Strategic Visioning in Nonprofits

I was reviewing a strategic plan. Beautiful document. Impressive graphics. Detailed implementation timeline. One problem: it was just telling them to do more of what they were already doing. No rethinking. No refinement. No clarity on what would actually move the needle. Just a prettier way of saying, “Keep doing everything.” Strategic plans get built in all kinds of ways — sometimes by the executive director, sometimes by a consultant. But the mistake is when they simply reflect what staff and board already believe should be done. That’s how we end up with long to-do lists — disconnected from real community needs and the leverage points that drive real change. If you're a nonprofit leader, here’s the truth: Your strategic plan could be different. It could be grounded in the most important community needs. It could challenge you to stop doing things that don’t make sense. It could focus your team and resources on the few things that will change everything. When we don’t focus on leverage points, we waste resources, burn out staff, and fall short for the people we’re here to serve. Here’s the process we use: 1. Start with people, not just statistics. Don’t just gather data — gather voices. Sit with the people most affected. Hear what’s working, what’s not, and what’s missing. 2. Define the key leverage points for change. Ask why this problem exists. What are the root causes? Where can pressure on the system actually shift the outcome? 3. Gather ideas from the community on how to address those leverage points. Don’t just diagnose — co-design solutions. The people closest to the problem often know what will actually work. 4. Examine your current programs. Which ones address the real leverage points? Which ones don’t? Be honest. It’s okay to let some things go. 5. Develop strategies that live in your zone of genius. You can’t solve everything. But you can do your part powerfully when strategy aligns with your strengths. 6. Break the 5-year vision into annual goals, quarterly rocks, and assigned actions. Don’t skimp on implementation. Getting this right takes a step-by-step plan with real resources and person-hours. And to do it well, the ED can’t carry it all alone. This is how we helped Santa Clara County redesign its jail reentry strategy — leading to an 11% reduction in recidivism among our target population during the first years of implementation. It’s also the process we used with Cradle Cincinnati, strengthening the work they’re doing to eliminate infant mortality by clarifying the key leverage points for change and further developing community-rooted strategies to address them. Because real transformation doesn’t come from doing more. It comes from doing what matters most, and doing it well. Is your plan a to-do list, or a roadmap to real transformation?

If your nonprofit can’t explain its Theory of Change in one breath… you probably don’t have one. Let me say this louder for the good people at the back: Theory of Change is not just a donor requirement. It’s your organisation’s compass. Your “why → what → how → impact” map. And without it? You’re basically throwing programs at a problem and hoping something sticks. Let’s break it down with a simple, practical example: Problem: Girls in rural communities drop out of school by age 13. Goal: Keep them in school through secondary education. Here’s a basic Theory of Change: - If we provide scholarships - And train local mentors - And run community awareness campaigns - Then parents will be more supportive, girls will stay in school, and completion rates will improve. Theory of Change isn’t just what you’re doing- it’s the logic behind your work. Why does it matter? Because: - It helps your team stay focused (no more random activities “just because”) - It makes it easier to evaluate what’s working - It gives funders confidence that you’re not just passionate, you’re also strategic - It helps onboard staff faster - It shows your beneficiaries that you’re not guessing If your organisation is growing, struggling with clarity, or applying for funding, you need a Theory of Change that makes sense to humans, not just M&E consultants. I help nonprofits clarify this (without the jargon or the headache). Let me know if your team is due for a Theory of Change reset or if you want to build one that doesn’t collect dust after the proposal is approved. Laura Temituoyo Ede Making strategy make sense – One logic model at a time

