Strategic Planning
“Your last plan is three years old, nobody references it, and the board is asking what comes next.”
What people usually say
Most strategic plans fail in the room where they are written. The analysis is sound, the retreat goes well, and then the document sits in a shared drive while the organization keeps doing what it was already doing.
I build plans the other way around. We start from the decisions the organization is actually facing over the next three to five years, work backward to the evidence needed to make them, and end with a plan that names owners, sequence, and the conditions that would cause you to change course.
How it works
Current state, honestly stated. Market position, financial trajectory, occupancy and mix, capital capacity, and the operating realities your team already knows but may not have said out loud in one place.
The real choices. Two to four decisions that will define the next five years, framed so that a board can weigh them. Not a list of initiatives.
Board and executive alignment. Facilitated study sessions that move a group from reading the material to making a call. I have run more than twenty of these.
A plan with a spine. Objectives, sequence, resourcing, accountable owners, and the tripwires that trigger a revisit.
What you get
A written plan, a board-ready presentation, a one-page version your team can hold in their heads, and a cadence for reviewing it. Typical engagement runs three to six months.
Who this is for
Nonprofit senior living and healthcare organizations, single-site or multi-site, where the board owns strategy and the executive team owns execution. I have done this work across a portfolio of twelve Life Plan Communities and inside individual campuses.
Is this the right fit?
The fastest way to find out is a short conversation. No deck, no discovery fee. Send a note or email eric@ericmineart.com.