Last month, I explored several ways to increase organizational resiliency in the face of high turnover in the fundraising sector. These suggestions help ensure that core day-to-day functions continue when key staff members leave, and that realistic structures and systems are in place to support a culture of philanthropy. Planning is critical to keep work on a steady course in the face of inevitable change. Beyond annually addressing fundraising and communications, I recommend creating 3-5 year plans that move beyond daily work and include big picture goals.
The planning process is always a delicate balance between regular activities and larger, mission-driven organizational aims. The work of making this longer-term road map marries the two, and helps to keep your work moving in the face of disruptions. Organization-wide, staff and volunteers are motivated by the big things that you’re trying to accomplish to make the world a better place. Fundraising’s challenge is to support these larger goals—which naturally cover a time frame longer than a year—while also executing the consistent work of relationship building.
With these competing priorities in mind, where can you focus to make your 3-5 year plan useful and effective?
Mirror the Strategic Plan: Name Strengths and Weaknesses
Any long-term plan for fundraising needs to mirror the larger strategic plan and support the organization’s overall vision, mission, and goals. For example, most strategic plans include a SWOT (Strength, Weaknesses, Opportunities, and Threats) analysis, or, at the very least, a discussion of organizational strengths and weaknesses and how these impact future planning.
A 3-5 year plan for fundraising should include a similar analysis specific to the work. Shedding light on the strengths and weaknesses of the development office is necessary for future success. Candor and honesty about where your organization does and does not excel in fundraising leads to more sustainable planning and better utilization of valuable staff time. Especially if you are short-staffed due to turnover, this information will help you concentrate your activities for the greatest impact.
Don’t Forget Regular Activities
Since one of the main purposes of the 3-5 year plan is to boost resiliency in the event of turnover, don’t neglect recurring activity. Include regular mailing schedules, online activities, volunteer dates, and annual events.
It’s okay for this larger plan to refer back to your annual fundraising plan and communications calendar, which will have more granular detail on these activities. Also, listing these projects in a 3-5 year plan doesn’t mean that they are set in stone—this exercise is more about setting a road map, and letting those new to your organization see how the work on the ground is directly tied to big picture goals.
Assign Clear Responsibility with Back Up
For all major activities, assign primary and secondary responsibility. This is straightforward and simple advice, but I find that it’s often the primary reason that well thought-out plans gather dust on the shelf. Without clearly assigned responsibility, the work is simply not executed.
When stressful situations arise due to turnover or other circumstances, important tasks will fall by the wayside, potentially to devastating effect for overall goals. Clearly spelling out ownership of the most important activities will help your organization weather challenging times.
If there are other key elements of long-term planning that have worked for you, I would love to hear about them.