A Strategic Plan is the main output of a National Society’s strategic planning process. It defines a shared medium- to long-term vision and direction, identifies the priorities the National Society will focus on, and guides organisational development, humanitarian work, operational planning, resource mobilisation, partnerships, and decision-making. It should help leadership, staff, volunteers, branches, members, and partners understand where the National Society is going, what it will focus on, and how its efforts should align over the planning period.
A strong strategic plan is not simply a document. It is the result of a participatory process of shared strategic thinking that brings people together, strengthens cohesion, and creates alignment between long-term goals and practical action. It should be ambitious enough to inspire, but realistic enough to guide choices about programmes, organisational strengthening, resources, and partnerships.
A National Society strategic plan usually includes:
- a high-level vision for where the National Society wants to be by the end of the strategic planning period;
- a focused set of strategic goals;
- clear priorities that are critical to achieving each goal;
- measurable priority statements that make it possible to track progress;
- the main activities or changes that are essential to achieving the priorities;
- links to operational planning, budgets, monitoring, learning, and adaptation.
The strategic plan should remain high-level and focused. It should not try to include every activity the National Society will carry out. Annual operational plans and budgets translate the strategic priorities into detailed activities, indicators, responsibilities, and resources.
