Strategic Planning

The strategic plan identifies where the organization is going and how it will get there. It is a work in progress that is never quite complete. The result of strategic planning is a written document that can be use by the staff, board and committee members. It will guide the organization for several years. It will be used to form the development plan.

NPO’s are formed to meet the needs of the community so it is necessary to look at all current, relevant needs assessments in your service area. You don’t want to provide a service that is already being provided by another organization or just is not that urgent of a need in your service area.

Take a look at the services that you are currently providing. Are they self supporting? Is there still the need for a particular service? What outcomes are you seeing because of your services? Where are the funds being obtained for your programs? Is there reasonable expectation that the funding will continue? Is there enough community interest in your program?

Do a analysis. There are several books on this process of identifying your NPO's strengths, weaknesses, opportunities and threats. The SWOT Analysis: Using your Strength to overcome Weaknesses, Using Opportunities to overcome Threats Strategic Management and Business Analysis Marketing and Competitive Analysis Templates and Tools

Once all this information is gathered the strategic planning process can begin.

The first step is to Form a Planning Committee. The committee should be made up of individuals directly affected by the plan such as board members, staff, community members, donors, clients, and/or current volunteers. A mix of volunteers from different ages, ethnic back grounds, geographic areas and income levels should be considered.

Decide who should write the plan. The executive director usually takes ownership of this task.

There are several key components to the strategic planning process:
1. Mission
The mission statement describes the purpose of the non-profit. The reason it exists. Who you serve and how you serve. See: The Mission Statement Posted 3/24/10
2. Values Ethical stance that the NPO will take. They guide our actions.
3. Goals A subsection of the mission that will be addressed.
4. Objectives Designed to meet your goals. Time-based and measurable indicators of success
5. Activities Specific plans indicating who will do what, when and how.
financial guidelines

NPO’s that already are established may just have to re-examine some of the components. For instance, the mission of a well established organization may need updating or may be still relevant. If you are updating a current strategic plan, you may find in the preparation stage that the community needs are still in existence and only the activities need to be adjusted.
Remember that the strategic planning process takes time and careful consideration. Do not rush the process. Once the document is completed it is usually relevant for 3 to 5 years. But don’t shelf it. Take a look at it periodically and make sure you are on track.

An Evening Celebrating the Arts

That is the name of the fundraiser I attending last night in the Poconos. For those of you that have never heard of the Poconos, the area is located in a sleepy area on the east side of Pennsylvania about 70 miles west of New York City. There are many beautiful trees, hills, and lakes. A sportsman's dream. On the weekends many tourist land in the Poconos to enjoy skiing, golfing and getting away from the city.

Back to the event. This was a fundraiser for the arts. The invitation stated: “Please join the Pocono Arts Council as it promotes the best regional visual and performing artist.” There was a silent and live auction, entertainment by Christian Porter and Walk-about Dining AKA buffet.

The premise is that you walk in have a drink (cash bar) bid on a few items. And at the chosen time enter the dining area. At this point you choose a line to stand in. There was one line for salads one for the entre. Once most of the guests are seated a few announcements are made (mostly thank you’s) and then many guests got back up to stand in line for dessert. Once everyone that was going to leave had left and cooled off the room to an icy 50 or so degrees by opening the door and the rest returned to their seats the bidding began.

All in all it was a very nice evening and the Arts Council made some money. The artist donated half of the final bid price, for their art, to the council. The tickets were just $45.00 each for non members. The room was full. I tell you about this event so you can see one special event option. 

As a fundraiser I thought they could have “pushed the envelop” a little bit. Maybe had a couple of really big items that they previewed in the invitation. Tell me how the money will be used not how they are starting the year $15,000 in the red. How did you use the money last year. Did my donation make a difference?

The Mission Statement

The Mission statement describes the purpose of the non-profit. The reason it exists.
In a few succinct sentences, your mission statement clarifies your nonprofit’s vision. The mission should be a group decision that is carefully created over time. Once the mission statement is established it should be looked at yearly to be sure it is still relevant. Changes may not occur for several years.
To create the mission statement key stakeholders should gather to brainstorm and answer three simple questions.
What need are we trying to address? How will we address these needs? What principles guide our work?
Gather relevant statements. Categorize like words and phrases.
Walk away. Maybe, return several days or hours later.
Create a statement or two. Then polish it. Consolidate it. Make sure it is succinct.
The mission statement should be timeless, easy to read, and tell a lot in very few words.

