Every nonprofit has goals. But not every nonprofit has a strategy.

And that distinction matters.

A goal says, “We want to expand our program.”
A strategy says, “Here’s when, where, how, and with what resources we’ll expand—and here’s how we’ll know if it’s working.”

In Part One of this series, we unpacked why strategic planning is essential. Now, let’s talk about what makes that plan effective. Because not all planning processes are created equal. Some produce clarity and action. Others produce 30-page PDFs that sit untouched for years.

At SOAR Partners, we believe good strategy doesn’t have to be complicated—but it does have to be intentional. Based on years of work with nonprofits across the country, here are five elements that separate strong strategic plans from the rest.

First, a great strategic plan begins with the right people providing input. That means more than just the executive team. Involve your board. Invite frontline staff. Engage your stakeholders—sometimes even your beneficiaries. BoardSource has found that nonprofits with broad stakeholder involvement in planning report stronger alignment between leadership and staff, and higher board engagement overall (BoardSource, 2023).

Including additional voices creates greater buy-in. When people help build the plan, they’re far more likely to help execute it.

Second, ground your planning in real data. That might include internal metrics (like program performance or financial trends), external research (like demographic shifts or emerging needs), or sector benchmarks. According to Bloomerang, strategic plans built on strong data analysis are significantly more likely to drive measurable results and attract funder confidence (Bloomerang, 2025).

Third, focus on fewer, clearer priorities. One of the biggest planning mistakes we see is trying to do everything at once. A strong plan typically includes three to five strategic goals—each with concrete outcomes, timelines, and accountable owners. Don’t be afraid to name what you’re not doing this cycle. That kind of discipline helps create real progress.

Fourth, build the plan into your organization’s rhythm. It’s not enough to finish a planning retreat and check a box. Strategic plans need follow-through—quarterly reviews and leadership check-ins that keep the momentum going. BoardSource recommends moving away from static five-year plans and toward rolling three-year frameworks that are revisited regularly. This kind of flexibility helps organizations stay nimble in rapidly shifting environments (BoardSource, 2022).

And finally, treat your strategic plan as a living tool—not a finished product. Some of the strongest organizations revisit their plan every quarter, making updates based on what’s changed or what they’ve learned. They use the plan to steer decision-making, allocate resources, and measure impact. It becomes a north star, not a filing cabinet relic.

If your organization is considering strategic planning—or wondering why your last plan never really got off the ground—we’d love to talk. At SOAR, we help nonprofits turn big vision into bold action. And we believe every organization deserves a plan that works as hard as they do.

• BoardSource.
  Nonprofit Strategic Planning.
  BoardSource, 2023.
  https://boardsource.org/fundamental-topics-of-nonprofit-board-service/nonprofit-strategic-planning/
• Bloomerang.
  Nonprofit Strategic Planning: Your Path to Impactful Growth.
  Bloomerang, 2025.
  https://bloomerang.co/blog/nonprofit-strategic-planning
• BoardSource.
  Reimagining Boards for High Impact.
  BoardSource, 2022.
  https://boardsource.org/wp-content/uploads/2022/12/Reimagining-Boards-High-Impact.pdf