The Birth of a Strategic Plan: A Nine-Month Journey

In any organization, whether a small business or a significant regulatory body, the ability to adapt to change and plan for the future is essential.  As a leader, you understand that a compelling strategic plan is more than just a document—it’s a dynamic roadmap.  I’m eager to share my experience developing the College of Alberta Dental Assistants (CADA) Strategic Plan 2025-2030 and the invaluable lessons I’ve learned from this nine-month journey.

Lesson 1: Go Beyond the Boardroom.  A strategic plan that truly resonates is shaped by the people it will serve.  We began this project with a core principle: build a foundation of truth that didn’t just meet in a boardroom; we actively sought out every voice.  We engaged with hundreds of registrants, staff, educators, and partner organizations through surveys, interviews, and focus groups.  This extensive stakeholder engagement was not just a step—it was the cornerstone of the entire process, ensuring the final plan was relevant and embraced by the community.

Lesson 2: Make Strategy Engaging.  Creating a shared vision can be challenging.  We transformed our strategic planning retreat into an interactive, gamified experience . his approach turned a typically formal process into a dynamic and collaborative one.  It allowed us to convert a mountain of feedback into a clear, shared vision and four core strategic pillars.

1. Defining Our Role: Clarifying our purpose and value.
2. Elevating the Team: Championing the growth and excellence of our people.
3. Building Trust: Establishing and Maintaining Lasting Relationships with Stakeholders.
4. Optimizing the Organization: Ensuring we operate efficiently and effectively.

Lesson 3: The Roadmap is a Call to Action.  The culmination of our effort is a comprehensive 5-Year Action Plan.  It’s a clear roadmap with measurable results, turning our shared vision into actionable steps.  It’s proof that with a collaborative and inclusive approach, any organization can craft a plan that is not only strategic but also deeply rooted in the community it serves.

I’m very proud of what we achieved with CADA, and I believe these principles can assist any leader in guiding their organization towards a stronger, more trusted future.