Developing a nonprofit strategic plan involves assessing the organization’s mission, vision, values, assets, and SWOT analysis, as well as setting goals and objectives. Programs, services, and activities should align with the mission and vision statement. A strategic plan is crucial for sustainability and should be regularly updated.
Developing a strategic nonprofit plan is all about addressing the key issues that will ultimately be a blueprint for the organization’s success. The key issues to focus on start with the organization’s mission, vision and values, as well as its goals and objectives. Next, you should examine what assets and assets the organization has, along with a SWOT analysis: strengths, weaknesses, opportunities and threats. Finally, you should consider the programs, services, and activities the organization will implement to achieve its goals. These issues will form the strategic plan, which will then be packaged and shared internally, with donors and with the public.
Mission, vision and values statements are the most important aspects of the nonprofit strategic plan. The mission statement should first define the reason for establishing the non-profit organization. The vision statement is often included, although not required, and should outline what the organization will look like in the future. Values are sometimes included to ensure that those running a nonprofit are on the same page.
The meat of a nonprofit strategic plan is the goals and objectives. A non-profit company must work towards these in order to sustain itself. Goals are the general goals that the non-profit wants to achieve within three years. Objectives are the specific tactics that will achieve the set goals. Think of goals as milestones with deadlines.
Every nonprofit starts with at least one asset or asset, even if it’s just skills the founder brings to the organization. Other assets and resources that are usually included in a nonprofit plan are skills; money; real estate; technology, equipment and machinery; staff and volunteers; and experience. This section of the plan should not include future assets or resources that the board or founders hope to acquire, but should be an assessment of what is currently available.
Many types of companies use a strengths, weaknesses, opportunities, and threats (SWOT) analysis when drafting a business or strategic plan. It is also a popular method used by non-profit organizations to create the best strategies that will help the organization achieve its goals. Strengths and weaknesses are internal issues, while opportunities and threats evaluate external factors.
The organization’s programs, services and activities should align with the mission and vision statement and be a means to achieve goals and objectives. This is the part of the nonprofit strategic plan that the public sees and is how donors will determine if they want to make a contribution. Activities may include internal activities that staff and committees will undertake to execute the organization’s mission statement.
Running a non-profit organization without a strategic plan is like driving a car with no idea where to go. It’s not an effective approach and it’s usually not sustainable in the long run. A nonprofit strategic plan is not static and should change as the organization grows, but it’s important to formulate at least a basic plan as a starting point for any organization.
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