Introduction
When any entity hires a Strategic Planning Facilitator, it makes certain assumptions.
These assumptions can help or hinder the acheivement of the board’s desired outcome. Thererfore, it is essential to consider what the board believes and weight these beliefs against the potential realities the board may face.
Assumptions
These include 
- this person has their best interest at heart
- the facilitator has studied strategic planning and is versed at various methods of planning
- the strategic planning facilitator will leave her biases at the door
- the plan will be the entity’s plan which means it is realistic, is achievable, and moves the entity closer to its vision and mission
- the process will be efficient and effective, and
- the entity will be able to complete its own follow up with minimal support.
Warning Signs
Warning signs which will quickly provide evidence that the strategic planning facilitator cannot live up to your expectations include the following:
- this person speaks as if she knows more about your entity than you do
- the facilitator participated in strategic planning processes but has no formal understanding of strategic planning and cannot answer your questions
- the strategic planning facilitator creates processes which will take months to complete and they are at a cost which is beyond the entity’s budget (time and money)
- the plan is becoming a wish list and does not reflect the human resources or financial capacity of the entity
- the process keeps changing, and
- the entity is becoming dependent on the strategic planning facilitator.
Final Comment
It is often necessary to hire a facilitator when the board chair deems he wants to remain neutral and participate in the process or when specific facilitiation skills are required to ensure the board is able to acheive its desired outcome from the process.
The Key is to watch the warning signs and protect the best interest of your organization.
