Any organization – public or private; for-profit or not-for-profit
– that lacks a clear understanding of where it wants to go and why, and what mileposts to measure, is doomed to mediocrity
Bill Fink has played a key role in developing and managing the strategic planning and organizational performance
management program for the U. S. National Park Service since 1997. His model for strategic planning is equally applicable
to the public sector, as well as the for-profit and not-for-profit private sector. Effective strategic planning is not an
activity to be completed in only one or two evening sessions; it requires a significant investment in time and energy by the
key people of an organization. Generally, the process will require 25 to 50 hours of meeting time, depending on the amount
of “homework” key people are willing to accomplish. Occasional follow-up and progress review meetings are then strongly encouraged.