At the end of the three-year period, almost 50% of the projects in the Association’s multi-annual plan were either not started or not finished on time. Prioritization, taking the available capacity into account, just did not work.
In their strategic cycle, Antonie Reichling helped the member’s council and the board to complement each other in the specification of strategic needs and to find each other in their prioritization. He then coached the Association’s office staff in their programme- and project management.
The number of projects for the next cycle was brought to a manageable level with the full support of all concerned. Communication between stakeholders was greatly enhanced and reporting including feed-forward was acted upon effectively.
