Purpose & Strategic Importance
Strategic planning requires both time and resources. Being clear about these from the start helps design a process that is achievable and avoids delays or unrealistic expectations.
Activities & Decisions
Key considerations
- Approval timeline – When will the strategy need to be formally approved (e.g. at a General Assembly)? Work backwards from this to structure the process.
- Budget availability – What financial resources are available to support activities such as branch consultations, research, board retreats, or facilitation?
- Staff time – How much time can those coordinating the process realistically dedicate, and how will their other tasks be covered?
Typical duration
- Medium and large National Societies: 6–12 months
- Smaller National Societies: often shorter
- Highly unstable contexts: sometimes 18–24 months, or shorter interim strategies if rapid decisions are needed
Cost drivers
Following items impacts your cost for Strategic Planning process and recommended to take in consideration when you design the process.
- Travel and accommodation for workshops and consultations
- Translation, design, and communication materials
- Consultant fees (if used)
- Staff time (coordination team, replacements for their normal duties)
Ways to reduce costs
- Use digital rather than face-to-face meetings where possible
- Integrate planning activities into existing meetings
Examples & Learning
Swedish Red Cross
“It took about 18 months from the start of the process until the strategy was approved — with some changes in wording — by the General Assembly.” — Swedish Red Cross
Central African Red Cross
“When you enter a strategic planning process, it is important to anticipate the costs it will imply. For example, we had to request financial support from the IFRC when we wanted to mobilize external support.” — Central African Red Cross
📎 See also: Shaping a Fit-for-Purpose Process and Adapting to Context and Needs
