Shaping the Future of Nonprofits Through Strategic Vision
Recently, I worked with a nonprofit organization. Their board of directors had recently changed, and they were interested in working through the strategic planning process.
Like many nonprofits they wanted to ensure that the organization and its activities were aligned with its mission. They also wanted to make certain that they were using their resources most effectively.
Through a one-day strategic planning process the board came together, with a shared sense of ownership. They worked together, creating common goals and metrics for measuring the impact of their goals during the next 12 months.
It was a demanding day, filled with many ideas, and, at times, differing opinions. But everyone was invested in the process and wanted the best for the organization. The process also set everyone in a unified direction, with clear, concrete next steps.
While it’s common practice for nonprofits to engage in a comprehensive strategic planning process every 3-5 years, it is important to hold an annual review or when significant internal or external change occurs.
Of course, the process will vary based on the size of the organization, the nature of the nonprofit’s work, and the specific goals and challenges the organization has. However, formally going through the process, often with an outside, unbiased mediator, can be very beneficial to keep everything on track and to avoid common pitfalls.
If your nonprofit is considering undertaking the strategic planning process, I invite you to consider a few things:
1. Your Goal: Before starting the strategic planning process have clear vision of what you want to know. You may wish to start with your mission, vision, and core values. Having clarity around these foundational areas of any nonprofit is necessary to develop a relevant plan that reflects the organization. Without a clear vision, the strategic plan can become unfocussed and ineffective.
2. Stakeholder Involvement: Consider which stakeholders should be involved in the process, and whose input will provide helpful insight into the process. Often volunteers, board members, staff members or donors may suitable stakeholders for the process, as this increases diverse voices, buy-in and support. At the same time, be thoughtful about which voices bring the most knowledge and vision to the process; these are needed to create a successful plan.
3. Organizational Capacity: Determine the organization’s ability to manage the strategic planning process or if outside support through a facilitator is required. Outside mediators can be helpful. They typically provide an unbiased perspective, encourage open communication, manage conflict, and help the teamwork through a structured process in a time-effective way. They also have the necessary expertise to create a well-developed plan.
4. Data tools: Thoughtfully consider which tools you will use to access and analyze organizational data. Surveys, focus groups, and data mining within the organization are all great places to start. However, before you start any process, be sure you know exactly what you want to know, and the best tool to use. Gathering data for the sake of gathering data is not helpful. Neither is using ineffective tools.
5. Frequent Check-Ins: The strategic planning process isn’t a one-time event. It’s an active plan that must be regularly revisited to ensure goals are on track or adjusted, when necessary. Many times, organizations participate in the process, but there is a disconnect in the execution. Regular check-ins are necessary to ensure the plan stays on track.
In reflecting on the experience with the nonprofit I recently worked with, the importance of strategic planning becomes clear. Like the steps outlined above, they too set a goal, determined the essential stakeholders, found necessary support to guide the process, and gathered relevant data. Frequent check-ins are built into their meetings over the upcoming months.
This approach not only streamlines their processes, but also positions them to successfully execute their goals.
With this in mind, and as a challenge for this week, I invite you to consider the current state of your organization. Are there questions that you would like answered? Goals you’re unsure how to accomplish? Problems you’d like to tackle?
Just as the nonprofit I worked with found clarity and direction through strategic planning, your organization too can benefit from a structured approach to goal setting and decision-making.
Best wishes, Lauren
P.S. We understand that strategic planning can present challenges. Should you require assistance, we offer both in-person and on-demand options, tailored to suit a range of budgets. Please feel free to reach out for more details. We’re here to assist you.