I have heard many times that when you don’t plan, you wander. Strategic planning is an essential component of a successful nonprofit organization. Yet, many nonprofits don’t take the time to undertake strategic planning. You can tell. These are the organizations that don’t have a defined mission; they seem to jump at any available funding, and their purpose is unclear. These organizations usually don’t grow or grow in accidental directions apart from their mission. Many times, organizations that don’t plan don’t survive.
I’ve heard the objections. “It is a time-consuming process that only results in a plan that is never looked at again.” “We already have our Vision and Mission. They were created 20 years ago when we were founded.” “I can’t get our board to be in a room for an entire day doing strategic planning.” “The management team knows what needs to be done.” And there are more.
Strategic planning establishes the path your organization will follow for the next two to four years. When I first started in nonprofit organizations, most strategic plans were for five years. Technology and society are moving too fast. A strategic plan should be a “living document” that can be revised to meet emerging needs and technologies. The plan shouldn’t just sit on a shelf “gathering dust”, it should be reported on and reviewed at least quarterly by the board of directors. It should be a part of the evaluation of the management team. Is the team staying on track and meeting goals and objectives? With a strategic plan, you have the measurement tool ready and available.
Another important reason for strategic planning is that more and more Foundations and other nonprofit funders are asking for it. They want to see if your funding request falls within your already established plan or if you are just “following the money.”
One critical component of strategic planning is gathering information. Too many times, I have seen organizations complete their strategic plan by setting aside a day for the board and staff to come up with a plan based on their perspective and knowledge. It is vitally important to engage your stakeholders. Whether it is clients, members, donors, prospective donors, or the community at large, finding out these different perspectives and needs will help inform the strategic planning process. It is equally important to gather data. What are the demographics of the people you serve, and how are the demographics of your community changing or evolving? Are your programs and services using the best practices and technology to be successful? Who are you currently serving? All of this information will help inform your strategic plan and help your organization move forward in a clearly defined way.
Involving stakeholders and using data helps support “buy-in” for the plan. Dr. Mitchell Kusy, in his article on strategic planning, said it this way: “There’s a fair amount of evidence that the involvement of everyone concerned with an issue leads to higher quality decisions and greater commitment to the decisions.
So, don’t let your organization wander . . . sometimes with damaging outcomes. Take the time to fully engage in a robust strategic planning process and you will see your organization grow to meet the needs of the people it serves.
Jack Newby, founder of JackinPS Enterprises, is a consultant to nonprofit organizations throughout the Coachella Valley. With more than 25 years in nonprofit management and fund development, Jack can work with your nonprofit organization to develop strategic plans, grant writing and management, fund development plans, and more. For more information, visit www.jackinps.net.
This article is meant as a general overview and does not constitute legal advice. Be sure to consult with an attorney with nonprofit experience and knowledge and understanding of your organization.
