Every strategic plan is different, reflecting the culture and values of an organization, the population and type of community it serves, the economic conditions, and most importantly, the kind of outcomes it seeks.  While each organization is unique, there are best practices that inform the process. The Board leadership (reflective of the community) should drive a strategic planning process. Consultants to the planning process, serve as trusted guides, facilitators of discussions, and designated contrarians raising neglected questions or issues.  Consultants must also ensure progress is made, and the many decisions reached as part of the planning process are accurately recorded.  When done well, a strategic planning process is a deep learning experience for the board and staff, elevating concepts central to the organization’s identity and role. A strategic planning process typically takes 6-9 months, and includes defining key challenges and opportunities, assessing internal conditions and the external environment in which it operates.  Early in the process, we focus on calibrating the mission, vision and values.  Using data from internal assessments, field trends, peer benchmarks and stakeholder interviews.  A report is shared with the committee and used to clarify strategic goals.   Each goal is then operationalized to advance the organization’s mission over the next three to 5 years.  This is typically done through iterative sessions with a few weeks between for reflection and resting, thus avoiding “planning fatigue”.