Developing a nonprofit strategic plan involves addressing key issues such as mission, vision, values, goals, SWOT analysis, resources, and programs. The plan should align with the organization’s mission and vision and be a means to achieve goals and objectives. A strategic plan is crucial for the sustainability of a nonprofit organization.
Developing a nonprofit strategic plan is all about addressing key issues that will ultimately be a blueprint for the organization’s success. Key issues to focus on begin with the organization’s mission, vision, and values, and its goals and objectives. Next, you should analyze what assets and resources the organization has, along with a SWOT analysis: Strengths, Weaknesses, Opportunities and Threats. Finally, you must consider the programs, services, and activities that the organization will implement to achieve its goals and objectives. These questions will form the strategic plan, which will be packaged and shared internally, with donors and the public.
The mission, vision, and values statements are the most important aspects of the nonprofit strategic plan. The mission statement should define why the non-profit organization was established in the first place. A vision statement is often included, although not required, and should describe 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 foundation of a non-profit strategic plan is the goals and objectives. A non-profit business has to work towards accomplishing them in order to sustain itself. Objectives are the overall accomplishments that the nonprofit wants to achieve within three years. Objectives are the specific tactics that will achieve established goals. Think of goals as milestones with deadlines.
Every nonprofit starts with at least one asset or resource, even if it’s just the skills the founder brings to the organization. Other assets and resources that are often included in a non-profit plan are knowledge; money; real estate; technology, equipment and machinery; staff and volunteers; and experience. This section of the plan need 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 businesses use a strengths, weaknesses, opportunities, and threats (SWOT) analysis when writing 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 and objectives. Strengths and weaknesses are internal issues, while opportunities and threats assess external factors.
The organization’s programs, services, and activities must 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 whether they want to make a contribution. Activities can include internal activities that staff and boards will undertake to carry out the organization’s mission statement.
Running a nonprofit 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 term. A nonprofit strategic plan is not static and should change as the organization grows, but it is important to formulate at least a basic plan as a starting point for any organization.
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