using a strategic plan to your benefit. introductions: the spark mill
TRANSCRIPT
USING A STRATEGIC PLAN TO YOUR BENEFIT
INTRODUCTIONS: THE SPARK MILL
3Grab a post-it and write down three expectations or desired outcomes you have for this session – what needs to happen to make this session invaluable and worth your investment?
WHERE ARE YOU TODAY?• How old?• Measurable?• Action oriented?• Dust Magnet?
WHO HAS CONTROL?• First, assess your culture. • What can you control and what is out of your control?• Alliances and Relationships
BEST PLACE TO ADVOCATE: INVOLVE YOUR DONORS• Planning Committees• Retreats• Surveys• Leadership Briefings
THE TEAM
STRATEGY & VISION
MISSION VS VISION
MISSION VISIONWhy you exist Desired end stateUse to make
decisionsInspirational
Long-term change
STRATEGIC VS TACTICAL
STRATEGIC TACTICALFuture Present
Long-Term ImmediateAnticipatory Reactive
Growth-Oriented Survival-Oriented
Where are you going?
How will you get there?
How will you know when you have arrived?
STRATEGIC PLANNING
STRATEGIC PLAN DOs• Internal and external• Dream, Synthesize, Plan• Finance• Measures
STRATEGIC PLAN DONTS• Don’t allow staff to write it
• Don’t use the process to shut out ideas• Don’t involve external stakeholders• Don’t forget to consider your environment• Don’t do it in one day
INSIDE A STRATEGIC PLAN
OUTCOMES
CHANGES you want to see in the organization (3-6 per plan)
STRATEGIES
HOW you will accomplish those changes (2-5 per outcome)
TACTICS
SPECIFIC ways or things you need to accomplish the changes
(2-4 per strategy)
ACTIONS
RESOURCES AND TIMING - Specifics of who and how much
INSIDE A STRATEGIC PLAN
OUTCOMES
CHANGES you want to see in the organization (3-6 per plan)
STRATEGIES
HOW you will accomplish those changes (2-5 per outcome)
TACTICS
SPECIFIC ways or things you need to accomplish the changes
(2-4 per strategy)
ACTIONS
RESOURCES AND TIMING - Specifics of who and how much
WHAT CAN A PLAN LOOK LIKE?
WHAT ELSE COULD IT LOOK LIKE?
DEVELOPMENT
LEAD BY EXAMPLE• If you can’t get your organization to do one, make one for your department instead.
WHY DOES IT HELP?• Strategic planning forces an organization to do thorough Project Planning • Defines fundraising priorities through planning
TAKE THIS
MAKE THIS
DEVELOPMENT PLAN• Shorter the better• It is for your desk, not your bookshelf• Written by you, approved by board• Translated into Calendar• Informs budget, not informed by budget• Based on last two years results
Key ComponentsStrategy Overview
The major strategies for the year will be:
Annual Giving – maintenance, which will require additional work Major Gifts – increased communication, Discovery of increased opportunities for funding and greater communication with donorsPlanned Giving – increased communication, Work on identifying current planned gifts and cultivating new ones.Board Participation – expansion, increased participation in fundraising activities.
Key Components• Action Plan
PRACTICE• List most distinctive and compelling programs • List the primary ways this project will serve your clients• Summarize one story• List three reasons the donor might wish to support the project• What would that gift help accomplish for your organization?
DON’T FORGETMEGA GIFTS COME FROM BOLD PLANS
BOARDS
MOTIVATING
•Setting Commitments
MOTIVATING
•Action Plans
BOARD MEETINGS• Reorganize for Fundraising• Energize• Inform• Refocus
• What do you cover?• What are you leaving on the table?
804-852-6409 QUESTIONS NOW or LATER?
to talk: 804.852.6409to write: [email protected]
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