ocess may be doomed before it begins.(2) The question of whether or not to develop a strategic plan may be based on answers to the following questions: What purpose will the strategic plan serve? How will it help the organization? Will it be better than the system we use now? Are those in leadership positions committed to strategic planning? How much will it cost in terms of time and personnel effort? Who should be on the planning team? Does anyone have experience with strategic planning? Do we think we can do it? If the answers to these questions support the development of a strategic plan, then the process can be initiated. Strategic planning can be accomplished in as little as four to six two-hour planning sessions. (4)It is important to stay focused on the critical issues. The planning design frequently calls for a small team to direct efforts and develop the written document, but input should come from the entire organization so that each member has a stake in the process and outcome. Team members should work well together, be committed to the process, and be respected by their peers. Whoever leads the planning team should understand planning well enough to help others through the process. If this is a first-time experience for everyone involved, out side expertise may be useful to provide an initial orientation or a jump-start. With this in mind, a planning team can work through the steps of the planning process, adapting and adjusting the procedure to fit the organization and its members. Implementing of Strategies.Implementation shifts the organizations focus from developing the strategic plan to acting upon it. This occurs not only at the organizational level but within each program or unit of the school or organization. The degree to which the plan was developed through honest self-examination, environmental scanning, and stake holder involvement can determine the ease- or difficulty- the organization will experience in movin...
