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USING A STRATEGIC PLAN TO YOUR BENEFIT. INTRODUCTIONS: THE SPARK MILL.

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Presentation on theme: "USING A STRATEGIC PLAN TO YOUR BENEFIT. INTRODUCTIONS: THE SPARK MILL."— Presentation transcript:

1 USING A STRATEGIC PLAN TO YOUR BENEFIT

2 INTRODUCTIONS: THE SPARK MILL

3 3 Grab 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?

4 WHERE ARE YOU TODAY? How old? Measurable? Action oriented? Dust Magnet?

5 WHO HAS CONTROL? First, assess your culture. What can you control and what is out of your control? Alliances and Relationships

6 BEST PLACE TO ADVOCATE: INVOLVE YOUR DONORS Planning Committees Retreats Surveys Leadership Briefings

7 THE TEAM

8 STRAT EGY & VISION

9 MISSION VS VISION MISSIONVISION Why you existDesired end state Use to make decisions Inspirational Long-term change

10 STRATEGIC VS TACTICAL STRATEGICTACTICAL FuturePresent Long-TermImmediate AnticipatoryReactive Growth-OrientedSurvival-Oriented

11 Where are you going? How will you get there? How will you know when you have arrived? STRATEGIC PLANNING

12 STRATEGIC PLAN DOs Internal and external Dream, Synthesize, Plan Finance Measures

13 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

14 INSIDE A STRATEGIC PLAN OUTC OMES CHANGES you want to see in the organization (3-6 per plan) STRAT EGIES HOW you will accomplish those changes (2-5 per outcome) TACTI CS SPECIFIC ways or things you need to accomplish the changes (2-4 per strategy) ACTIO NS RESOURCES AND TIMING - Specifics of who and how much

15 INSIDE A STRATEGIC PLAN OUTC OMES CHANGES you want to see in the organization (3-6 per plan) STRAT EGIES HOW you will accomplish those changes (2-5 per outcome) TACTI CS SPECIFIC ways or things you need to accomplish the changes (2-4 per strategy) ACTIO NS RESOURCES AND TIMING - Specifics of who and how much

16 WHAT CAN A PLAN LOOK LIKE?

17 WHAT ELSE COULD IT LOOK LIKE?

18 DEVEL OPME NT

19

20 LEAD BY EXAMPLE If you can’t get your organization to do one, make one for your department instead.

21 WHY DOES IT HELP? Strategic planning forces an organization to do thorough Project Planning Defines fundraising priorities through planning

22 TAKE THIS

23 MAKE THIS

24

25 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

26 Key Components Strategy 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 donors Planned Giving – increased communication, Work on identifying current planned gifts and cultivating new ones. Board Participation – expansion, increased participation in fundraising activities.

27 Key Components Action Plan

28 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?

29 DON’T FORGET MEGA GIFTS COME FROM BOLD PLANS

30 BOAR DS

31 MOTIVATING Setting Commitments

32 MOTIVATING Action Plans

33 BOARD MEETINGS Reorganize for Fundraising Energize Inform Refocus What do you cover? What are you leaving on the table?

34

35 QUESTIONS NOW or LATER? to talk: to write: P /thesparkmill F /thesparkmill


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