Strategic Planning For Nonprofits – Part I
The COVID-19 pandemic’s recent and extraordinary developments have led nonprofits worldwide to reassess their plans. It is challenging for organizations to determine how to adjust strategy under these difficult conditions. Nonprofits that are excellent at strategic planning, on the other hand, are better prepared to deal with any unexpected events that arise.
Yes, it’s impossible to plan entirely for unexpected events. Still, the best place to start is to ensure your annual strategic planning is more than a formality. It is the blueprint on which the organization’s development grows.
We recommend drafting a flowchart to connect each element that could lead to the desired outcomes. Either the organization needs to increase its database to increase donations or add new programs; in either case, you will need a plan.
What to consider? Choose one form of strategic strategy if your economy is in jeopardy owing to a pandemic, for example. However, suppose the world is steady, and you want to focus more on your personal development; In that case, you might choose a different option. Study the following strategic model plans to determine which one best suits your organization’s objectives and goals:
THE BASIC STRATEGIC PLAN: Used when conditions are calm.This strategy may not be the ideal to use while quarantined at home during a global outbreak (COVID-19).
- Define the overall mission
- Focus on short-term goals
- Have a clear plan and who is responsible to successfully execute those goals
- Include actions and schedule each activity.
THE ISSUE-BASED STRATEGIC PLAN: Used when encountering internal and management challenges. It can help your organization get back on track.
- Identifying the factors that are preventing your company from succeeding.
- Determine how to handle each factor to get your company back on track.
- Keep a close eye on your progress and alter your strategy as needed.
- You should strengthen relationships with current supporters and grow revenue through donor retention. It would help if you prioritized developing your monthly recurring donor list to generate more consistent income.
- Concentrate on maintaining steady fundraising efforts and earnings to give you time to acquire additional employees.
- A living plan is an issues-based nonprofit strategic planning model. You have milestones to check in on and adjust based on your progress and outcomes rather than setting them in stone.
THE ORGANIC STRATEGIC PLAN: Applies when there is an unpredictable external climate.
- Each participant focuses on the mission and gathers actionable next steps to help the group get closer to that goal by the next meeting.
- You and your team go on a retreat to unify your understanding of the organization’s big-picture goals, and each team member assesses their personal strengths (i.e., one member possesses excellent one to one communication skills, therefore that person could hold personal meetings with potential donors)
- Decide on realistic goals along with deadlines based on each members’ strengths.
- The team meets again as necessary to discuss improvements.
THE REAL-TIME STRATEGIC PLAN: Used when the nonprofit is facing a crisis of internal and external circumstances. Numerous organizations have found this strategic model helpful during the COVID-19 epidemic or other disasters.
- Focus on short-term goals and meet as often as needed.
- Each team member reports on goals accomplished.
- Take the following scenario into consideration: Your nonprofit employees are working from home during the coronavirus outbreak, you’ve canceled events, and your fundraising revenue has gone down.
- You set new short-term goals each week in response to the pandemic. The following week, you begin a marketing campaign notifying supporters of the year-end above-the-line charitable contribution deduction to encourage them to keep giving to your nonprofit.
THE ALIGNMENT STRATEGIC PLAN: Best used when there is no communication among the organization’s team members. It sets up communication standards.
- Your team gathers to learn about each team member’s challenges in their role.
- Reestablish your team’s shared mission.
- Make little changes. Your team may apply to improve the organization’s communication operations.
- Consider how you might inspire members to work together. For example, you can give your fundraisers and major gift officers an overall fundraising goal.
- Establish check-in meetings for everyone to meet with the executive director to ensure they are aware of what is going on and can prioritize appropriately.
Learn more about turning organizational strength and vision into a strategic plan by attending the June 18 Sunshine Certificate in Nonprofit Management class on Power Vision – Strategic Thinking for Nonprofits (Planning) on Saturday, June 18, 2022, from 1 to 5 pm.
Source: Bloomerang Blog – https://bloomerang.co/blog/nonprofit-strategic-planning/
Author: Jay Love , co-founder of Bloomerang in 2012