Strategic Planning
Strategic Planning Toolkit by Janet Shapiro (email:
toolkits@civicus.org
)
46
POTENTIAL PROBLEMS
No strategic plan will be implemented without hitches (problems). Each organisation or project
will have its own set of problems. Below we have listed some common problems with which
you may have to deal, along with possible solutions.
Potential problem Possible solution
Resistance from your Board to major
changes
It would be best to have some Board members participating in
the strategic planning process. Failing that, you need to get
some influential Board members on your side. Before the
meeting at which you present the plan, go and see those most
likely to support the changes. Explain the changes and why they
were considered necessary. Present a plan to deal with
possible problems. Then, at the Board meeting, present the
proposed changes, the thinking behind them, and the plans to
address problems. Ask for Board input and support.
Resistance from donors to major changes If you have a few major donors, you need to make appointments
with them to explain the proposed changes. Have a clear
presentation that shows why the changes are considered
necessary, how they will be implemented, and how problems will
be addressed. Focus on the strategic importance of the
changes in terms of increasing impact on the problems the
project or organisation is addressing. Make sure you have
thought through the financial implications, what these are likely
to mean, and how you will deal with them. For smaller donors,
prepare a briefing document that can go out, explaining the
changes. Another option is to organise a one-off presentation
for all your donors.
Resistance from staff to changes Follow the suggestions in change management. Be prepared to
deal with conflict in an empathetic (understanding), but firm and
assertive way.
Resistance from beneficiaries to changes If the changes impact on beneficiaries, you need to explain them
to the beneficiaries up-front, and give them support to cushion
any negative impacts.
The need to make some staff redundant If the strategic planning process leads to a major re-orientation
of the work, or to a rationalisation of the organisation, then it may
be necessary to make some staff members redundant. In
addition to ensuring that you follow the labour legislation of your
country, you should also do everything you can to help
redundant staff find alternative employment, get retraining, and,
if they would like it, to get counselling.
The need to raise additional funds It may well be that your strategic planning process means the
need to expand what the organisation is doing. This may involve
you in fundraising, developing a financing strategy (there are
special toolkits for both of these areas), rationalising other areas
of work, or negotiating with existing donors (see earlier).
Provided your expectations are reasonable, and you plan ahead
of time, this problem should not be insurmountable. Remember,
having a good track record will stand you in good stead in such
instances.
The need for different/additional expertise This may mean employing new people or training existing staff
or volunteers. You need to decide which is most appropriate.
Do not think that you can train existing staff or volunteers to do
anything and everything. Sometimes specific expertise and
experience is needed. However, where staff and volunteers are
interested, every effort should be made to involve them in new
areas of work.