The Power of Strategic Planning
The first formal strategic plan I created was when I worked as director of fundraising at Save the Children in the United States. At the time, it was a small and unknown organization. Soon after taking this position, I realized the fundraising effort did not receive enough support from the rest of the organization. Plus, it seemed the executive director and I continually needed to discuss specific strategies, objectives, and tactics for every individual fundraising project or marketing effort. These internal debates took time (and led to a certain amount of frustration) to get on the same page, make decisions, and keep moving forward.
I decided to lead a planning process to guide the organization to create its first strategic plan with a focus on fundraising. This enlightening and team building process helped to align the leadership team by discussing expectations and agreeing to underlying strategies. Having a strategic plan – agreed upon by all of us in top management – enabled me to fully take control of my fundraising activities. Now armed with an approved strategic plan, I could weave through challenges and take advantage of opportunities. It gave me the basis to secure the support I needed from other departments as well as the strategy to manage the fundraising effort. Plus, I did not receive as many phone calls from my boss on weekends.
First of all, we considered all the available research and then reviewed the key elements of Vision, Mission, and Values and, most importantly, updated Culture, Goals, Strategy, Image, and Trust.
Results of the strategic planning included a new logo and vastly improved branding, a significant increase in public awareness, expanded volunteer support, development of a profitable craft center with proceeds for children, new program strategy that was more effective in the field and more appealing to donors, better reports on results from the program offices, widespread support by board and staff for new marketing and public relations ventures, and substantial, ongoing increases in revenues.
Clearly, with increased fundraising results, we were able to help many more children, their families, and communities. Equally important, the strategic planning laid the groundwork for decades to come with further diversification of revenues, sustainability, a strong national reputation, global program development that helps far more children and families, and leadership in civil society.
Years later in my consulting business, as another example, I was retained by a large NGO in Switzerland to develop its strategic fundraising plan, which involved all staff and board members in supporting fundraising. The planning process proved to be extremely successful. When I first engaged with the organization, its annual revenue was $5 million. Just three years later, this NGO’s annual revenue grew to $20 million. When I visited the office just ten years after the planning, I was greeted by a standing round of applause. Revenue had skyrocketed to $60 million! This is the power of strategic planning and involving everyone in supporting fundraising.
This book will guide you to create (and implement) your on-target strategic plan
“Strategic Planning and Culture for Nonprofits: Clear and doable steps to create motivating plans and the supporting culture you need for success – Make a Better World ” available on www.ngofutures.com
While working with a very large international organization with many national affiliates, I discovered that while all the affiliates had comprehensive strategic plans, many of them had simply filed (not filled!) the plan after its completion. These plans were not living documents that continuously guided the organization. What happened? The plans had been drafted by outside consultants who failed to understand local realities or get enough local involvement. The resulting plans were not relevant, based in reality, or much used. The key is to use a participatory process to create a reality-based strategic plan that will inspire and guide everyone in your organization for the next three years.
Whether you are the executive director, fundraising director, other director, or any other staff member, you can step up to lead this process. You and your team can create a robust strategic plan that is truly strategic and reality-based, along with supporting operational plans. While this is a large task, it is not an impossible one. Clearly, I believe it is absolutely critical for your organization to create – and follow – a strategic plan. However, a 2019 survey by The Concord Leadership Group found that half of nonprofits in the United States did not have a strategic plan at all or have one that they were not following. I was astounded to read this and troubled to think how these organizations are managed.
In this book, I provide a roadmap to overcome that failure and to strengthen the plans for all nonprofits that are not satisfied with their results.
This book describes how to draft a strong strategic plan and operational plans as well as create strong values and a new, desired culture to support fundraising, program, and other functions in your organization. You can use this approach whether your organization is a nonprofit with paid staff, an all-volunteer organization, and even a new group in formation. The all-volunteer organization is in some ways as complicated as the one with paid staff, so all components of planning are relevant to both. Groups that are newly formed need to address all of this in their planning and organizing and can do so in a simplified manner.
As you prepare for your strategic planning process, keep these points in mind:
The two main goals of this book are to (1) help your organization create a three-year strategic plan as well as supporting operational plans for each functional area such as fundraising, program, and finance/administration; and (2) create strong values and the desired organization culture that will support the implementation of your strategic plan and help ensure you successfully reach your goals.
The strategic planning process I present is a doable process for any nonprofit organization, community association, or even a new group of concerned neighbors, whether the group is small or large. It is not that difficult to do!
This is a surprisingly fast, efficient process honed from my many decades as fundraiser and executive in nonprofit organizations and as consultant and trainer for numerous NGOs around the world.
The resulting plans are not hefty, burdensome documents. They are relatively brief and, ideally, extremely inspiring and exciting for all stakeholders including staff, board members, volunteers, and donors – even for program participants or beneficiaries!
A strategic plan is not just a set of goals, but it is the pathway to develop, thrive, and achieve the results you want. Also, the planning process is a necessary way to generate focus and commitment by everyone involved. You will be amazed by the results!
Throughout my career, I came to appreciate the importance of the critical planning components – vision, mission, core values, strategic goals, key strategies, positioning, and trustworthiness – to create a realistic (yet stretching) strategic plan. You can download and share detailed worksheets and additional tools at my website to use in the actual planning (www.NGOFutures.com). The worksheets, which I always use in planning sessions with clients around the world, will make the job of leading the planning easy to do.
Your newly created strategic and operational plans will direct your organization into the future. They will guide your staff, volunteers, and other stakeholders to achieve ever-greater accomplishments. With on-target plans, your nonprofit or community organization can make an even greater impact.
Call to Action To begin thinking about your strategic planning process, it is helpful to have a “bird’s-eye view” of the overall process. Visit www.NGOFutures.com to download detailed worksheets and access additional resources and discounts to support your strategic planning journey.
You need strategic planning to be able to have strategic management. Everything has to point to results and this requires strategic thinking, strategic planning, strategic action, and strategic evaluation.
Kommentare