[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-354878-105":53,"doc-detail-354878-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","strategic-plan-development-and-assessment-checklist","Strategic Plan Development and Assessment Checklist","","Comprehensive checklist guidance for evaluating an organisation’s Strategic Plan, including whether a medium-to-long term plan exists and whether its timeframe fits the operating environment, typically 3–5 years. Covers evidence that stakeholders have appropriate input, including face-to-face consultation, circulation of drafts for feedback, board/committee role in high-level strategy, and CEO oversight. Includes additional “Sustainable” expectations, examples of good practice, and further reference resources.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":36,"@type":70,"position":76},"https://docshare.wps.com/template/forms/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/strategic-plan-development-and-assessment-checklist/354878/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/strategic-plan-development-and-assessment-checklist/354878.png","ImageObject",442,249,{"name":88,"@type":89},"Rizky","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-22","2026-09-22",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",7,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What does a Strategic Plan refer to and what status should it have?","Question",{"text":109,"@type":110},"A Strategic Plan is a medium/long term, organisation-wide plan used to guide the organisation toward achieving its vision. Evidence should show it is in place; if not, an explanation is expected.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"How should key stakeholders be involved in developing the Strategic Plan?",{"text":114,"@type":110},"Key stakeholders should be identified and proactively sought through face-to-face opportunities where possible. Draft plans should be circulated for feedback, staff and stakeholders involved at appropriate stages, and the board should approve and sign off the final plan.",{"name":116,"@type":107,"acceptedAnswer":117},"How can an organisation identify its strategic challenges and opportunities?",{"text":118,"@type":110},"The process should determine what enables or prevents the organisation from achieving its purpose and fulfilling its vision. Key challenges and opportunities should be identified through a robust approach, with SWOT analysis distilled into a manageable number of critical items.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},354878,1791351963,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":35,"category_name":36,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":25,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":47},962085564807,"https://ap-avatar.wpscdn.com/davatar_6f874abed73319feea01a86fa6f0fab8","QUESTION: Do you have a Strategic Plan and what is its status?  \n» A Strategic Plan refers to a medium/long term plan that is used organisation-wide to guide the organisation towards achieving its vision.  \nExpectations:  \n\n| 1. Evidence of a Strategic Plan in place that provides medium/long term guidance.(If not, why?) .\u003Cbr>2. The plan timeframe is appropriate for the organisation and operating environment (e.g. 3–5 years) .\u003Cbr>3. The strategic plan may be provided or directed by your national organisation (as relevant)\u003Cbr>4. The strategic plan is available to members and stakeholders.\u003Cbr>Detailed Expectations for ‘Sustainable’Organisations: |\n| --- |\n| 1. Evidence of a Strategic Plan in place that provides medium term guidance. If not, why? (May be in development) .\u003Cbr>2. The plan timeframe is appropriate for the organisation and operating environment (e.g. 3–5 years) .\u003Cbr>3. The strategic plan may be provided or directed by your national organisation (as relevant) . In some case the overriding plan of a governing organisation is used to dictate or guide regional organisations in their medium term direction with regions focusing on annual planning. Regions may choose the most applicable parts of the national strategy to guide them in annual/operational planning, in which case they may not have a separate strategic plan.\u003Cbr>4. The strategic plan is available to members and stakeholders (as relevant) . It may be on the organisation’s website or held by Board members and/or staff or at the organisation’s offices as a reference for members.\u003Cbr>Examples of Good Practice |\n| Examples provided by facilitators when they score an organisation ‘High Performing’ or‘World Class’. Examples are noted against the relevant Expectation number.\u003Cbr>1. Example |\n| Further Reference\u003Cbr>Price Waterhouse Coopers – Strategic planning, why do we plan? SPARC – Strategic and business planning resource\u003Cbr>SPARC – Planning templates\u003Cbr>SPARC – Seminar Programme (Strategic planning, development and delivery) Tasman RST SportAssist Resource – Strategic Planning\u003Cbr>SPARC – Club planning (ClubKit) SPARC – Club Strategic Plan template BisVision – Strategy Planning Toolkit |\n\nID Number: 426 Ref: B1 .1-1  \nQUESTION: How do you make sure key stakeholders have appropriate input into the development of your Strategic Plan?  \nExpectations:  \n\n| 1. Key stakeholders identified with face-to-face input into planning proactively sought.\u003Cbr>2. Stakeholders understand that they are contributing to, rather than dictating, the plan.\u003Cbr>3. Draft plan is circulated to key stakeholders for feedback.\u003Cbr>4. Board/committee contributes and determines the ‘high level strategy’.\u003Cbr>5. CEO manages the overall process.\u003Cbr>6. Staff and key stakeholders are involved at appropriate stages.\u003Cbr>7. Board approve and sign-off final plan.\u003Cbr>Detailed Expectations for ‘Sustainable’Organisations: |\n| --- |\n| 1. Key stakeholders are identified and their input into the development of the Strategic Plan is proactively sought through face to face opportunities such as meetings, forums, workshops (where possible) and/or other communication.\u003Cbr>2. Stakeholders understand that they are contributing to, rather than dictating the plan. Equally stakeholders should not be having the plan dictated to them (making the consultation with them pointless) .\u003Cbr>3. Draft plan is circulated to key stakeholders for feedback.\u003Cbr>4. Board/committee contributes to the development and determines the ‘high level strategy’(purpose, strategic direction/vision, strategic goals) .\u003Cbr>5. CEO manages the overall process. In a larger organisation the detailed management and actual planning steps may be handled by administrative staff (or external consultants), but the holistic overview and management sits with the CEO.\u003Cbr>6. Staff and key stakeholders are involved at appropriate stages. This is typically in groups, but stakeholder feedback may be captured individually. The premise “the whole is greater than the sum of the pa","cbCait0ceTIgVzM9","https://ap.wps.com/l/cbCait0ceTIgVzM9","pdf",106955,"English","# Strategic Plan presence and status\n## Stakeholder input into strategic plan development\n## Strategic challenges and opportunities","[{\"question\":\"What does a Strategic Plan refer to and what status should it have?\",\"answer\":\"A Strategic Plan is a medium/long term, organisation-wide plan used to guide the organisation toward achieving its vision. Evidence should show it is in place; if not, an explanation is expected.\"},{\"question\":\"How should key stakeholders be involved in developing the Strategic Plan?\",\"answer\":\"Key stakeholders should be identified and proactively sought through face-to-face opportunities where possible. Draft plans should be circulated for feedback, staff and stakeholders involved at appropriate stages, and the board should approve and sign off the final plan.\"},{\"question\":\"How can an organisation identify its strategic challenges and opportunities?\",\"answer\":\"The process should determine what enables or prevents the organisation from achieving its purpose and fulfilling its vision. Key challenges and opportunities should be identified through a robust approach, with SWOT analysis distilled into a manageable number of critical items.\"}]","Strategic Plan Development and Assessment Checklist | PDF",1790114570]