Published Date, 2025

How to Master Strategic Planning for Nonprofit Organizations

Created By: Campbell Lake

May 14, 2025

In today’s complex landscape, even the most mission-driven nonprofits can struggle to make meaningful progress without a clear plan. Strategic planning isn’t just about setting goals—it’s about aligning your vision, operations, and resources to drive long-term impact. A strong plan gives nonprofit leaders confidence in the path ahead and offers donors clarity and conviction about where their support is going.

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Nonprofit Strategic Planning FAQ

What is nonprofit strategic planning?

Strategic planning is the process of defining and creating a comprehensive roadmap to achieve organizational goals, set the direction for growth and transformation, or implement ambitious ideas and initiatives. Traditionally, strategic plans lay out a guide for organizations’ actions over a three to five years.

Why is strategic planning for nonprofit organizations important?

Strategic plans are vital to nonprofit success. They provide organizations with a clear action plan for current and future initiatives and serve as a reference document to keep teams on track towards shared goals. In addition to serving as a roadmap, strategic plans also indicate organizational strength and commitment to growth, a quality that will attract donors looking to make a strategic investment in your cause. Strategic plans instill confidence in leadership and stakeholders that the organization has a defined direction forward, backed by data and with buy-in from stakeholders.

When should nonprofits undergo the strategic planning process?

Whether your organization is undergoing a leadership transition, a change in the programming or services that you provide, a mission adjustment, campaign preparation, or simply needs to diversify its revenue, we recommend starting by developing a unified strategic vision and plan. Strategic plans will help you to level set, redefine priorities, shift resources accordingly, and prepare for new opportunities to increase your reach and grow your revenue.

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The Strategic Planning Process for Nonprofit Organizations

Just as important as a strategic plan is for setting organizational direction, so too is determining the right approach to the planning process itself. While each nonprofit may tweak its process based on its specific needs or end goals, most strategic planning processes should incorporate the following elements.

Strategic planning process for nonprofits (as explained below)

Part 1: Setting Your Nonprofit Up for Success

1. Create a Strategic Planning Framework

Before undertaking the planning process, it is crucial to build alignment across your organization about what a successful plan will look like. Ensure your organization facilitates guided discussions between staff, leadership, and board members to come to a consensus around the following:

  • Mission, Vision, and Values: These three elements should be the driving force behind the entire strategic planning process. Whether you’re looking to reaffirm or revise them, take the time to review each statement and determine if it still rings true to your organization today, and that it will continue to remain relevant upon the completion of your strategic plan. If changes need to be made, take the time to do so now.
  • Key Strategic Issues and Questions: Lay out any challenges or pain point areas you believe the strategic plan should seek to address. By understanding organization-wide perceptions of current problems, long-term vision, non-negotiables, and ambitions for change, you can ensure that the final strategic plan solves for these issues.
  • Roles and Responsibilities: The strategic planning process is a group effort that should involve multiple perspectives at every stage. Involve your program, development, and operations staff, board members, and internal and external stakeholders to ensure that the strategic plan touches all corners of your organization. Once you’ve identified all participating parties, establish responsibilities and team structures that ensure work stays on track while still involving as many voices as possible.

2. Engage Stakeholders

Once the strategic planning framework has been established, the next step is to engage stakeholders and gather feedback about your organization’s current state and future direction. Conduct conversations with both internal and external stakeholders (staff, board members, current and prospective donors, community members) to understand your nonprofit’s value add, strengths and weaknesses, and opportunities for enhanced impact. 

These conversations will allow your organization to understand its potential and capacity for growth and identify key gaps that the strategic plan should address. Beyond that, these touchpoints will help you assess stakeholders’ willingness and ability to be active participants in executing the strategic plan itself.

Part 2: Conducting A Strategic Analysis

Now that you have re-established your identity and core values, determined key focus areas, and secured stakeholder participation, the next step is to conduct internal and external analysis. This will give your organization the information needed to make key decisions around strategic direction and priorities. Consider analyzing the following:

1. Landscape Assessment

Assess the landscape in which your nonprofit operates to yield insights, new opportunities, or different tactics your organization may not be currently considering. Use this data to map out your environment and shape a differentiated approach to the work to help you stand out in the marketplace.

