e-Newsletter: Connect to Solutions
The Brilliance and Value of Strategic Planning When Resources are Tight
by Sara Thorne-Briechle, CNE Resource Center Manager
Because times like these require nonprofit leaders to be mission-focused rather than organization-focused, a strategic plan and the means to develop / update it enables the leadership to do just that. The brilliance and value of revisiting or developing a new strategic plan now, when resources are tight, lies in both the process and the end product. By examining the heart of an organization – its mission and vision - through a lens that reflects the new economic landscape as well as current community needs, stakeholders are empowered to challenge the status quo, discuss openly the external and internal factors that impede mission, and identify new-found opportunities. Furthermore, by proactively aligning organizational, programmatic, and operational strategies to the new reality, an organization is able to maximize impact in the community because their resources and efforts are focused.
As a management tool, an updated strategic plan serves as a backdrop for decision making, program development, and community engagement. During an economic crisis, leadership teams are called on to make difficult, but necessary decisions. Often this involves reallocating or adjusting to reduced resources. Where blanket cuts to a budget can have a long-term, negative impact on an organization by depriving profitable or mission-critical services from resources needed to thrive, it is difficult for some to 'stomach' a more strategic, but less equitable alignment of resources. Mission-focused leaders, armed with sound judgment and a strategic plan, are able to more effectively smooth the ruffled feathers that these difficult decisions can create.
For some organizations, the current economy has created opportunities that were not previously present. An updated strategic plan can provide the leadership of a nonprofit with the framework to take measured risks that advance the organization's mission in significant ways. For example, organizations that provide housing to clients are able to acquire property today at historically low prices. For organizations that are willing to take advantage of this opportunity they can cost-effectively further their mission while increasing their earned income.
A strategic plan attuned to the new economic realities invites interest and confidence by donors and stakeholders. A relevant mission, coupled with a compelling vision and supported by a solid plan, empowers an organization's leaders and staff with the tools to inspire and engage the community.
In closing, strategic planning may seem to some a frivolous use of resources in what is a time of great uncertainty for many nonprofits. However, it is through the planning process and the resulting product that provides nonprofit leaders and their staff with the focus and framework needed to achieve mission, respond to changing needs in the community, and sustain the organization long-term.
Contact Jeff Vengrow for more information about Strategic Planning by calling 330.315.0432 or emailing him at vengrow@cfnpe.org.
Resources / Sources
This information is summarized from these resources:
La Pina, David. The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World. Minnesota: Fieldstone Alliance, 2008.
Kocsis, Deborah and Susan Waechter. Driving Strategic Planning: A Nonprofit Executive’s Guide. District of Columbia. BoardSource. 2003.
“What is Strategic Planning?.” Idealist.org. 18 Aug. 1999. Web. 05 May 2009. <http://www.idealist.org/if/i/en/faq/99-33/11-77>.
Bradford, Robert. “Strategic Planning – What’s the point, in a Recession?.” Weblog entry. Blogspot. 09 Feb. 2009. Center for Strategic Planning. 05 May 2009. <http://simplifiedstrategicplanning.blogspot.com/2009/02/strategic-planning-whats-point-in.html>.