A solid strategic plan is not an easy thing to write. Ideally, it should have a balance of big picture thinking and sufficient detail so that it can be implemented. A strategic plan cannot be pie-in-the-sky but it also cannot be a user’s manual full of which button to push.

I would advise that strategic planning begin with 3 steps:

1. Undertake a benchmarking study with peer institutions. This can be as formal or informal as you have time for. Design questions that address these issues:
   1. What are the elements of their fundraising program? What are their goals?
   2. How much do they raise with their budget?
   3. Are there program elements that many peer institutions have that you do not? Why or why not?
2. Assess the culture of philanthropy at your institution. Consider these questions:
   1. Do the closest stakeholders understand the need for giving (employees, board members, etc.)? Do they actually give?
   2. Are there elements of fun around the enterprise of fundraising?
   3. Do you have an eager pool of volunteers to assist you in your endeavors?
   4. How’s staff morale?
3. Clearly articulate what your goals are for the upcoming year. Be concise and specific.
   1. Dollars or donors? Both? Alumni participation?
   2. Special campaigns? Buildings? Endowments? Operating expenses?
   3. Building or improving systems? Donor/alumni relations?

If your staff can take these three steps you are well on your way to a solid strategic plan. From here, you will need to take into account what you can afford to do next year, your budget. Your budget will drive what vehicles you can use to fundraise and how much you can do with each of those methods. Do you have major gift officers? How much can they travel? What’s a reasonable expectation of visits?

Do you have staff and budget to promote planned giving opportunities? What can you afford to do in terms of direct mail, phonathon, donor relations, etc.? Don’t forget about crucial areas like stewardship and fulfillment (pledge follow up). Also, pay special attention to data integrity and enrichment. You cannot afford to ignore those important areas.

Now, you have to combine your various vehicles for communication with the content: the case for support. What will you be focusing on this year? What are the needs of your institution? Scholarships? Program support? Operating expenses? What’s the impact that the donor will have in the world if they make a gift this year? Begin to weave these messages into thoughts about how to segment your data this year.

The final part of your strategic part is to have a calendar. You know enough now to lay out the steps. Don’t go into too much detail but have a month-by-month list of what major action steps need to happen to accomplish your goals. Review this calendar regularly at staff meetings.

It is inevitable that you won’t get to all your great ideas in one year. I’ve found it helpful to add a section at the end of my plan called “And Beyond” where I can stash my great ideas for future years. It keeps me inspired and helps me not to forget. Encourage other staff to join you in adding to that list throughout the year.

Most importantly, the strategic plan cannot be a lifeless document. If you aren’t referencing it at least once a month (preferably more), it isn't working for you. Start over. Make it a living document that guides you to your goals.

Deciding where you need to go is the first step to planning your travel. In the absence of wealth screening data or other ratings, I've found it helpful to run a list of every donor who has given $1,000 or more in the last 5 years to my institution. That provides me with a basis for deciding what major metropolitan areas I should visit over the course of the next year. 

Then you'll need to decide on your travel method. I have used car, plane and train  to get where I need to be and each has its own set of pros and cons. You will need to try out different methods and develop your own personal preferences of course. 

​For flights, I start with kayak.com. I like it because I am close to at least 5 possible airports and Kayak gives you great results for looking at nearby airports. This means I can quickly see which airport has the best possible prices for my organization's budget. Then I also check out Southwest too. Southwest airfares won't be in any of the standard databases or searches. Once I have decided on the exact flights I want, I go over to expedia.com because I can pick my exact seat on every flight. This is useful if my family is traveling with me (as they do from time to time) because I go back and purchase the same exact flights with my personal card and select the seats right next to mine. 

​I'm a Hilton Honors member, so I often make that my next stop. (It doesn't matter which loyalty program you join but you will want to join one of them.) I use the Hilton website in close concert with Google Maps because I want to know where my hotel is compared with the home and office locations of most of the donors I need to see. I especially need to know how close everything is so I know whether I require a rental car. I find I'm partial to Embassy Suites, Homewood Suites, and Hampton Inn brands. They have tea always available in the lobby, generous breakfast and most have laundry on site (a must if you ever travel with kids).

For rental cars, I like priceline. I try to avoid doing rental cars whenever I can use public transport and/or taxis to get to my visits. When I must have one, I'm not loyal to any one vendor. Price is the big factor. 

When I arrive, I make extensive use of Google Maps and also Yelp to find places nearby to eat. To make reservations for donor lunches or dinners, I like Open Table. I also like a little history app called Clio. If I'm ever waiting anywhere, I just pull this up and the app shows me all the historical sites that are nearby. It's a great way to get to know a city even if you are too busy to actually go see much of it. 

I have a very specific way that I prep documents for my travel too.  Check back for that post next week.