CSAE Conference: Lessons in the Need for Strategic Plans

For those not already aware, I'm here in Toronto this week attending the Canadian Society of Association Executives (CSAE) annual convention. While there are a number of subjects we have already covered and undoubtedly more will come, one topic in particular stands out:

"Why do good association executives get fired?"

Presented by Jack Shand (Leaderquest Inc.), there are a number of factors that point to indicators of why matters can go awry. More often than not, association executives themselves are not to blame. They are the victim of poor strategic plans or the lack thereof of any strategic planning itself. When non-profits exist in a vacuum of a clear idea of where it is that they are going, boards and volunteers (not to mention staff) can be left in a guessing situation of what can be expected as measures of success. When this occurs, association executives can soon find themselves in an environment where no matter what they do, their efforts and hard work can be quickly placed in doubt. While the ramifications of this may seem evident for senior association and non-profit staff, I cannot help avoid thinking that from an effective communications or even government relations perspective for NPOs, there are important lessons to be learned as well. PR and lobbying efforts in an association environment will only be as effective as the planning processes that exist behind them.

Strategic planning is needed on two levels. First, a non-profit itself needs an overall strategic plan that sets a clear mission and direction. It cannot be a vague document nor can it set out a laundry list of "to-do's". If an organization's overall strategic plan is unclear, it cannot be expected of a communications professional or lobbyist to reach clear goals. After all, as communicators and government relations professionals, we set in place initiatives with the objective to back up an organization's strategic plans. In the same tune, communications and government relations initiatives need to have their own planning processes. If we fail to plan, we plan to fail!

So, what are your thoughts? Do you think association and non-profit organizations given enough attention to strategic planning? What about in general terms towards the need for communications and advocacy planning? I argue that more than ever, NPOs need to pay more attention to the value of planning of course for the strategic direction of their organization - but they also need to pay attention to the value of strategically planning their advocacy to government and their communications. Without such clear objectives laid out, too often we see the professionals that act in this sphere fall victim to the whims of boards of directors who may not have the insight of all of the ins and outs or successes that have occurred.
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Mark Buzan is Principal of Action Strategies, a GR Consultancy for non-profits. If you have questions on how you feel your organization could benefit from legislative monitoring services or even undertaking a grassroots advocacy initiative. Subscribe now to his Lobbying tips newsletter at www.actionstrategies.ca