2. Programs and Services Assessment

In collaboration with your programmatic staff and leadership, conduct a qualitative and quantitative assessment of your programming and services. The evaluation should encompass the following for each program/service: effectiveness, scalability, quality, potential for growth, cost-effectiveness, and overall strengths and weaknesses. This analysis will help clarify the direction of these programs and services as a part of your strategic plan.

3. Business Model and Organizational Assessment

Nonprofits that employ a business mindset are those best positioned for sustainable growth. Key to any strategic planning process is an assessment of revenue-generating activities, threats to financial stability, and the capacity to scale the organization. Use this time to analyze the following:

  • Your Business Model: Review the programs and services your organization provides and the revenue sources by which your work is being funded to determine which programs or services should be expanded or started, maintained, or reduced. 
  • Your Organizational Capacity: This assessment will be key to determining your organization’s team capacity and ability to take on new initiatives. It will also identify areas of your organization that might be prohibiting progress and, therefore, need to be adjusted. The information gathered in this analysis will guide discussions around any trade-offs or changes that must be made to advance strategic goals and objectives.

This exercise will allow your organization to craft a strategy that will increase its mission impact and alignment with more effectiveness, and increase financial stability.

Part 3: Developing the Strategic Plan

Now that your organization has a comprehensive understanding of its current state, priority areas for growth and improvement, and feedback and buy-in from stakeholders, it’s time to reconvene your strategic planning group to design the formal plan. Decision-making in this stage should be centered around a shared objective to advance your mission and increase your impact. These objectives should ultimately translate into 3 – 5 strategic goals, supported by short- and long-term metrics, that will indicate progress is being made and goals are being met.

Once your organization has aligned on 3 – 5 strategic goals, it’s time to put pen to paper! Develop a comprehensive strategic planning document that includes the following:

  1. Cover Letter from Leadership
  2. Executive Summary 
  3. Mission, Vision, and Values Statements 
  4. Organization History and Current State
  5. Core Future Strategies and Goals
  6. Short- and Long-Term Objectives
  7. Success Metrics and Progress Indicators
  8. Conclusion

A formalized document will not only help your team show prospective donors your ambitions for the future but will also hold your team accountable and ensure that all activities are on track and in support of this new shared vision.

Best Practices for Nonprofit Strategic Planning

It is critical to approach your strategic planning process with the same level of care and attention you’ll give to executing the final plan itself. Follow these best practices to ensure an effective and efficient strategic planning process:

Best practices for nonprofit strategic planning (as explained below)

Before you begin researching, analyzing, and developing the plan, make sure your team understands why this new plan is needed and what it will address. 

Equally important is selecting a diverse group of active participants to engage in the planning process. This will ensure that all perspectives – especially those of the communities you serve – are accounted for in this new path forward. Gathering diverse input will also help your team generate fresh ideas, leading to a more relevant and impactful plan.

All strategic plans should include a progress measurement system, backed by data, to track success and determine where adjustments need to be made along the way. Defining these metrics from the outset will create a culture of accountability and prevent stagnation as the strategic plan is implemented.

Maintaining a line of constant communication – amongst teams, leaders, and board members – is imperative to strategic planning success. Conduct regular progress reports and check-ins with your teams to build trust and maintain transparency on what is going right, and what may need to be modified, to move the plan forward. Ultimately, increased communication will reduce resistance to changes and increase your likelihood of successful implementation.

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Nonprofit Strategic Planning In Action: A Case Study

National CASA/GAL Association for Children (NCASA)

  • Challenge: NCASA sought to develop a strategic plan that would guide fundraising efforts from 2023 to 2030. The plan focused on scaling its programs and aligning its network for enhanced impact.
  • Solution: Orr Group crafted a comprehensive strategic plan that involved close collaboration with staff and board leadership. We first identified key strategic goals and focus areas, and then led an extensive vetting process to gather feedback from key stakeholders that resulted in the development of a plan that reflected the needs of NCASA’s entire network.
  • Impact: The strategic plan set a clear direction for organizational growth, scaling programs nationwide, and enhancing outcomes for children and families. It laid the groundwork for a culture of inclusivity, innovation, engagement, and retention among staff. Our partnership has positioned NCASA to meet its ambitious growth goals with confidence and clarity.

