Balancing program goals with urgent community needs requires a combination of strategic planning, flexibility, and a deep understanding of the communities we serve. As the National Project Coordinator for the United Nations Environment Program, I faced similar challenges while managing the Forest Restoration for Enhanced Ecosystem Services project in Afghanistan. Our project had clear long-term goals focused on restoring 555 hectares of degraded land using watershed management and ecosystem restoration techniques. However, we constantly had to adjust to urgent community needs, such as addressing immediate food security concerns due to environmental degradation or responding to local conflicts over land use.

Community Engagement and Consultation: I ensured that the project design was not only scientifically sound but also culturally sensitive by involving local communities in decision-making. Their input helped us align our long-term goals with their immediate needs, such as ensuring access to water and sustainable livelihoods. Flexible Implementation: While maintaining the overall project objectives, we allowed flexibility in how activities were rolled out. For example, while the primary goal was forest restoration, we also integrated soil and water conservation techniques that addressed both environmental degradation and the community’s immediate agricultural needs.

Imagining the needs of stakeholders while sitting in air-conditioned offices is a nonprofit leadership disease. Our clients are distressed but also capable people worthy or respect. A client advisory board can give insights that improve impact and reduce expenses. If a couple of members are nominated by a partner agency, the board can also strengthen your connections with the client niche.

Data-Driven Decision-Making: Through regular monitoring and evaluation, I was able to assess the immediate impacts of our interventions and adjust priorities when necessary. This ensured that we didn’t lose sight of the overall program goals while responding to urgent needs on the ground. My experience has equipped me with the ability to make informed decisions that balance the immediate concerns of communities with long-term project outcomes, ensuring that both are addressed without compromising the integrity of either.

Balancing program goals with urgent community needs is crucial for non-profits. It requires strategic thinking, data analysis, and adaptability. For instance, a food bank might prioritize emergency food boxes during a crisis while planning long-term nutrition programs. Research shows that 70% of non-profits struggle with shifting priorities. Effective consultants can help organizations navigate these challenges, ensuring both immediate impact and sustainable solutions.

It’s important to be flexible and recognise people’s needs and be prepared to pivot when your theory of change comes up against the real world and doesn’t match up. Sometimes people simply are not in a position to engage with your thinking and need different support to enable your theory to work. Keeping people at the forefront of your thinking will help prevent “saviour syndrome”. Meet people where they are and you can be successful, even if it adds a decade to your plan. Don’t, and be prepared to fail.