Posts Tagged ‘strategic planning’

Fundraising for Social Change by Kim Klein

Since it was first published in 1988, Fundraising for Social Change has become one of the most widely used books on fundraising in the United States. Fundraising practitioners and activists rely on it for hands-on, specific, and accessible fundraising techniques, and it has become a required text in dozens of college courses around the country. This fifth edition offers the information that has made the book a classic: proven know-how on asking for money, planning and conducting major gifts campaigns, using direct mail effectively, and much more. The book has been significantly changed to include new technology—e-mail, online giving, and blogs—and contains expanded chapters on capital and endowment campaigns, how to feel comfortable asking for money, how to recruit a team of people to help with fundraising, and how to build meaningful relationships with donors. In addition, this essential resource contains new information on such timely topics as ethics, working across cultural lines, and how to create opportunities for fundraising more systematically and strategically

Nonprofit Essentials: The Capital Campaign by Julia Ingraham Walker

Preparation. Planning. Execution. It’s all here!
Finally, a clear and compelling guide to the key components shared by all campaigns. Illuminating case studies, practical tools, proven strategies, and helpful hints displayed throughout the book highlight solutions to common stumbling blocks that can trip up even the experienced campaign professional. Emphasis is given to new tools available through the Internet, such as Web sites for prospect research and the use of electronic media to help make your organization’s case stand out among the competition.

I’ll Grant You That: A Step-by-Step Guide to Finding Funds, Designing Winning Projects, and Writing Powerful Grant Proposals by Jim Burke and Carol Ann Prater

Part book, part CD-ROM, I’ll Grant You That is an all-in-one resource for finding funds, designing winning projects, and writing powerful proposals.

The Non-profit Sector in a Changing Economy by Organisation for Economic Co-operation and Development

Recent socio-economic trends, welfare state reform; the emergence of civil society and democracy have highlighted the growing significance of the non-profit sector – a sector between state and market – often associated with concepts such as ‘social economy’, ‘third sector’, ‘voluntary sector’, ‘third system’, ‘independent sector’ and, more recently, ‘social entrepreneurship’. This sector is facing a number of crucial new challenges such as management quality whilst both maintaining the sector’s unique social dimension and fostering social innovation. Drawing on contributions from leading experts and academics, this report provides ground-breaking assessment of new trends; reviews the significant non-profit sector developments in EU countries, the US; Canada; Mexico and Australia; and provides tools on how to finance, monitor and evaluate the sector. This book, supported by statistical data, is for policy makers, practitioners, academics and the corporate sector.

The “How To” Grants Manual by David G. Bauer

Bauer offers many suggestions and tips (as well as encouragement) to help grantseekers become proactive. The first section does a good job of helping grantseekers see the grant proposal from the grantor’s perspective. It also provides information on how to develop and document a proposal, write and refine it, and find the right venue for it. The second and third sections cover the process of identifying and applying for government and private grants. In addition to clarifying the differences between public and private funding, these sections detail the planning, research, and submission of grants, as well as how to follow up on them. The book includes tables, charts, and worksheets that summarize the information and help grantseekers focus their thinking.

Team-Based Strategic Planning: A Complete Guide to Structuring, Facilitating, and Implementing the Process by C. Davis Fogg

Strategic planning is a critical part of running a business, but when you get a team of people together to plan, it can often become a confused exercise in grand visions without a clear process for establishing workable goals. This book is unique in providing both guidance for the actual content of strategic plans and techniques for how to plan in a team context. Readers will discover how to: * structure the process so it custom fits their company needs * effectively facilitate the process (keep meetings on track, train others in planning skills, document decisions made at meetings, present and communicate the plan) * use teams and teamwork smoothly and productively to create a far-reaching plan — and then to implement it Features detailed guidelines for each step, dozens of flowcharts, and three self-contained “”facilitator’s guides”" to follow.

For strategic planning to be effective in the nonprofit setting, a variety of issues must be considered, including the relationship between board and staff, limited resources, and more. Packed with real-world insights, planning tips, common misperceptions, pitfalls to avoid, and other useful pointers, this Second Edition and its companion Web site make planning easy for nonprofit managers by providing a six-step approach to strategic planning, field-tested worksheets, and a real-life case study that takes readers through the entire process of successfully creating and implementing a strategic plan.

Every business needs a plan; therefore, you are encouraged
to create a business plan. Then you need a way to ensure that that plan is
implemented, this is where strategic planning comes into play. Strategic
planning, in simplest terms, is the process of taking your business plan and
making it into action items. Identifying what you’ll spend time accomplishing
in order to meet your business plan objectives.

You need a few tools as you start to create your strategic
plan, they are:

·        
Personnel roster – know who is on your team and
what their skillsets include. You’ll create jobs for personnel, and need to
know what job is best suited for that individual.

·        
Calendars – make measurable milestones. At the
end of this process there should be a timeline with clear milestones as ways
for you to measure the success of the process.

·        
Time – allow yourself, and your staff, time to
develop this plan. Many organizations make an event out of strategic planning
by having an office retreat, or conference, and spend at least 8 full hours
working on it.

·        
Creativity hat – this is an opportunity to think
outside the box. If you’ve had an idea that you’ve wanted to try, now is the
time to share and brainstorm more innovative ways to reach your target market.

·        
Open mind – this goes hand in hand with being
creative. All ideas should be considered as this fosters sharing.

·        
Physical tools – there are some actual tools you
should have around the room during a retreat, such as: paper, pens, poster
pages, markers, tape, and the mission statement should be posted everywhere.

·      
Your mission statement is a key element to
accomplishing anything for your organization. Every staff person should clearly
know the mission statement. It should be reiterated in every activity. So, have
it posted clearly.

While it isn’t mentioned as an essential component, it
should be, there should be a facilitator present. The facilitator should be a
non-staff person as they will be the most objective. Their job will be to keep
the conversation moving forward. They are not there to control the
conversation, but to ensure that everyone gets an opportunity to join in and
share. It should be a safe place for people.

Strategic planning can happen whenever you deem it
necessary. If you take time to do this before you start looking at next year’s
budget, then you can perhaps add new ideas into your funding process. This will
give your strategic planning more of a business development approach, and your
creativity and new business strategies will really come into play. Now, if you
decide to do your strategic planning at the beginning of a new fiscal year, you
may not have the opportunity to manipulate the budget; therefore, you’ll have
to make sure your new business development stays within your allotted budget for
each department. As you can see there is no right or wrong time to do strategic
planning, and no one will say you can only do it once a year. However, as I’ve
already mentioned, it is imperative that you 
keep in mind that strategic planning is directly tied into your budget.

Here’s
a resource that I found that may be helpful as you are walking through this
process. If you need a referral for a facilitator, please contact me as I
know several.