Strategic planning for fundraisers Anne Dill Grantham CFRE
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Transcript of Strategic planning for fundraisers Anne Dill Grantham CFRE
Strategic planning for fundraisers
Anne Dill Grantham CFRESenior Consultant New ZealandGlobal Philanthropic Pty Ltd
What is Strategic Planning?
A strategic plan is an organised structure for creating the future.
It has foundation in the present, but describes the framework of a chosen
direction.
Why do strategic planning for fundraising?
Your charity observes that competitors are beginning to receive a larger share of the philanthropic pie.
New board members have recently joined the organisation.
It has been 4-5 years since the organisation has reviewed its sources of funding and the methods used to foster
giving.
The vulnerability of existing streams of income – contributed and earned – is recognised.
The organisation desires to develop new programs or to put more money into existing programs
Three steps to developing the plan
1. Prepare the planning base
2. Establish the strategies
3. Communicating and implementing the plan
Thinking strategically
Thinking strategically is accepting the intellectual challenge of creating the future.
Strategic thinking is the process for recognising the future and for seeing the potential pathways
to reach it.
See the big picture, consider the competition and develop a realistic vision.
Don’t do this alone, a small group of key personnel would be best include interested board
members as well as staff.
Start with Vision and Mission
Unrealistic mission statements breed contempt not commitment.
Why does your organisation exist?
What is the organisation meant to be involved with?
Does your mission statement fit the organisation? Is it really a statement of the way we do things
around here?
Is it easy to understand?
Analysis to avoid paralysis
One must know where one is before commencing a journey and strategic planning is preparing for
the journey to the future.
Planning Steps an overview
Understand the current situation
Identify the potential fund raising building blocks
Assemble the building blocks
Select the best strategy
SWOT Analysis
The only strength, weaknesses, opportunities and threats that really matter in a strategic plan are those with long-term implications – at least five
years out
Review your fundraising assets
1. THE ORGANISATION Well managed
Defined mission and goalsNeeded programs and services
Strong management
2. BOARD LEADERSHIP Committed
Well informedKnowledgeable about responsibilities
Active Development Committee
Fundraising Assets
3. PUBLIC IMAGEWell regarded
No major PR problemsRegular media coverage
Contributes to community
4. ORGANISATIONAL VISION AND PLANRelated to missionEndorsed by board
Put in writing
Fundraising Assets
5. CASE FOR SUPPORT Evolved from vision and plan
Articulates how funding will make a differenceIs compelling
6. PROSPECTSWho could be interestedWith some connections
Who have resourcesWho are involved
Fundraising Assets
7. VOLUNTEERSMake own commitmentsResponsible for asking
Trained in Asking
8. FUNDRAISING RESOURCESProfessional staff
Support staffAdequate budget
Computers Relationship database
Fundraising Assets9. ATTENTION TO DETAIL
Names correctAccurate giving records
Timely, appropriate thank yousDonor stewardship
10. SUPPORTIVE ORGANISATIONAL CULTURE Nice people who can talk about moneyDirector of Development reports to CEO
Director of Development has access to the boardEveryone understands fund raising to be a long term
process
Creating the building blocks
Identify the fund-raising opportunities.
Match all segments of the organisation’s constituency with the fund-raising vehicles
available to it.
Three matrices can be used:•individuals
•corporations•foundations
Matching fundraising programmes to market segments - individualsMarket SegmentsBoard members, former board members; friends,
donorsEvent attendees, community; staff,
volunteersFundraising vehicles
Major giftsDirect mailBequestsEvents
Memorial gifts
Corporations as potential contributorsMarket SegmentsMajor corporations
Small-medium size companiesLocal merchants
Fundraising vehiclesAnnual giving
Special programs and proposalsEvents
Corporate membership programs
Foundations as potential contributors
Market segmentsLarge private foundationsSmall family foundationsCommunity Foundations
Fundraising vehiclesGrant proposals
Identifying strategic options
Choose a variety of fundraising programmes, or building blocks, which appeal to the various
segments of your constituency.
Do they fit with the community?
What is the potential return on investment?
Example of two strategic options
1. A comprehensive development program with major gift focus, with emphasis on identifying, cultivating and soliciting major gifts $1,000+
2. High visibility strategy leading to heightened awareness and development of a broader donor base, less emphasis on major gifts
ScenarioYour organisation is a public library which serves middle and upper income suburban community of
70,000 people.
The library board is anticipating that town funding as a percentage of its operating budget may decline somewhat over the next few years.
Some information is available showing the sources of operating revenue and sources of revenue as a percentage of total operating
budget.
ExerciseIn teams, develop a strategy for option 1 or 2 include in your evaluation the key elements,
secondary elements, advantages and disadvantages of the option you choose and
highlight the key factors for success.
You have 20 minutes and then each team will present their strategy.
Presentations and discussion
What were the key success factors and what influenced your decision?
What other information would be useful for a board when presenting the strategies?
Where to from here?
What makes a good strategic plan?A good strategic plan must be keyed to the
operations which are necessary to make it happen. Who is responsible, and how they are to
operate, and with what resources, what is the time line and how success is to be measured should all be specified, as should targets, and
performance indicators.
References•Greenfield James The nonprofit handbook second edition, John Wiley and Son, 1997
•Kotler and Andreasen Strategic Marketing for Nonprofit Organisations, Prentice Hall, 1996
•Smith Neville Down to Earth Strategic Planning, Australian Institute of Management, Prentice Hall, 1994
For further information or questions contact :Anne Dill Grantham CFRE
Senior Consultant New ZealandGlobal Philanthropic Pty Ltd
Email [email protected]: 021 998 308