Summer is the start of strategic planning season for many nonprofits, but too often, that planning process is anything but strategic. Here are 5 important things to get right so your next planning process is strategic, effective, and meaningful. 1 >> Plan for Less Many strategic plans read like an extensive wish-list rather than a succinct perspective on the organization's most important priorities, investments, and intentions. This translates into organizations planning to use 100% (or more) of their staff and resource capacity, ignoring important realities - like ongoing high turnover rates, onboarding timelines, and the fact that other important things will come up. Plan for less capacity - let's say 65-80% - and leave room to adapt to what comes next. 2 >> Make Tradeoffs Good strategy involves making clear, consistent choices about what you will and won't do to reach your goals. That means making tradeoffs. When you try to do everything at once, it's hard to know which parts actually worked - and it reduces understanding of how to create meaningful impact for the folks you serve. 3 >> Align Your Plan and Budget Your strategy needs to inform your budget, full stop. If your budgeting process is run separately from your strategy development process, then your budget will win out every time and your strategic plan will become yet another expensive bookend. 4 >> Make it Make Sense Your strategic plan is not a "one-size-fits-all audiences" document. Your staff, community, volunteers, donors, and other stakeholders all need to understand your strategy, but trying to make a single planning document speak to everybody reduces clarity and engagement. Instead, create a cohesive strategic narrative that can be adapted to different audiences and enhanced with the right kinds of data, marketing materials, operating details, and communications approaches for each audience. 5 >> Spend Time to Explore & Determine What You Really Need Often, nonprofit executives come to LaFemina & Co. seeking one thing (e.g., a strategic plan) when they actually need something else. Many other consultants we know have the same experience. Before you jump into a new strategic planning process, spend time having conversations with experts and consultants you trust about what's most needed right now at your organization. You may be surprised by solutions that are a better investment for your current needs. This list is far from comprehensive, but it represents some often-missed essentials for creating effective strategy. Have you seen these items impact strategy development in your work? Share your experiences in the comments. #nonprofit #strategy #leadership #management #ChangeLeadership --- I'm Veronica - I advise CEOs and Department Heads at established nonprofit on creating strategic clarity and learning to lead change well. On LinkedIn, I write about practical approaches to improving the ways we think, plan, and work.

60–90% of nonprofit strategic plans never fully launch. That’s not a typo, it’s a wake-up call. Not because the plans were bad. But because the moment they were done, priorities had already shifted. And I’ve seen this more times than I can count: → Months spent building a beautifully framed plan → Teams stretching capacity to meet deadlines → Only to realize at the end...a lot of it is no longer relevant That’s not failure. That’s the nature of working in complex, living systems where needs evolve, timelines blur, and community voices (rightly) disrupt our neat assumptions. So here’s what I’ve come to believe: A strategic plan isn’t a map. It’s a launchpad. “Building it while flying it” isn’t always a red flag; it’s how real systems breathe. And implementation teams? They’re the quiet engines of every bold vision. Don't get me wrong: Strategy still matters. Operationalizing it, testing, adapting, and listening in real time is where the real work happens. So the question isn’t “Do you have a plan?” It’s: ↳ Does your plan know how to evolve? ↳ Is your team empowered to adapt it? ↳ And when your organization's priorities shift again (as they will), will you be ready to move with it?

🚫 Why Applying for Grants Too Early Is Risky Dear #NGO Leaders, Are you thinking of applying for a grant? Read This First. One of the most significant mistakes that founders make is believing that grants will build their organisations. The reality is that only well-structured organisations attract grants. Concentrate on establishing a solid foundation, and the funding will follow. Before approaching any donor agencies, your organisation should have these key elements in place: ✅ Legal Registration & Governance Your organisation should be a legally registered entity that complies with all relevant laws and regulations in your country. Key features of such an organisation include a clearly defined leadership structure, with a board of directors responsible for providing oversight and strategic direction. ✅ Defined Mission & Vision It is essential to have a well-defined mission and vision that articulate your organisation's purpose and the positive impact you seek to create. Your mission should outline the specific reasons for your organisation's existence, detailing how you serve your stakeholders and the community at large. Meanwhile, your vision should convey your aspirations for the future, painting a picture of the change you aim to implement over time. ✅ Strategic Plan & Programs It is essential to clearly define your priorities and focus areas, as well as to establish a comprehensive roadmap that outlines the steps necessary for achieving meaningful impact. This strategic plan should include specific goals and objectives, timelines for implementation, and measurable outcomes to track progress. Establishing regular checkpoints to evaluate the effectiveness of your programs will help you stay on course and make necessary adjustments as you work towards your desired impact. #Attention Founders, It is essential to embrace the importance of developing a strategic plan for your organisation. Focus on identifying and prioritising specific areas where you can create a meaningful impact. Remember, you cannot address every challenge that arises in your community. Instead, concentrate on solving issues that resonate with your mission and vision, as well as align with your strategic objectives. Avoid the temptation to shift your focus frequently, driven by the allure of potential funding opportunities. Instead, maintaining a consistent direction and building a strong track record in your chosen focus area will significantly enhance your credibility with donors. By doing so, you will cultivate stronger relationships with potential funders and increase your chances of securing the support necessary to advance your mission. 💡 Applying for grants without this foundation is like building a house without a frame. Donors don’t just fund ideas; they fund institutions they believe can deliver impact responsibly. #GrantWriting #NGODevelopment #NonprofitLeadership #FundraisingStrategy #OrganizationalDevelopment #ResourceMobilization