When your team is working on your strategic plan, you’ll find that sometimes you will have a hard time imagining what environment you will be working in beyond 2 years or so. Here are two things you can truly be certain of: 1) If you don’t do anything different, things will not get better. 2) There will inevitably be a change in circumstance that you will not have been able to predict. Things will change in ways you don’t expect.

Strategic planning should mostly be about things you can control. Actions you will take in order to increase revenue for your organization’s mission. But, an amazing strategic plan takes into account the unexpected.
For instance, there is for most areas of the country, natural disasters of one kind or another that are likely to occur at some point. Where I live, it’s hurricanes and tornadoes. At the seminary I work for in California, it is earthquakes. Floods and fire can happen anywhere. Your strategic plan should think through how your organization will handle these kinds of emergencies.

On the first level, there is preparedness. Do you back-up files regularly? Every employee should regularly back up key files on a thumb drive and those should be collected and kept at an off-site location (perhaps the CEO’s home). Your staff should regularly review emergency plans at staff meetings (once or twice per year) including contingencies for fire, tornado and active shooter incidents. This should also be part of any new employees’ orientation process. For instance, in every office at the seminary I work for, there is a 5 gallon bucket filled with earthquake supplies and the protocols are reviewed regularly with staff. The school estimates that it could take care of 100 people for up to 3 days if necessary.

But, your fundraising strategic plan should go to another level with this preparedness. You should plan for how your staff will coordinate a response in the event of such a crisis and, if necessary, how you will mobilize quickly to maximize fundraising. Your constituents will want to help immediately if a disaster affects your organization.

I got experience with this first-hand at The University of Southern Mississippi, when a tornado sliced through our campus in 2013. We had a website and a new emergency relief fund ready within hours, and a huge direct mail campaign within 2 weeks (which was record breaking). We blocked affected zip codes from phonathon calling immediately. Luckily, our phonathon was off-campus so we didn't have to stop calling entirely. Within about 2 months, we coordinated our first “Day of Giving” campaign to raise funds to replace over 70 lost trees and restore the beautiful landscaping. Was it grueling and sad to see our campus and community so damaged? Yes. Was this campaign a tremendous success that helped the school recover, including funds given directly to affected employees? Yes.

Who will be responsible for the different elements (data, web, social media, etc.)? What if those employees are affected by the same disaster? How will you cross-train employees so that you have back-ups for all functions in an emergency? How might you continue phone fundraising if your student callers aren't allowed on campus or have been affected by the disaster? What are the public relations elements you must think through? It is likely that your CEO will be too busy to provide intense direction in this kind of a situation, so review how protocol will be modified now. Think through these things now and train your staff to think this way. If the unexpected happens, you will be glad you did.

Hi! It's Jessica. I draw on these concepts in this article in my webinar presentation titled Fundraising in a Crisis. This webinar will launch Wednesday 3/18/20 for free as a resource for nonprofits to respond to the COVID-19 crisis. You can register here: www.realdealfundraising.com/crisiswebinar.

Goal: a personal or organizational desired end

Projection: a calculation of some future thing

These two terms are related but subtly different. Generally speaking, for a healthy organization, the projections drive the goal setting process. However, at some organizations, the goal is a different (and perhaps totally unrelated) number to what you project that you can actually raise.

At some institutions, an unreasonable, unrealistic goal situation may arise from a team leader that doesn't understand the difference between a goal and a projection and they pick an arbitrary figure that sounds good. ("Let's raise 10% more this year than last year", for example.) Or, it may have come about because of real budgetary needs of the institution for unrestricted support.

Creating projections is a tedious process requiring a patient analysis of past performance and building models for future performance. So, if you have a firm goal set before you that you know (or believe) you cannot reach, why should you bother to create elaborate projections? 

Here are three important reasons to do projections even if your goal is already set: 
 
1) Projections will help you to pinpoint the shortfall

​Setting projections shows you where the program is not performing to expectations and why the goal is not feasible (assuming that's true). It helps you to tell the story to those in management of what is really happening with the fundraising.

2) The process may help you to identify potential areas of opportunity

Projections can show you opportunities that you might have overlooked. You build your projections segment by segment and it is possible that you might have some new segments that you haven't solicited before or that you have a new strategy for. These may help you get closer to your goal.

3) You need the projections to become a lobbyist for your program.

It's illogical to do the same thing every year and expect different results. With a projections spreadsheet, you can show what's possible with more budgetary resources. You can tell the story that with [this much] future investment in the program, [this much] more revenue can result. 

When you are planning any event (for fundraising or otherwise), it’s so important to have a generic checklist to go through during your planning so that you don’t miss something obvious. Most checklists you find online are geared for wedding or other non-professional events. So, I created my own.
​
Here’s the list of things you should think about when event planning. If you have small events inside a larger series of event (like a convention) you will want to go through this checklist for all of the smaller events and the event as a whole.