Sample Mission Statements
The American Red Cross, a humanitarian organization led by volunteers and guided by its Congressional Charter and the Fundamental Principles of the International Red Cross Movement, will provide relief to victims of disaster and help people prevent, prepare for, and respond to emergencies.
United Way to improve lives by mobilizing the caring power of communities around the world to advance the common good.
Habitat for Humanity works in partnership with God and people everywhere, from all walks of life, to develop communities with people in need by building and renovating houses so that there are decent houses in decent communities in which every person can experience God’s love and can live and grow into all that God intends.
The American Heart Association
Building healthier lives, free of cardiovascular diseases and stroke.

Editor’s note: I found all of these mission statements from the organizations website. Some were hard to find even after I used the search engine. One well known organization did not make my list because I could not find its mission.

Writing a Problem Statement

Clearly define the problem. A problem is the difference between the desired outcome and what is happening now as measured by statistical data.

To write a problem statement tell the reader what is occurring, what should occur and what will happen if the problem is not addressed.

Example: Fifty percent of all children less than 16 years of age are obese. This number should be at 20%. According to XYZ agency this number is expected to climb over the next five years. (All these stats are made up but you should get the idea.)

Statistics can be found on several reputable websites such as www.cdc.gov or the health department website for your state.

Nurturing Your Board

There are many types of boards. Some are governing others advisory. They are all responsible for fundraising. So how do Executive Directors and Development Professionals get the Board Members to do their job? Well, we provide the tools and encouragement to help the volunteers to feel comfortable. If asking for a gift is too much for a board member, maybe making thank you calls is more their pace. It may take a board member a year or longer before they are ready to invite a friend for a tour of your NPO.

To fire up board members it is a good idea to start with a tour of our facilities or presentation of your program.
Take notice: Are they effected by what they see or are they uncomfortable?
Do they offer advice or volunteer to help? Do they clearly understand our mission?
Tell them about stories of the individuals that are being served.
Let board members tell their stories. Is there a connection? Passion?

Show the plan:
Where are we? Where are we headed? What are our immediate needs? How about in the future?

List the areas that you need help. All board members should have choices of fundraising tasks.
Personally contribute (mandatory)
Participate in special events
Regular attendance at board meetings (mandatory)
Serving on a board committee
Voice in the community
Asking for advice
Host a gathering or tour
Thank you calls (for attendance at an event or for a donation)
Cultivate a prospective donor
Make the ask

Board of Directors and Bylaws

An effective Nonprofit Organization has a competent Board of Directors. This competency is derived from several factors. But the key is to have a set of bylaws that are followed and used to strengthen the NPO.

Within the Bylaws the required number of board members should be listed. It is best to have a minimum and maximum number. This helps when there is an unexpected resignation or two. The Membership Chair will have the opportunity to carefully select a new member rather than rushing to fill a position with someone that may not be the best person for the NPO.

The terms of office need to be listed. Also state if or how many times a term may be repeated. I have been on boards that were required to change their bylaws in order to renew their officer terms. To avoid this, a provision can be made to renew a membership as an exception if there is a majority vote in favor of the renewal. This allows a particularly effective board member to stay on while others serve their terms and step down. It also helps in cases where there are no new volunteers to step in.

An election process and by law change protocol should also be listed in the bylaws. This typically includes written notification one meeting before the election.

Removing a board member. This is not as difficult as it seems. But the process should be clearly stated in the bylaws. For instance; How many meetings should a board member be allowed to miss before they are asked to resign? What if they do something publically that does not look favorably on the NPO? What if they become seriously ill?

Let’s assume that your board members were properly introduced to your NPO and given a clear list of expectations. Then a simple phone call or letter will take care of the situation. Many times board members are relieved to be given an out. Or they may not realize how many meetings they have missed or how important their presence is valued.

Cover Letter

This is the funder's first look at your proposal.
Use quality paper with letterhead and matching envelope.
Times New Roman or Ariel Type 12 point
Check your spelling and grammar. Use another set of eyes, not just your computer.
Use action words that are positive.
Do not get too technical. The letter should be easy reading. (Think 6th to 8th grade)

The cover letter is a brief reflection of your proposal. Include a greeting, the need you are addressing,how you plan to address this need and an invitation to help. Thank the funder for considering your request and give them your contact information in case there is a need for clarification. Close and don't forget to sign!

Rember to keep the information simple The details will be described in your proposal.