Some might think that strategic planning is a "touchy-feely" exercise. But, it is not. In fact, it is a taxing cerebral, intuitive (big picture) exercise that helps the nonprofit leadership come to a better and stronger understanding of the nonprofit’s ultimate purpose: who it serves, the transformation the nonprofit brings about in its clients, how it changes the community it serves for the better, and what core values drive the organization as it works with its stakeholders.

NOTE: This can be frustrating for some and this is why sometimes the strategic planning process can deviate into feel good experiential moments that involve very little planning and even less strategy. We refer to these exercises as the Kumbaya engagements, where the nonprofit’s leadership team sit around a campfire, hold hands and sing Kumbaya. Beware of this.

NOTE: We use a strategic planning model called a Strategy Articulation Map (SAM) that compartmentalizes the strategic planning process.  [You can download a copy of a simple SAM template by clicking here.]  The important thing to remember here is that while this presents a simple to visualize process, the actual process itself it not quite so linear, since as humans our minds do not think linearly. Also, we have included on this website a simple little narrative comparing strategic planning to planning for your vacation.

Strategic Planning – What Is It? And Why Is It Important?
Strategic Planning is an important, if not essential, element to the long-term success of the nonprofit organization. It forces the nonprofit to give serious consideration to who it serves (the client), what benefits it will provide to its clients (the mission), in what way the nonprofit will change the community (the vision), and what overarching criteria will guide the nonprofit on its path to service (values).

With a well-developed strategic plan the nonprofit can paint a picture of the future that will bring about long-term and sustainable change for its clients and the community served. It will identify differentiation strategies that will make the nonprofit unique among it competitors (and we must admit to ourselves that all nonprofit compete with other nonprofits, with for-profits, and with government and educational institutions). The strategic plan will set out some long-term measurable objectives for the nonprofit over the next three to five years. It will also force the organization to confront decisions about what resources and competencies will be critical to success.

Another benefit of the strategic planning process is that it offers the answer to the important question that the nonprofit board and executive director must ask: how do we even know if we are being successful? The strategic plan will identify the qualitative and quantitative bases for measuring progress and success.

The model that we use in formulating strategy (aka strategic planning) consists of four sets of drivers (see the links to the left):

Without engaging in this effort the nonprofit runs the risks of becoming stagnant and complacent. Success will be measured in incremental steps rather than leaps and bounds. And, unless lucky, the nonprofit will never move from good to great in a way that is sustainable.

Therefore, if the nonprofit wants to deliver more mission and better mission and continue to pursue the challenge of a vision – it must become strategic. This is the imperative of strategic planning. The frustration is that nonprofits do so much good – but, they could do so much more. Being strategic can help the nonprofit do more.

For more detail on each of these sets of drivers and other important elements of strategic planning follow the links to the left. [While the scenario is not my proudest bit of work, you might want to look at my effort to differentiate between strategizing and planning.]