Strategic planning that survives contact with the work
Alvestris Group works with businesses, nonprofits and public bodies across the Rio Grande Valley. Every engagement is built on the same constraint: an organization has finite management capacity, and a plan that ignores that is a document rather than a strategy.
Strategic Planning
A multi-year plan built around what the organization can actually execute, delivered with a stop list naming the activities that will end to make room for the new ones.
- Stop list agreed before sign-off
- Capacity modelled in real hours
- Named owner per initiative
- Sequenced across years, not listed
Capacity Assessment
How much genuine change capacity the organization holds, measured in management hours rather than assumed. Most leadership teams overestimate this by a factor of two or three.
- Management hours mapped
- Existing commitments counted
- Realistic change ceiling
- Delivered as standalone work
Operating Plan Design
Turning an agreed strategy into the quarterly commitments, owners and decision points that make it executable, rather than leaving it as a set of aspirations in a board pack.
- Quarterly milestones
- Decision rights clarified
- Reporting rhythm agreed
- Escalation routes defined
Board and Governance Support
Facilitation for boards, particularly where the planning conversation has become circular or where the board and the executive are working from different assumptions.
- Independent facilitation
- Assumptions surfaced in writing
- Disagreements recorded, not smoothed
- Findings given to the whole board
Nonprofit and Public Sector Planning
Planning under funder constraints, grant cycles and public reporting obligations, where the stop list is hardest and most necessary because programmes rarely end on their own.
- Grant cycle sequencing
- Programme sunset planning
- Funder reporting alignment
- Board-ready documentation
Plan Review
An independent read of a strategy you already hold. We are looking for the capacity gap and the missing stop list, which is where most plans quietly fail.
- Fixed fee, no obligation
- Capacity gap quantified
- Unstated dependencies named
- Written summary you keep
Find out what your plan is actually asking of people
A first conversation is without charge. It sometimes establishes that you do not need a new plan, you need permission to stop executing the old one.
Arrange a conversation