It’s time to confront the new reality. And that can be scary. The strategic planning process at any nonprofit organization is typically uncomfortable—if you’re doing it right. Because doing it right means focusing more on the “strategy” part and less on the “planning” part.
How often does your institution call up a problem it’s trying to solve (like more enrollment! or greater donations!) and then just goes about itemizing tactics for solution? As the Harvard Business Review puts it: “don’t mistake planning for strategy.” It’s got to be more than that.
Organizations can be their own worst enemies when doing this process on their own if they are not careful. They can get caught up in what’s not working before they do the big picture homework about their purpose and structure. Because so many institutions have had to temporarily close down and/or curtail operations due to the pandemic, many might have to go back to square one. And that may take a bit of reinvention.
The outline of a typical Strategic Plan looks something like this:
Set new goals—both the lofty aspirational ones and the tangible ones
Analyze existing data
Formulate a strategy that contains quantifiable objectives, a list of initiatives and operational tactics
Implement that strategy, converting initiatives into financials
Measure and evaluate results
While that 5-step process is still necessary, institutions have to dig deeper. Make sure you are including the following in your strategic review:
Involve your stakeholders in this process. This is not an “administrators only” exercise. If you’re a university—that means bringing in students, faculty and alumni in the early evaluation stage. And not just with a token nod. Real involvement. For the arts organizations, you might involve members. For social service agencies, you could bring in volunteers or donors to hear what inspires them. Too often the process can be insular.
Review/amend/replace your Vision and Mission. Whatever is necessary. Institutions have to ask themselves anew: Why do we exist? What purpose are we here to serve? What have you learned about your your capabilities, your audience/customers, about your competition, and importantly, now, about the evolution of your industry? This is not only a moment of reflection, but of reimagining and reinvention.
Focus on the “Opportunity” in your SWOT analysis. We know that “Threat” might be top-of-mind during this pandemic but it has also opened up opportunities to look at your institutions with fresh eyes. For instance – this pause in operations could give time for your students, staff, etc. to develop new skills. This is also a good time to break old habits and try new ways of doing things. This reflection exercise might give institutions an opportunity to “right-size” its operations.
Find ways to give all stakeholders a sense of belonging, despite almost everything and everyone being remote.
Be nimble. The universe is in flux. Find ways to pivot if part-way through your multi-year plan you find it's not working. Keep the strategic thinking, adapt the operational plan.
I’ve been pleased to see so many of the universities and nonprofits I have worked with over the years doing these things now. They are asking the hard questions. And ripping off some band aids on long dormant wounds.
The bottom line is this: it’s easier to just dive in and start doing things you’ve done before to make your numbers. Yes, you have to stay afloat. The harder thing to do is spend time asking questions about relevance, purpose and structure.
Has your institution gone through a strategic planning process recently – or will be soon? What interesting paths are you taking in your self-examination?
Donner Creative Communication Strategies can help you work through this process.