Nonprofit Strategic Planning: How to Get Started

A compelling strategic plan not only guides operations but also inspires donors and partners to rally behind a shared vision for the future. If your organization is looking to level up its fundraising, programs, and sector impact, a strategic plan is the perfect place to start.

Orr Group brings a unique perspective, a business mindset, and a proven track record in impact to design and implement effective strategic plans. Get in touch to understand how we can help your organization chart a new path forward.

Related Resources

Planned Gifts: A Blueprint For Nonprofit Fundraising Success
Published Date 2025
Planned Gifts: A Blueprint For Nonprofit Fundraising Success

Created By: Steve Orr Updated May 7, 2025 Planned giving is a fundraising opportunity worth trillions that nonprofit teams can—and should—leverage. The Great Wealth Transfer (the mass transfer of $124 trillion from baby boomers to younger generations through 2048) represents more than a financial shift; it’s a critical opportunity for nonprofit organizations to harness the power of planned giving. In fact, experts expect $18 trillion to be donated directly to nonprofits.  By integrating planned giving into their fundraising strategies, organizations can take advantage of this massive opportunity, ensuring long-term sustainability and transformative impact.  In the current philanthropic climate, the question is not whether to incorporate planned giving but how to do so effectively. In this guide, we’ll define how planned giving works and explore essential best practices so your organization can cultivate a thoughtful, strategic, and lucrative planned giving approach. What is planned giving? Types of Planned Gifts Preparing Your Team for Planned Giving More Best Practices for Collecting Planned Gifts What is planned giving? Planned giving is when donors set money or assets aside to be donated to charitable causes in the future, either after a set amount of time or after they pass away. The Benefits of Integrating Planned Giving into Your Fundraising Program Unlike fundraising strategies that prioritize immediate returns, planned giving plays a critical role in building long-term sustainability. These future-focused gifts can unlock powerful, lasting benefits for nonprofits, including: Long-term financial stability. Planned giving creates a reliable, future-focused revenue stream that helps nonprofits weather uncertainty and plan confidently for what’s ahead. Increased donor engagement. Making a legacy commitment is a deeply personal and thoughtful act. It can strengthen a donor’s connection to your mission and increase their sense of loyalty as they shape the impact they’ll leave behind. Identify new prospects. Planned giving can attract donors with non-liquid assets, opening up a new pool of prospects. It also creates opportunities to deepen relationships with current and future supporters. Some gift types offer tax advantages, like capital gains exemptions, making participation more appealing for donors and beneficial for your organization. Support for large projects or endowments. Like capital campaigns, planned gifts are often larger than everyday contributions (studies show that a planned gift is 200 to 300 times the size of a donor’s largest annual gift), making them ideal for supporting large projects.  Stewardship opportunities past the donor’s lifetime. Even once a donor passes away, a planned giving commitment allows your nonprofit to convey the donor’s impact to their loved ones, and you could potentially earn new supporters in the process. Planned giving is a powerful way for donors to help advance your mission for years to come. To harness the transformative potential of planned gifts, your organization must educate your donors about leveraging this opportunity and support them through the process (more on that later). Types of Planned Gifts While planned giving is far more nuanced in practice, below are some common  types of planned gifts you might receive: Type of Planned GiftDescriptionDonor BenefitsTimelineExampleBequestsGift made through the donor’s will or trust after their passing.Estate tax deduction, more control over assets during life Deferred (after donor’s passing)Donor specifies 10% of their estate will be donated after their passingGifts of life insuranceGift made when a donor’s life insurance policy is paid out.Premium payments are tax-deductible.Deferred Donor names a nonprofit as a beneficiary that receives 10% of the policy payout upon their passingRetained life estatesDonor transfers property to a nonprofit but retains the right to live there until their passing.Charitable donation benefits while still retaining a residenceDeferred While the donor is still alive, they add the nonprofit to the deed so the nonprofit gets ownership rights when they pass. Charitable gift annuities (CGA)Donor contributes to a nonprofit in exchange for a fixed income payment for life.Donors can reduce income taxes and avoid capital gains