22 Examples: • “Compile a list of veterans’ services available on campus and make it available in print and online by October 15.” • “Create and submit a student veterans orientation slide deck for approval by Student Affairs before Winter Break.” • “Have at least 12 people at each Chapter Community Service event this semester.” Failing to meet an objective does not mean that a Chapter has failed. It only means that the Chapter should re-evaluate its objectives and alter one of the SMART elements of the strategic objective. Strategies Strategies are the definitive, item-by-item to-do list for accomplishing an objective. They specifically describe what the Chapter will do with at least one strategy supporting each objective. Thus, strategies have a direct connection to the objective. Example: if the objective is to “add 15 new email addresses to the contact list by the end of September,” the following strategies might be used: • “Put an email sign-up sheet in the Veterans Resource Center.” • “Ask the SCO to send a blast email to all new student veterans with the Chapter sign-up link.” • “Table in the dining hall with a sign up and snacks on Thursday lunches in September.” Strategic Review As the Chapter continues serving student veterans on campus over time, conditions in these communities and at the Chapter are bound to shift and change. The work itself will be responsible for some of these effects, as will external circumstances beyond the Chapter’s control. Capacity building is important because it leaves the Chapter with an improved structure and tools that make Chapter Leaders capable of maintaining positive impact even when the details of the strategic plan must change. While no one can predict all possible changes as the strategic plan is created, steps can be taken throughout the strategic planning process to help ensure that the plan will be flexible enough to handle unexpected shifts. These steps include: Developing a theory of change. Especially in the earliest stages of the Chapter’s strategic planning process, envisioning and discussing a theory of change—beginning with mission-based goals and working backward to identify potential paths toward reaching them—is an effective approach to the process. It helps ensure that everyone involved in the planning process has a clear understanding of the overarching goals, even if the paths must change. Communicating regularly with everyone involved. Nonprofit strategic planning is a team effort, as is realizing the objectives and goals outlined in the plan. Effective communication among all the various participants and components of the Chapter is essential to keeping the plan updated as circumstances change. Revise the plan as needed. The need for revisions does not mean that the original strategic plan was flawed or lacking—it simply indicates aspects of the organization, or of the student veterans, families, or allies being served have changed over time and their needs can be best met in new ways. Plan for leadership turnover. Chapter Leaders generally only lead for one term, or one academic year, and each incoming Chapter Leader has their own vision for where they want to see the Chapter at the end of their term. The purpose of the Chapter will generally remain the same through these turnovers, but goals and objectives should be revisited and revised as the talent in Chapter Leadership changes.
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