A nonprofit strategic plan is an important tool to use to grow your nonprofit – a map that helps you make decisions for your organization.
It answers these 3 key questions:
Putting it together is not an exact science. Your nonprofit will create one tailored to your work. Nevertheless, an effective strategic plan contains certain core elements.
Element #1 answers the question, "Why do you exist?" Initially, vision, mission, and values can require significant work to clarify in your nonprofit strategic plan. Time invested in developing this identity content is well-spent, however, because these elements are the foundation upon which the rest of your planning and execution rests. This first element of a nonprofit strategic plan has 3 parts.
1. Vision statement: What will you do?
Your vision statement explains what drives your organization – the problem that caused the organization’s founders to say “I’ve got to do something about this” in the first place. Vision states what your nonprofit hopes to achieve long-term – in the future – to effect change and provide relief for the problem. The best vision statements are short (less than 10 words) and use inspirational language.
2. Mission statement: What do you do?
Your mission statement describes concisely what your nonprofit does to achieve its mission. It answers the question, “What do you get up each day to do?” with a concrete action. The best mission statements are 10 words or less and include action verbs.
3. Values statement: What guides you as you do it?
Your values statement (also called “core values,” “foundational principles,” or “core principles”) is a list of beliefs that drives your organization's culture and priorities. It clarifies what your nonprofit stands for and believes in.
Element #2 answers the question, "Where are you now and where are you going?"
Here is where you objectively look at your current activities (programs and departments) to determine their effectiveness in achieving your mission. List them. Use your data to assess them.
Then look at your nonprofit’s strengths, weaknesses,
opportunities, and threats (SWOT). How will these impact what you
do as you move forward? Should you change them, eliminate them, add new
activities? During analysis, you’ll also articulate what your nonprofit is best
at – sometimes called your "Competitive Advantage" or your Unique Selling Proposition
(USP). (Read more about identifying and writing your competitive advantage or your Unique Selling Proposition here.)
Element #3 answers the question, "How will you get
Create a strategy that lists programs, policies, philosophy, and departments – the steps you undertake to fulfill your mission during a 1 to 5 year time period and how you will undertake them. At every step of this part of the process, ask “Does this fulfill our mission? Are we using our USP to get there?” In planning, consider carefully your SWOT analysis so that your strategy is targeted and realistic.
Your strategy list can be broken down further with two important elements.
2. Action steps: a list of tasks you will undertake to reach your goals.
Element #4 answers the question, "Did you do what you
Your plan needs to include performance measures – a tangible means to record data to show your strategy’s successes and opportunities for changes.
You’ll use this data during your next strategic planning session.
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