taxes.Lifetime of the donorDonor contributes $60,000 for an annuity of $500 per year for the rest of their lifeCharitable remainder trusts (CRT)Donor contributes appreciated assets in a trust in exchange for a fixed income payment based on the original contribution’s value, and the nonprofit gets the remainder.Donors can reduce income taxes and avoid capital gains taxes.Lifetime of the donor or other specified termDonor donates $60,000 to a CRT with an annual income payment of $3,000 (5%) per year. The nonprofit keeps the leftover money from the trust upon the donor’s passing.Charitable lead trust (CLT)Opposite of a CRT; donor funds a trust that provides income to a charity for a set period. After said period, the remaining assets go back to the donor’s heirs.Potential estate tax savings on top of tax-deductible donationIncome to charity for a set period during the donor’s lifetime Donor contributes $60,000 to a CLT, which provides the nonprofit with $3,000 (5%) per year for 10 years. After 10 years, the remaining amount in the trust goes back to the donor’s heirs. Gifts of securitiesDonor contributes appreciated assets (like stocks or bonds) to a nonprofit.Donor avoids capital gains taxes and receives a charitable tax deductionImmediate transfer and the nonprofit sells the assetsDonor contributes $60,000 in appreciated stock to a nonprofit, avoiding paying taxes on the appreciated revenue.Pooled income fundsDonors contribute to a communal fund, receiving income based on the value of the original gift for life. Donor receives income for life, a charitable tax deduction, and can be part of a greater impact.Lifetime of the donorDonor contributes $10,000 to a pooled fund worth $200,000. They receive 5% of the total income paid out. Preparing Your Team for Planned Giving Planned giving is a complex strategic endeavor, representing a donor’s lifetime of financial planning and charitable intent. Therefore, a proactive and structured approach is crucial to meet donors where they are and anticipate future impacts. Yet even with the best intentions, many organizations struggle to fully prepare for the intricacies of planned giving. Success requires more than a plan on paper—it demands organizational alignment, internal readiness, and a shared commitment to integrating planned giving into daily practices. The following steps can help you lay the groundwork for a sustainable and successful program.: 1. Collaborate with the Executive Team To fully align your strategy across teams, your leadership team must be heavily involved with the process from day one. This includes your Chief Development Officer, Chief Operational Officer, Chief Financial Officer, and investment committee. These leaders ensure that the strategies you develop are sustainable, compliant with financial regulations, and properly positioned with your organization’s long-term goals. Moreover, their financial and operational expertise is essential for crafting gift acceptance policies, managing gifts, safeguarding organizational interests, and ensuring ethical stewardship of donor intent. Further, effective executive collaboration allows for clear communication of financial needs to donors, fosters a culture of collaboration, ensures successful service and program delivery, and establishes metrics and processes to set realistic goals and maintain accountability.  To collaborate effectively with the executive team, you’ll need to: Set regular meetings with them to provide updates on your program and review new opportunities in the planned giving space. Establish messaging guidelines to instruct executives on how to discuss and promote planned giving opportunities with donors. Create a clear action plan so executives understand their role in your planned giving process. Regardless of your nonprofit’s scope or available resources, the end goal of this step should be to secure buy-in from the most important decision-makers on your team. Provide a clear value proposition and answer any questions to steer your team in the right direction. 2. Build Your Planned Giving Program Framework Now that you’ve involved your executives in your planned giving strategy, it's time to define the fine print of your planned giving program. To be truly prepared for planned giving success, ensure your framework outlines the following elements: Program structure. Defining your program’s structure helps get it up and running by determining resource allocation, project goals, types of planned gifts you’ll focus on collecting, donor engagement strategies, and responsibilities of key team members.   Policies for planned gift acceptance. Decide which types of gifts you’ll accept, how the gifts are valued, and which restrictions or conditions are attached. Ensure these policies align with ethical standards and your nonprofit’s mission.  