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STRATEGIC
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PLANNING

A n active strategic plan is a critical puzzle piece for the success of a

nonprofit organization. This is the document that should include ALISON LA FERLITA DR. CHRIS ROSA
guideposts for your organization’s future, a foundation for alignment, EXECUTIVE DIRECTOR PRESIDENT & CEO
and a clear picture of your priority areas. Many organizations have been NONPROFIT RESOURCE HUB THE VISCARDI CENTER
functioning in crisis management over the last 5 years or so. Nonprofits
should use 2025 as the year to once again think strategically.
Nonprofits need to adopt strategic approaches to remain sustainable in the coming As we move into 2025, with a new federal administration and new
Here are the some of the most significant challenges – and areas to be Addressing these challenges requires intentionality, ongoing communication, year. Diversifying revenue streams is essential to reduce reliance on government grants Congress, we must closely monitor social service policy and funding trends
particularly cognizant of in planning for 2025: and a commitment to creating a culture of continuous improvement. One and single-source funding. This can be achieved by developing mission-aligned earned to anticipate how nonprofits can best position ourselves to address unmet
of my favorite nonprofit leaders likes to say, “Culture eats strategy for income ventures, pursuing corporate sponsorships, or launching fee-for-service models.
Capacity & Resource Constraints – Stating the obvious here...but breakfast!” But the good news is there are reliable best practices to stem For instance, nonprofits could offer consulting services in their area of expertise or needs in our communities. For example, if there are reductions in federal
nonprofits often operate with limited financial, human, and time resources, the tide of challenges – I’ll leave you with a few: collaborate with businesses on cause-marketing campaigns. These approaches generate support for key social programs and services, there will be greater demand
making it difficult to dedicate sufficient effort to robust planning processes. unrestricted funds that can support operational expenses, including staff salaries. and opportunity for not profits to fill service gaps.
This makes the need to prioritize and define your mission pillars even more ► Engage Stakeholders: Involve all relevant parties in strategic planning
critical. to build buy-in and ensure diverse perspectives. To provide competitive salaries, nonprofits should consider creative compensation In light of anticipated challenges facing nonprofits, our organizations
strategies. Offering flexible hours, remote work, and professional development need to be nimble to quickly adjust to changing economic and regulatory
Mission Creep - Balancing innovation with the core mission can be ► Prioritize Capacity Building: Invest in staff and board training, including opportunities can help attract and retain talent without significantly increasing salary conditions and to address emerging needs of those we serve. As a sector,
challenging. External funding pressures or shifting community needs may leadership and fundraising skills. budgets. Non-traditional perks, like wellness stipends or childcare assistance, can also be nonprofits must be more willing to collaborate and work in coalition to
tempt organizations to pursue opportunities outside their original mission. powerful incentives. Additionally, shared services models—where nonprofits collaborate
► Use Data-Driven Approaches: Leverage technology and partnerships to to share resources, such as HR or financial management—can alleviate budget constraints address the complex needs of those we serve.
Access to Data & Evidence - Limited access to accurate data for decision- access the data necessary for informed decision-making. and allow for higher staff compensation.
making can hinder the development of realistic and impactful strategic Stronger advocacy efforts are vital, but many nonprofits with lean, overworked teams Nonprofits’ reliance on public funding to finance their missions poses
goals. ► Foster Board Accountability: Set clear expectations and conduct regular must be strategic. Small organizations can collaborate with others to build coalitions, significant risk to program sustainability. Indeed, given uncertainty about
assessments (and self-assessments!) of board performance. public funding, it is more important than ever for nonprofits to diversify their
Stakeholder Alignment - Engaging diverse stakeholders (e.g., board share resources, and amplify their collective voice. Engaging board members, volunteers, revenue streams to expand donor giving, foundation support, corporate
and community partners in advocacy work can also extend reach without straining
members, staff, funders, and the folks you serve) is essential, but it can also ► Plan for Flexibility: Design strategic plans with adaptability and staff. Advocacy efforts could include attending local government meetings, participating partnerships, and income through social enterprises.
lead to conflicting priorities or visions for the future. monitoring practices in mind, allowing for adjustments in response to in sector-specific roundtables, or using digital platforms to mobilize supporters and
external changes.
☑ Implementation & Accountability - Translating a strategic plan into influence policy.
actionable steps often falters due to unclear roles, lack of accountability, or ► Strengthen Recruitment Pipelines: Develop targeted recruitment Taking these proactive measures will equip nonprofits to face the challenges of the coming
difficulty in monitoring progress. strategies to find board members who align with the organization’s year head-on. By diversifying funding, adopting innovative compensation strategies, and
mission and needs. engaging in strategic advocacy, organizations can enhance their operational sustainability
Rapidly Changing External Environment – Think: The “Threats” in your CHRISTINE DESKA while continuing to fulfill their missions. These changes will not only address immediate
SWOT Analysis – the external factors that are out of your control; the most PRESIDENT & CO-FOUNDER pressures but also strengthen nonprofits’ ability to adapt and thrive in an evolving
daunting. These are typically the economic, political, and social shifts that BELLESBOARD & landscape, ensuring they remain resilient and effective in serving their communities.
can wreak havoc on your strategic plan. NONPROFIT SECTOR STRATEGIES