Nonprofit Strategic Planning Success

One of the most important jobs of a nonprofit board is to craft a strategic plan that keeps the organization focused and on track toward mission accomplishment.

A thoughtful strategic plan can be transformational for an organization. When properly planned and executed, few activities can help unite team members toward shared priorities more than a strategic plan.

Here are seven considerations for planning success:

1. COMMIT TO THE PROCESS

Quite simply, it takes time and resources to develop an effective strategic plan. If the board and senior leadership are not willing to take a hands-on approach and are not willing to allocate necessary resources to the process, it will not work. From the initial planning stage to the board retreat and writing of the plan, the process requires an investment. Make sure your entire team is ready and fully committed to the process.

2. USE AN INTEGRATED APPROACH

Strategic plans are successful when they are developed with the entire operation in mind.

An effective plan ties into and directly supports other aspects of the organization such as programming, human resources, finances, and marketing. Each component leads to the fulfillment of stated goals and outcomes within the strategic plan.

3. LET EVIDENCE GUIDE YOU

In the early stages of the planning process, compile a packet of facts and figures that relate to your organization’s focus area. Your work is too important to be based on anything but credible evidence. Every decision made about programs and services should be based on trustworthy sources, not on anecdotal information or hearsay. Your data packet might include stats on poverty rates, demographic changes, crime reports, health reports, and your program metrics. The packet should be read by all planning participants and used in decision making.

4. SEEK MULTIPLE PERSPECTIVES

Organizations can become myopic, losing the ability to view their work from a broader perspective. To avoid this short-sightedness, make your planning process inclusive. Involve representatives who have a stake in your program’s success. School representatives, law enforcement, and business leaders. Even other nonprofits. All have a vested interest in your success and can bring a balanced perspective to your work. Additionally, when other stakeholders have a say in developing your path forward, they are much more likely to have buy-in and offer support once it’s being implemented.

5. BUILD FROM THE BOTTOM

The foundation of your organization is built on 1) a clear and focused mission statement that explains what you do, 2) belief statements that describe the values on which you operate, and 3) an aspirational vision statement that provides a concise and vivid image of the world you are trying to create.

These essential elements should be developed (or refined) in the earliest stage of the process. All other components of the plan are driven by these and come later. Every strategy and activity should be built upon and ultimately lead to mission and vision accomplishment.

Although strong mission and vision statements don’t change often, they should be revisited periodically. Changes in demographics, the economy, and other areas can cause your statements to become obsolete and ineffective.

6. SHARE RESPONSIBILITY

There is a tendency, especially in smaller organizations, to assign all of the plan’s tasks to the executive director (possibly the only paid employee).

Avoid doing this. Assigning dozens of new tasks to an already-overloaded person is a sure-fire path to failure.

A well-balanced plan spreads responsibilities evenly, not overloading any one person. Board members must work alongside staff and have an active role in carrying out the plan.

7. EXECUTE WITH OPENNESS

The success of your plan requires accountability and honesty.

Avoid the “dusty shelf” syndrome by revisiting the plan’s state goals and outcomes at each board meeting. Hold one another accountable for progress. Are you reaching your benchmark indicators of success? Are adjustments needed?

Nonprofits are accountable to a variety of audiences. First and foremost, they are accountable to the community and individuals who rely on the organizations’ important programs and services to help make life better. Second, they are accountable to their donors, fulfilling a promise to make good use of precious resources. And third, they are accountable to each other. Staff and board must hold one another responsible to do the work with integrity and excellence. 

In a world of ever-increasing demands for services and limited resources, you cannot afford to get off track or to lack focus. When done with excellence and intention, a strategic plan could help invigorate and unite your organization toward mission success.