Necessary management infrastructure. Analyze your current capacity and resources to understand if you’ll need additional support (such as more staff members or a new team structure) to manage the program. Strategic partners. To facilitate your planned giving program, your nonprofit might work with financial advisors, planned giving experts, general fundraising consultants, attorneys, and more. Start building a network of partners to help your efforts go off without a hitch.  “When considering premium financed life insurance structures, it’s crucial for organizations to fully understand the complexities and opportunities these vehicles offer. Our legal expertise ensures nonprofits are well-prepared to navigate these sophisticated planned giving strategies.”Alex Burgess, VP & Principal, The Burgess Group As you develop these fundamental policies, collect input from executives across the team to gain various perspectives and keep everyone in the loop.  3. Educate the Whole Team Every department plays a pivotal role in your planned giving program’s success. With executive collaboration in place, the next step is to deepen your entire organization’s understanding of planned giving.  Educating your entire team about planned giving requires a unique approach. Streamline your efforts by: Starting small. Even if your nonprofit has the resources to invest in a large program immediately, remember that you must build the groundwork first. Once you receive executive buy-in, begin by training your development and finance team members before providing nonprofit-wide training to refine your program.  Encourage interdepartmental collaboration. Once you’ve trained those with the most prominent role in the planned giving program, involve the entire team in your program rollout. Develop department-specific training resources so everyone understands their unique responsibilities and is equipped to identify planned giving opportunities when they encounter them. Integrate planned giving into daily operations. Now that everyone is prepared to contribute toplanned giving success, you can ramp up your efforts and dedicate more time to planned giving strategies in your daily activities. Include planned giving messages in your communications with mid-level and major donors, and report on progress in your organization-wide meetings.  Your team will undoubtedly have questions when implementing such a transformative giving initiative. Give them plenty of time to adjust, get the information they need, and become comfortable with your planned giving strategy.  More Best Practices for Collecting Planned Gifts Your planned giving approach will depend on your nonprofit’s unique goals and strengths, but all organizations should keep these best practices in mind:  Handle planned giving delicately. By its nature, planned giving can be a sensitive topic, and your team must handle it with care. When approaching prospects about deferred planned giving options, keep the focus on securing a legacy. Initiate these conversations strategically, timing-wise; pay attention to donors’ personal lives and giving behavior to avoid coming across as insensitive, pushy, or out of touch. Cross-promote planned giving with other fundraising strategies. Asking for planned gifts on their own can be challenging, but the conversation can start more organically when introduced alongside other asks. For instance, you might pitch planned giving opportunities as part of your capital campaign appeals, positioning them as a component of a long-term, proactive fundraising approach.  Keep donors in the loop about future activities. Showing impact is critical for building donor trust, but it can be challenging for planned gift supporters to visualize their future impact. Keep them informed about future initiatives so they understand how you’ll use their donations. If you don’t know the exact programs or initiatives yet, speak about how you envision expanding your mission.  Offer and maintain educational materials. If your supporters are aware of planned giving, they might have preconceived notions that can reduce their likelihood of donating. Create donor-facing materials that explain how planned giving works, the types of planned gifts you collect, and the benefits of participating. In addition to pamphlets and a page on your website, offer planned giving informational sessions where your senior leaders can walk interested donors through the process. As you roll out your planned giving program, watch how donors react and adjust your outreach approach. Also, collect their feedback to iterate on your efforts and align with their needs and preferences. Wrapping Up If you’re eager to get started with planned giving but need additional support, look no further than Orr Group. Orr Group applies a business mindset to provide sustainable, revenue-driving solutions for our nonprofit partners. Get in touch to learn more about our planned giving services, from strategy development to management and administration. Steve Orr is the Co-Founder and Managing Partner of Orr Group. Steve draws from his investment banking and finance background to bring a problem-solving approach, a focus on metrics, and an outcomes-driven perspective to the nonprofit sector.