Organisational planning template for the Covid-19 crisis

A short planning document to capture your organisational priorities in response to the Covid-19 crisis is useful to NGO leaders and teams.

This plan should include your objectives, priority actions for those you serve, your staff and the organisation for the next week, the coming weeks and the long term. The plan can be used to frame discussions and agree collective priorities together. The document is also useful for boards and senior managers.

The below example of a crisis plan was developed by Stephen Hale, CEO of Refugee Action.

Are you a CEO looking for advice on how to steer your organisation through the Covid-19 crisis? Join Stephen and Penny Lawrence, chair of Refugee Action, in our webinar for CEOs on 22 April.

Penny is also an executive coach for NGO leaders and Oxfam GB’s former crisis director. Check out her practical tips for leading through a crisis.

Example plan

Our overall objective is to ensure we respond effectively to the current crisis in every aspect of our work, ensure the wellbeing of staff, and ensure we manage the financial implications of this crisis effectively.

Our approach

We will:

Act in line with our values
Be agile, making decisions quickly based on best (good enough) intelligence and knowledge
Look at dilemmas and decision from the perspectives of our clients, staff and organisation.
Be flexible, re-organising our work and moving staff into different roles when needed
Be pro-active in our support of our staff, particularly those who may become ill or self-isolated so that we reduce anxiety to the best of our ability
Advocate to government for decisions and clarity on critical issues affecting our clients, working closely with other key allies
Play a leadership role in building the capacity of local organisations to respond
Make decisions based on the advice of government, PHE as well as sector bodies like NCVO

Our priorities

This week

Our clients	Our staff	Our organisation
Immediate service continuity as we shift to remote support Are there new ways we can help our clients?	Staff well-being – all line managers to check on health and working from home (Wfh) issues for their teams Seek input on adapting what we do and how we do it from staff.	Check we have access to cash we need
Guidance sent to all staff re priorities for client liaison including our approach to key risks of clients short of food	Communication – allocate lead internal comms manager and protocols – prioritise LT updates to all staff, including guidance on implications of school closure and use of paid special leave Set up team WhatsApp groups to remain connected	Communication sent out to all supporters
Government advocacy on resolving xx	Develop good understanding of staff feelings and concerns Provide immediate support and advice where we can Ensure consistent approach across teams to paid leave and other issues	Ask chair to set up board subcommittee for agile decision making e.g. use of reserves
Provide immediate practical support and advice on key issues	Full transition to home working following government announcement	Initial assessment of key issues facing sector
	IT solutions developed – so groups can connect virtually

Coming weeks

Our clients	Our staff	Our organisation
Ensure we sustain and adapt our current services as effectively as possible	Ensure staff understand and are making the most of available technology – check on overload and stress of WFH	Our role in helping the sector respond – how can we collaborate?
Monitor impact of crisis on our clients and realise opportunities for change reflecting our strategic intent	Listen to staff feelings and concerns, and provide support and advice through developing a collective Q&A inviting all staff to share their questions and provide organisational answers and responses – admit where we don’t know	Take decisions needed to manage the financial implications of this crisis effectively.
Establish web page with info and guidance	Agree our approach to (many) issues arising from home working, financial uncertainty etc.	Fundraising team developing Coronavirus appeal
	Map who is time poor and time rich as a result of shifting priorities and rejig work /support

Long term

Our clients	Our staff	Our organisation
See strategy – better outcomes and service continuity for our clients	Retain staff motivation and connection despite remote working and staff furloughing	Maintain importance of our clients’ issues in policy making
Opportunity to realise campaign ambitions in service of the crisis	Develop talent through secondments into new leadership roles needed	Seek to collaborate with the sector. Offer to lead sector on xxxx, support on yyyy.