What follows is a real-life implementation process carried out by an association in the Midwest. Kudos to the board and professional staff for taking the new plan seriously. This thoughtful approach will keep future board meetings and committees on track while communicating value to members and prospects.

Let’s consider that this planning session was conducted in January. A process for successful implementation began immediately upon adjournment.

Here’s what occurred with an astute executive director within 90 days of the planning retreat.

Staff Meeting

Immediately following the board’s planning retreat, meet with staff to allay any fears they have about the board’s priorities and to discuss performance measures set for the upcoming year of the plan. At future staff meetings, keep the plan on the agenda to gauge progress and needs.

Board Approval

The new plan should be officially adopted as a motion by the board of directors reflected in the meeting minutes soon after conclusion of the retreat.

President’s Message

Encourage the chief elected officer to make use of his or her president’s message by informing the membership of the board’s priorities and results of the retreat. Reference it often in messages.

Social Media

Utilize the power of the organization’s social media channels to promote the plan to all key stakeholders. Use social media to celebrate the success of the plan on a regular basis.

Board Agenda

Add a strategic plan update on every agenda. Allocate time to update the board on progress. Include the mission statement right on the meeting agenda; it should frame every conversation.

Visible

Whether displayed in the board’s conference room or on a pop-up traveling banner, print the mission and goals on a poster for directors to reference during meetings.

As an added touch, have each director sign the banner as a reminder of their commitment to driving forward the strategic plan. Remember, “Out of sight, out of mind” applies to strategic plans.

Champions

During the planning process, ask for volunteers to serve as goal champions (up to two per goal). They will be important in supporting the plan champion, who is usually the successive president-elect, and ensuring each goal has importance placed on it and is driving forward at a high level.

Goal champions are typically board members that have an interest in a specific goal. They do not replace the committees, task forces, and staff executing the plan but only serve to monitor and report on progress.

If any part of the plan is lagging, these individuals will be the first line of defense to identify issues and engage the board on solutions.

Collaboration

There are allies to the association that will want to know about the plans and priorities set by the board. Share parts of the plan with public and private sector allies.

Annual Orientation

Make the plan a part of the board’s annual orientation. New directors should be familiarized with the plan and its progress. They share responsibility for advancing the plan.

Committees and Task Forces

Convene committees and task forces to acquaint them with the new plan. Ask them to align their efforts and resources with the goals and strategies. Be sure they keep the strategic plan in mind whenever they meet.

Any goal in the strategic plan without an associated volunteer workforce may have trouble advancing. Reduce unnecessary committees; use short-term task forces for opportunities to engage members.

Communicate

Whether it be chapters or members, they should have an interest in the direction developed at the board retreat. Transform the plan into a brochure, PDF, PowerPoint, etc. to get the message out. Be sure parts of the plan are accessible on the website.

Dashboards

The plan has better traction when the board and staff have identified metrics. Report on progress of the plan using associated metrics with the goals and strategies. Identify a dozen performance measures to monitor and create a dashboard.

Publish

Highlight the board’s retreat in a newsletter article. The leadership worked hard and gave their time. Recognize them and tell the membership about the results.

A plan is not complete without a well-thought-out implementation strategy. The retreat is just the beginning and not the end.

Too many times we hear board members saying, "It’s a wrap, planning is over." An implementation schedule is not only important, it is the cornerstone. Download a comprehensive compilation of Strategic Planning Resources by clicking on this link.