. 

VI. Program Goals and Objectives 

In many ways the program goals and objectives are the heart of the strategic plan. Mission and vision answer the big questions about why the organization exists and how it seeks to benefit society, but the goals and objectives are the plan of action - what the organization intends to "do" over the next few years. As such, this section should serve as a useful guide for operational planning and a reference for evaluation. 

VII. Management Goals and Objectives 

In this section the management functions are separated from the program functions to emphasize the distinction between service goals and organization development goals. This gives the reader a clearer understanding both of the difference and the relationship between the two sets of objectives, and enhances the "guiding" function of the plan.