Does Your Organization Have a Living Strategic Plan?
Ellen Stone
A strategic plan…that document every nonprofit organization seems to have, but no one ever reads. If you are a staff or board member of most nonprofit organizations, you have probably participated in a strategic planning process at some point. Perhaps it was facilitated by an outside consultant who met with your team or maybe it was led by your Executive Director or Board Chair. Maybe you had a staff or board retreat, talked about what the organization had accomplished in the past few years, did a SWOT analysis, and discussed goals for the future. Then the consultant and organization leadership worked on a final document that was a plan for what would happen in the coming 3-5 years. But what happened to that plan? As you continued your work as a staff or board member, how often did you think about the Strategic Plan?
No matter how well thought out, a Strategic Plan is only effective if it is put into action instead of put on a shelf and only referenced occasionally. There are several ways to make your Strategic Plan an active part of your organization.
- Make sure that there is a Work Plan included in the final document. A Strategic Plan always includes overarching goals and objectives that the organization wants to accomplish over the course of the plan’s life cycle. Good Strategic Plans also include a Work Plan that provides a timeline and specific tasks that are assigned to people or groups in order to accomplish those goals or objectives. For example, if one of the goals of your Strategic Plan is to expand services into another region, tasks may be to establish a board and staff committee for this purpose, complete research into costs and sustainability needs, identify potential partners in that region, etc. Each task is assigned a timeline for completion in the Work Plan.
- Ensure every staff member has an active role in accomplishing the goals of the Strategic Plan. Change can be difficult for staff, especially those who have been with an organization for years. Hopefully your staff team participated in the strategic planning process and has ownership of the plan. Now that you are executing the plan, make sure that there are roles for different departments and people at all levels of your organization. Building a strong tomorrow is important to a thriving nonprofit, and staff members who are engaged in the process and feel valued will help ensure the strength of your organization for years to come.
- Assign each goal area for regular review at board meetings. When I was an Executive Director, our Strategic Plan had four goal areas. Our board had eight regular meetings per year that were not for an assigned topic (i.e. our audit). We reviewed two goal areas from the Strategic Plan at each of those board meetings. This regular review kept the board up to date on the progress the organization and committees were making on tasks assigned in each goal area and also allowed them to reassess some items that needed to be shifted over the course of the Strategic Plan. This process kept the Strategic Plan on the agenda at each board meeting and helped the board to maintain its vision in decision making over the 3-year plan period.
- Recognize when it is time to be flexible. We live in a constantly changing world, and none of us are able to anticipate all that will happen in the next three to five years. Strategic Plans provide road maps for organizations to follow in decision making, but they cannot anticipate every scenario that might arise. It is important for organizations to recognize if the timelines in a Work Plan are unattainable or if the goals in a Strategic Plan need to shift based on the current needs of the organization or the community where the organization is working. Regularly reexamining the Strategic Plan as a staff and as a board will help you know if you are on track or if there are items that may need to be reexamined.
Keeping your Strategic Plan alive and active in your organization will substantially increase the likelihood of accomplishing the goals and objectives within your plan. It will also help to keep the staff and board on the same page.
What steps has your organization taken to make your Strategic Plan a living document?
Every child has a hero, someone who inspired vision in them, someone they aspired to be like. For me, as a little girl, I had two heroes- Benjamin Franklin and Dr. Seuss. Although from different times and disciplines, they both taught me invaluable lessons I still use today. Despite their different fields of expertise - Franklin in politics, science, and invention, and Dr. Seuss in children's literature - they both left a lasting legacy that continues to shape and inspire generations. Both were unique influential philosophers who found purpose and fulfillment through connections to others. From the wisdom of “Poor Richards Almanac” to the lyrical ingenuity of “Oh The Places You Will Go,” both Franklin and Seuss were storytellers with a voice for change. Their words made me think and encouraged me to dream. At eight years old, I knew I also wanted to write and tell stories that would encourage people and change the world. It's fascinating how childhood aspirations can pave the way for unexpected yet fulfilling careers. Little did I know that this passion would one day lead me to a successful career in grant writing. Inspired by the works of two literary giants, I found myself drawn to a path of advocacy and change. So, after a successful 25-year career in non-profit Executive leadership, I was given the opportunity to join the Pathways to Growth Team as a grant writer. Pathways has been a leader in the non-profit consulting arena for many years so to be able to work with the best of the best has been a privilege! To me, grant writing is a harmonious blend of science and art, where data-driven methodology meets creative expression to produce persuasive and impactful proposals. Sounds impressive, right? So, what did I learn about grant writing from these two? For that, I will start with good ole Ben.
Securing a grant represents a monumental achievement for any entity or individual striving to confront societal challenges or propel constructive transformations forward. It signifies a crucial step toward making a tangible impact and fostering positive change within communities. While obtaining a grant marks a substantial milestone, the true impact transcends mere acquisition; it hinges on the adept execution of the proposed program or project. Effectively implementing the envisioned initiatives is where the transformative potential of the grant truly manifests. Maximizing the impact of a grant necessitates a meticulous approach, characterized by thorough planning, strategic execution, and continuous evaluation. This comprehensive process ensures that resources are allocated judiciously and utilized optimally, ultimately leading to the attainment of desired outcomes. Below are eight fundamental strategies essential for the effective implementation of programs, designed to unlock the full potential and maximize the impact of grants. These strategies serve as guiding principles, shaping the trajectory of grant-funded initiatives toward meaningful and sustainable outcomes.
It is a very competitive grant world out there, so be sure you understand the vital link between board giving and grant success.
As the leader of your nonprofit, your leadership abilities are crucial for the welfare of your staff, volunteers, and the community you serve.
To quote my Aunt Babe (age 93), “It’s a poor dog that won’t wag its own tail.” This gives you permission to share positive observations about yourself.
his article is a continuation of a blog we posted two weeks ago on efficient productivity in grant seeking. Here is a recap of the first five steps: 1) Manage your Energy, Not Your Time, 2) Be Your Own Coach or Find A Trusted Coach, 3) Read About Productivity, 4) Set Goals. Let’s continue with #5…
Some of us are wired to organize and seek out efficient productivity. Some of us are not, but no judgment here! The good news is that regardless of how easy it is for you to stay organized and have efficient productivity on a daily basis, there are some tried and true steps that will help you stay on track and meet your grant goals.
I did not expect to receive lessons in grant seeking while on holiday break this year with my husband.
Writing the narrative takes the bulk of the time you spend preparing a grant proposal, just like mixing the cookie ingredients. However, grant budgets are just as important; they are like recipes when you are baking.
Why keep #grant-seeking as a priority during COVID-19 when there are so many urgent needs? Take a breath, take a minute, and remember – your mission depends on it.
