A Quick Guide For Successful Non-Profit Strategic Planning: What It Is and What It Consists Of

Some nonprofits come and go, others stick around for a while. A few have weathered storms and become tested and tried by the passage of time.

For an organization not to succumb to the high winds of change that can come sweeping through without even a moment’s notice, it is essential for nonprofits to be deeply rooted in its values and have an identity. A strategic planning activity is a great way tap into this.

Effective strategic planning helps to understand what the organization is all about, to come up with well-founded strategies, and to appreciate its purpose in the light of the target community’s needs. It is not something linear but rather a dynamic process by which a discovery comes to light of how best to go forward and serve.

So, what does strategic planning for nonprofits consist of, you might ask and how does an organization go about doing it? Every nonprofit should know what to include in a strategic plan, if it is to be significant at all. Here are some points to take note of.

1. What is the organization’s reason for being? What are the core values that represent the center its work? These represent those deeply held beliefs that are the embodiment of the organization and what it cares about and forms a significant part of what should be included in the planning sessions.

These help to visualize what the real picture in the community is and what the organization hopes it should change toward. Core values need to be genuine in order for any work to become significant.

The organization’s nonprofit goals and objectives need to reflect its deeply held beliefs and philosophies, those principles to live and work by. Moreover, the organization must include a clear picture of the greater end it envisions for its community and the mission it commits itself to.

This is necessary and central to the strategic planning because it is through these that people within the organization get to call to mind the ideal situation they are striving for. It is what will fire up the passion within each member of the organization and move them toward inspired action.

2. Understanding the environment the organization is moving within. It is important to have a clear idea of what the organization needs to deal with as it goes about its functions in the community it serves.

This includes the appreciation of expectations that those in its work sphere have of the organization, the issues and potential problems or concerns it will face in the immediate environment, any constraints as well as the existing realities the organization is dealing with in its dealings with the community. Very important too is the direction that the organization’s field of work is gravitating toward.

All these must be identified through a scan of the environment in which the organization operates. It involves asking the sound questions, such as who are the target constituents, and do we understand what their needs and expectations are? Have the organization’s donors taken part in providing inputs during the planning sessions? How about other organizations that compete or collaborate, and how they serve the community? What are their approaches, successes, and challenges?

Other questions in the field of work and the different factors that play a part in the endeavor, including economic, demographic, and governmental concerns also need to be considered. The social as well as technological aspects surrounding the work of the organization need to be looked into as well. All these shall be necessary in making sure the goals on which the organization are well grounded and will not be easily shaken no matter what challenges will come.

3. What are the promises the organization intends to make---and keep---and is the organization equipped and competent to deliver on these? What does the organization propose to do within and for the community it is serving? How much financial support would it need to do this? What are the capabilities of the organization and are those enough to carry out its value proposition?

This involves taking stock of the core competencies that the organization has as well as those it does not. Identifying those strengths and weaknesses will pinpoint areas where competencies need to be developed or improved.

Knowing that promise and having the capability to deliver on it will ensure the organization’s success.

4. The strategic action plan for success. When formulating the strategic plan or the fundraising strategic plan, it is vital that it be anticipatory. The plan must remain valid through the passage of time, and everyone in the organization needs to be involved when formulating it because everyone must also contribute in and support the work that needs to be done.

It should cover all points that the work involved touches but must also be adaptable as well as flexible to any changes that may come along. Outcome measures for each goal in the plan must also be indicated in order to have a means to evaluate whether the work done has been effective and attained the objectives. The outcome criteria must be measurable and allow the different departments in the organization to look into whether they have each been effective or not, and ask what can be done if the efforts fall short.

Strategic planning for nonprofit advocacy is necessary to gain a more purposeful understanding of the work any organization intends to do. Many organizations have had success in nonprofit advocacy or nonprofit lobbying by learning more about nonprofit technology and gaining ideas through perhaps a nonprofit tech blog. The Net is also abundant with programs and apps, including software for nonprofits that can guide and assist any organization in developing a strategic planning process. Check out this nonprofit technology .

For other relevant details, please go to https://www.encyclopedia.com/management/encyclopedias-almanacs-transcripts-and-maps/strategic-planning-tools .