• feedback – from staff, participants/beneficiaries and donors
• operating environment
• historical trends
• competitors

Many still take a superficial focus weighing up what did we do last time with what do we want to keep on doing. Some studies have suggested that X% of non profits do not use any SWAT and only X% used complex processes to inform planning. It would seem there is still considerable growth for most organisations in developing sound strategy. ld instead be viewed as part of a complete process that starts with an analysis of the environment, centres purpose through client, supporter and staff feedback and develops implementable actions that are measured regularly.

A planning day that asks board members, leaders and ideally stakeholders to give up valuable time to create strategy is a large investment. Why then does the resultant plan fail to be actioned and measured to guide impactful fundraising, organisation growth, staff development and outcomes for beneficiaries? Some of the blame is on the way the plan was developed. By building on part of the issue is Strategy shou.by building on what happened during the last period and how we are going to do more with the next plan. While building on past performance is a positive, this approach does not challenge thinking, is rarely guided by purpose, fails to understand the current operating environment and usually ends up sitting on a shelf failing to influence business plans. The other key issues are complexity and ongoing time commitment.

An overly complex strategy filled with jargon and lofty goals is difficult to “sell” into those who have to implement the actions