Nonprofit Q&A
A service of Jeane Vogel and
Fund Raising Innovations
May 14, 2004
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A funder is
requiring a copy of our strategic plan. We have annual plans and long-term
goals. Is that good enough? How formal does a strategic plan have to be?
A strategic plan needs
to be useful for your organization, so the answer depends on how you need to
use it. Of course, if funders are asking for a copy, you will want an document
for external use that will show you off in the best light. The external
document is similar to the plan that used for internal purposes, but often
there are additions that explain the organization's purpose and programs. The
goals , tasks and timelines, of course, should be the same for both documents.
The basics of a
strategic plan for external use are
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Mission Statement --
what you want to do;
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Vision statement --
the overarching change you want to make;
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Value statements
--principles that guide your decision-making;
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Description of
process used to create the plan, including the participants;
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Description of
agency programs;
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Goals for each
program;
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Tasks to achieve
each goal, step by step;
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Timeline, to stay on
track;
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Procedures for
implementing the plan;
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Benchmarks to
measure success of plan implementation;
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Specific assignments
of responsibility for each task outlined in the plan.
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Appendices could include:
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Board roster, with professional affiliations;
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Description of succession planning procedures;
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Outline of standing committees and their
responsibilities, especially those related to achieving the goals of the
plan;
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Evaluation of previous strategic planning processes.
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Each part of the plan needs and deserves careful
attention. Here are a few guidelines for strategic plan development:
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The plan is driven by the board, not the staff.
The key staff leadership must be involved in every step of the plan, but
the board should take charge of the process. If a plan is handed to the
board for approval, they won't be invested in the implementation. It's not
always easy to get volunteers to put in the tremendous effort needed to
develop the plan, but it's worth the effort.
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Assign specific tasks to specific people with
specific deadlines. Appoint a plan supervisor to follow up or make
reassignments as necessary.
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Use an outside facilitator to assist the board
assess the future direction of the organization.
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Make sure the plan has the proper balance of
aggressiveness and attainability. You want to reach, but not too far.
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Use binding or assembly that isn't too fancy but
looks professional and can take a beating. You will want to use this
document a lot.
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Good luck with the plan. And remember: most plans just
sit on the shelf. Make sure yours gets implemented and your agency will look
more like your vision in three to five years.
© 2004 by Jeane
Vogel and Fund Raising Innovations
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