Typical components of a plan include:

Often planning documents will include specific sections addressing particular organizational concerns, such as programming, audience development, financial development, organizational infrastructure, board governance or facility.

The language of planning

Key in a planning effort is to ensure that everyone is speaking the same language. Without it, confusion can easily occur.

The following are commonly used planning terms and definitions.

Vision
A description of the reality you expect to create.  What will success look like?  If a strategic plan is the “blueprint” for an organization’s work – the vision is the “artist’s rendering” of the achievement of that plan.

Mission
Answers the question – why do we exist?  What you are here to do, and what is your unique approach to the business you are in?  This statement is key to the organization, as everything that it does should flow from your mission.

Values
Answers the question – what do we believe?  What are the abstract qualities that you prize?

Goals
Answers the question – what do we want to see happen?  This is a desired result or condition that is generally intermediate and consistent with the overall mission.  Some describe goals as critical competencies the organization must have to achieve its vision, values, and mission.

Measurable Objectives
Specific, measurable, time-bound, and achievable short-term results that are consistent with a goal.  Indicates when a goal is achieved.

Strategies
The ways your organization will accomplish its goals. 

Action Steps or Tactics
Specific steps to be taken to implement the strategies.  Each action step will be assigned to an individual who is responsible and will carry a start date and a completion date.

Find additional information on planning in the Planning Toolkit on the National Endowment for the Arts website,  and the Alliance for Nonprofit Management website.