• Who is the program planning lead for this event?
• What will be calling this event?
• What other staff or departments are involved?
• Where will the event be?
• Have you secured space?
• What date and time will the event take place?
• Who or what groups will be invited? What is your target audience?
• Does this event require a fee to attend? By invitation only? Open to the public?
• If the event is not in your city, who will be representing your institution? Who will make travel arrangements for staff? When do different parties need to arrive?
• If your event is not in your city, when do you need to ship your supplies in advance of the event to get them there on time? Who will hold the supplies for you?
• When do the save-the-dates need to go out? Email only or email and mail?
• When do the invitations need to go out? Email only or email and mail?
• Who will design the save-the-dates and invitations? Who will stuff the envelopes and send? How much lead time do you need for those processes to take place?
• Will you advertise this event? What channels will you use? Write a promotional plan for this purpose.
• Who will handle RSVPs? How will the RSVPs be received? Web form/Email only or web form/email and mail?
• Do you need to send an email reminder the day before or day of the event?
• Is there a need for catering? Will there be a bar? Cash, tickets or open bar?
• Do we need to make arrangements for vegetarians/vegans/food allergies? How will that be handled?
• How do you want your room to be laid out? What are your technology needs?
• Who will document the event? Do you need a photographer or videographer or both?
• What kind of decorations do you want? Who will handle this?
• What accessibility issues do we have for this event? Do we need a sign language interpreter and are there any accommodations we need to make for handicap access?
• Does the venue provide adequate signage? Should we have our own produced so that attendees can find out event easily?
• Do we need background music, a DJ or a band? What kind of music will be played?
• How much parking is needed? How close is the available parking to the venue? Do we need to shuttle attendees back and forth?
• Will we need a registration table? Who will work that table? What information will they collect? What information will they distribute? Do we need nametags?
• What is the timeline of the event and the flow of the program? Who will speak, when and for what purpose?
• What collateral material needs to be on hand at the event? Where will it be placed? Will any of the speaker reference this material?
• Who will handle event clean-up? What staff are expected to stay and clean-up?
• Who will handle thanking attendees and marking attendance in the database?
• Will there be any follow up from the event? Asking for a gift? Inviting attendees to become further engaged with institution in some way?

One of my first bosses introduced me to a little book called The E-Myth by Michael Gerber. I don’t even remember what the “e” stands for: Entrepreneurial, I think? But, what I do know is that it completely changed the way I thought about my work and I use the concepts in it every single day (more than 10 years later).

I was 23 years old and became the sole full time fundraiser for the 3rd largest political party in the country, The Libertarian National Committee. I had some staff to help me with gift processing and handful of interns but largely it was my show. I have no idea what made them think I was capable of this endeavor but I’m grateful for the myriad experiences that I got and the skills I couldn’t have otherwise developed. In particular, I was responsible for the management and cultivation of a monthly giving program that was the lifeblood of the organization.

But, because it was really just me running the show, I think the Executive Director was a bit worried about the plan all being in my head. The classic question, “What if you got hit by a bus?” was one that he posed to me. He gave me the E-Myth to get me thinking about these issues.

The E-Myth proposes that you shouldn’t always be working yourself out of a job. Yes, that’s right. You should document every routine task that you do so completely and thoroughly that you can delegate it to anyone and with minimal training they could execute the task in your place.

I was hooked. Here was a way for me to empower my gift processors and interns to help me and reduce my daily stress and chaos. Process documentation is also the path to getting promoted. It is succession planning at its finest.

It’s also just good management. You not only do the process documentation for your job but require that all of those who report to you do it as well. Now you have the basis for real accountability and knowledge of what everyone is doing at work.

Today, process documentation is easier than ever to do efficiently and effectively. With screenshots and screen capture video software, you can train anyone to do routine computer button pushing tasks with complete accuracy.

I highly recommend the E-Myth and encourage all organizations to begin the process of documenting their routine tasks. Creating an annual calendar of work with an accompanying training manual or video series seems dry and boring, but I assure you it changes the way you and all of those on your team approach the work. It is a productivity boost and an insurance policy all in one.

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.

For many in the fundraising world, this week marks the end of the fiscal year and the beginning of another.

No matter how rough or chaotic this fiscal year may have been for you and your team, the good news about annual giving is that you get a chance to start over every July 1st (or whatever date your new year begins).

Not every area of development has his benefit of a clean slate each year. Building campaigns must get done no matter the date on the calendar and if you come in the middle you can't start over, you have to start where you are and figure it out.

So, take this chance to plan out your new year. Every mailing, every thing you did this year whether it was successful or not has provided you with valuable data in order to move forward in knowledge.

Like New Year's Day, make some resolutions for this new year. Resolve to have a plan. Resolve to produce quality work that raises serious dollars for your organization. Resolve to be proactive and not reactive. Resolve to make this year better than the last one.