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Strategic Fund Development: Building Profitable Relationships That Last, Third Edition by Simone P. Joyaux

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Keeping the Plan Alive

You’ve finished the planning process. Your organization has its plan.

Let’s assume your planning process was effective. Your constituents participated actively and they own the resulting plan. Your organization is more cohesive than it has ever been, sharing a vision and excitement for the future.

Now you must implement the plan, keeping the vision alive and moving forward. This may be the hardest process you face. For many organizations the strategic plan generates significant change. In this situation, the organization must focus on the transition and change process. Don’t just assume change will happen. Look back at Chapter 3, the sections on well-managed change and adaptive capacity.

Bring together organization leadership to discuss transition and change. In the context of the vision and strategic plan, outline what has to be done. Consider the barriers to change. Consider the resources that can overcome the barriers. Remember: You will not achieve your vision of the future if you end the process with the strategic plan. Your plan now serves as the starting point for the next process, that of transition and change. Plan this next process well, execute with care, and you will realize your vision.

As you implement your plan, focus first on your CEO. Your organization’s CEO is responsible for ensuring institutional health, which includes achieving the organization’s vision. In operational terms, this means that the CEO is principally responsible for ensuring ...

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