Overcoming Common Strategic Planning Challenges
Here are some of the most common challenges nonprofits face when developing a strategic plan and ideas for how your nonprofit can overcome them:
Lack of time or resources
Strategic planning requires a significant time commitment to complete the process thoroughly. It can be difficult for nonprofits to allocate enough staff time and funding for planning on top of day-to-day responsibilities. However, strategic planning saves time and resources in the long run by increasing focus and efficiency.
To deal with a lack of time or resources, consider:
Making strategic planning a priority and dedicate time to the process even with limited resources. It will save time in the long run.
Taking an incremental approach, focusing on one section or priority at a time instead of trying to complete the full plan at once. This makes the process less daunting and more feasible.
Seeking funding specifically earmarked for strategic planning to offset costs. Some funders will support organizational development and planning.
Asking board members, partners, or consultants to facilitate or assist with parts of the planning process so staff can focus on their everyday work. Additional support helps lighten the load.
Getting board and staff buy-in
The planning process only succeeds if the entire organization participates and supports the resulting strategic plan. Nonprofits may face challenges getting representatives from the board and staff adequately involved, or there may be disagreements over priorities that hinder buy-in for the final plan. Communication and consensus-building are key.
Some ways to gain board and staff buy-in include:
Communicating the purpose and importance of strategic planning early and clearly to gain understanding and investment from all stakeholders. Explain the benefits a strategic plan will yield.
Giving board and staff opportunities to provide input in the planning process. Ask for their perspectives, invite them to planning meetings, and make revisions based on their feedback. Participation builds consensus and buy-in.
Addressing points of disagreement openly and work to find compromises. Come prepared to negotiate priorities or goals that are contentious while maintaining organizational alignment. Transparency and willingness to collaborate are key.
Obtaining stakeholder input
In addition to board and staff participation, strategic planning benefits from the perspectives of key stakeholders, funders, partners, and beneficiaries. Nonprofits can struggle to incorporate the necessary range of voices that understand the organization and its external environment. Wider input leads to a more innovative and viable strategic plan, so participation from diverse stakeholders is worth the effort required.
To ensure you have the diverse perspectives you need to be successful, try:
Surveying stakeholders including funders, partners, volunteers, and people your nonprofit serves to get their insights into strengths, weaknesses, opportunities, and threats. Use their feedback in planning discussions.
Interviewing key stakeholders and include discussions with them as part of the strategic planning process.
Inviting a select group of stakeholders to participate in strategic planning meetings based on their areas of expertise and investment in the organization's impact.
Sharing draft priorities or objectives with stakeholders and ask for revisions before finalizing the strategic plan. Address any concerns they raise.
Lack of self-reflection
An effective strategic planning process requires honest self-assessment of the organization, its strengths and weaknesses, and external opportunities and threats. Nonprofits may avoid difficult conversations or fail to reflect critically on both internal and external realities, resulting in a strategic plan not grounded in the current situation. Willingness to receive constructive feedback, evaluate all aspects of the organization, and face any challenges openly is necessary for impactful planning.
Overcome a lack of self-reflection by:
Conducting a SWOT analysis (strengths, weaknesses, opportunities, threats) to gain an honest understanding of both internal and external realities your nonprofit faces. Discuss results openly without judgment.
Bringing in a consultant or mediator if needed to facilitate critical self-reflection and discussion of challenges. An outside perspective helps overcome blind spots or inertia.
Inviting feedback from board, staff, and other stakeholders on ways in which your nonprofit needs to improve. Address any points of disagreement or discomfort and make revisions accordingly.
Sharing and discussing case studies of other nonprofits in your industry to prompt reflection on best practices and lessons learned that apply to your organization.
Focusing on unrealistic goals
Strategic planning should result in priorities and objectives that are ambitious yet feasible given an organization's internal capacity and external realities. Nonprofits risk developing strategic plans with goals that are beyond their capabilities or resources to achieve or not adapted to significant challenges in the operating environment. Planning must balance optimism with pragmatism to produce a viable roadmap for progress.
Ensure your goals are both impactful and achievable by:
Setting SMART (specific, measurable, achievable, relevant, time-bound) goals and priorities that are ambitious yet realistic based on your capabilities and environment. Be willing to adapt priorities as needed.
Evaluating your goals based on available resources and capacity before finalizing them in the strategic plan. Determine if any adjustments are needed to set realistic aims.
Researching best practices, expert opinions, and strategic plans for similar nonprofits to determine appropriate goals and timelines in your industry and for organizations of your size.
Discussing any disagreement over specific goals openly and make compromises that push your nonprofit to the next level without overextending its reach. Work toward consensus.
Failure to monitor or revise
The strategic planning process does not end once the board approves the plan. Monitoring progress, revisiting priorities, and making revisions as needed are required for successful implementation. Nonprofits may not allocate time for regular strategic evaluation and adjustment, causing the plan to become outdated or ineffective over time. Oversight and agility are needed to achieve the strategic plan and benefit from greater organizational focus and impact.
Make sure you’re on track to achieve your strategic goals by:
Assigning responsibility for monitoring progress and revisiting the strategic plan regularly. Report on progress to board and staff, look for weaknesses, and make revisions to match changes inside and outside the organization.
Conducting regular check-ins (no less than quarterly) to review key performance indicators, evaluate how realistic goals remain, and address any lack of progress. Make amendments as needed to the priorities or objectives laid out in the strategic plan.
Bringing in an outside perspective if progress remains stalled or the plan needs an overhaul. A consultant or mediator can evaluate where the strategic planning process has broken down and recommend changes to get back on track.
Maintaining a willingness to adapt even the most well-developed strategic plan to external changes or new challenges. While consistency is important, flexibility and agility help ensure continued progress over time. Annual revisiting of the strategic plan at a minimum is key.
Reporting on progress and any revisions to all stakeholders for continued buy-in, support, and engagement with realizing your nonprofit's strategic priorities. Transparency builds trust in the planning process and impact.
Strategic planning is an investment in an organization's future success and mission achievement. Although the process can be challenging for many nonprofits, awareness of common obstacles and strategies for overcoming them can help put the necessary resources, participation, reflection, balanced thinking, and adjustment in place. With board, staff, and stakeholder commitment to transparency and follow through, any nonprofit can develop a strategic plan to guide their work and create greater impact.
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