The mission statement should provide continued direction and focus to your plans and operation in your organization. See Basic Description of Strategic Planning. Looking ahead and planning for the future actually should be continuous: Having extraordinary goals and wanting to reach them is wonderful—but having too broad of a focus can cause strategic issues.
These may include eliminating a particular service or product, changing the price point of a service or product if applicableetc. For example, many consultants include fundraising appeals in emails to their mailing lists in support of their nonprofit clients. Segments should be measurable, accessible, different from other segments in response to a marketing mix, durable not constantly changingsubstantially large enough to generate income, and homogeneous.
For additional assistance, see Strategizing. Constructing the Plan Whether used by internal or external readers, the business plan should focus on the nonprofit mission and how the work is carried out.
Research information about best practices for providing services that work, such as successful approaches for improving participation in financial literacy programs. With the right preparation, nonprofit board members can bring in significant donations from sources that may be outside your sphere of influence.
Appendix C includes information to organize this analysis. Many stakeholders want to know that their donations are going straight to the cause. As you identify who will accomplish each of the objectives, you might end up refining your staffing plan. You also will probably have goals that directly in regard to building, producing and selling products or services to your customers.
Post your vision statement throughout your organization. The mission statement should provide continued direction and focus to your plans and operations. Consider goals over the term of your strategic plan, but look very closely at the next year especially.
Your goals are likely to be modified somewhat as you give more attention later on to product design. Choosing your team Your fundraising team should bring together a mix of nonprofit pros with complementary skills and align them around your strategic plan.
A strategic plan identifies your nonprofit's goals for a certain time period (generally one to three years) and outlines how you will achieve those goals.
Though your nonprofit will undoubtedly engage in future planning for specific activities, think of the strategic plan as the "master plan" for your organization. The basics to consider when writing a strategic plan.
Having a realistic plan, directly linked to outcomes, is evidence that you know where you are going, are clear about the difference you want to make, and understand the mechanics of how to get there. Below, write down the strategic goals that must be achieved in order to address the issues listed in Appendix C.
Think about what must be achieved in order to address the issues. Consider goals over the term of your strategic plan, but look very closely at the next year especially. Revisit the plan periodically, making adjustments, and adapting the plan – and the nonprofit’s strategic priorities - as circumstances change.
Some argue for throwing out the “plan” completely, or reducing it to a very short, concise document, easily digestible by staff and board.
The Nonprofit Fundraising Strategic Plan Guide July 18, | The EveryAction Team For some things, spontaneity is highly desirable, but any fundraising professional will tell you that planning. Strategic planning is one of the most vital in business planning for nonprofit organizations aspects.
These organizations must be able to clearly identify their goals and objectives and to remain faithful to its main concepts to be successful.How to write a strategic plan for a nonprofit