Afleveringen
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This step is what all of your hard work has been leading up to. Youâre raising funds, asking people to be part of your team, building out your branding and the reason is that youâre trying to make a difference in the world. Once you get here, this is the time to celebrate! Youâre seeing lives changed and now you get to tell people all about it and thanking everyone who took part. This is a really fun step and one that too many people miss.
How do we celebrate with the team?
If you havenât read the book The 5 Love Languages: The Secret to Love that Lasts by Gary Chapman, you should check it out. In the book, the author outlines 5 different love languages which are, Words of Affirmation, Acts of Service, Gifts, Quality Time, and Physical Touch. Everyone has a primary love language. You need to find ways to incorporate all these love languages with your team as well as donors. Thank you notes, awards or plaques, or even hugs and handshakes are ways to show appreciation to your people.
How do we know a donorâs love language?
People will typically tell you. It comes back to running your research and drawing broad observations from minute details. If they give you a gift, they like gifts. If they give you words of affirmation, they like words of affirmation. All youâre doing is watching how they communicate with you and that will tell you how to communicate with them. I had a donor tell me once that we should have given warm cookies at Christmas time â more than likely his love language is gifts.
What can we do to make sure we are thanking people the right way?
As much as Iâm trying to pay attention to everyone, it is very challenging when you have hundreds of donors. Itâs just not practical. So, I make sure at Christmas I do something special for the top sponsors like maybe a gift certificate and a bottle of wine as an example. And I hand-delivered them. After every fundraiser each year, I hosted a thank-you banquet. I had a chairperson for the thank-you party and they were responsible for printing out all the plaques, every sponsor got their recognition, anyone who gave over $10,000 got a special award, we incorporated all of that.
Do you have any other takeaways for success?
Freedom means to act, think, and speak without holding back. All 7 of my steps are leading to that. We talked last week about the power money has and I know how easy it is to go down a path because you had a donor who wanted to go down a path. I donât ever want money to control your organization. I want your strategic plan to control your organization and you just happen to need money to fulfill that plan. My steps all come back to what freedom looks like for you and your cause. And then put your head down and go to work toward that. When it comes down to it, itâs about building relationships with the right people and inviting them to feel like this is their thing too.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
The 5 Love Languages book
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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What do you need to organize to make sure youâre in the best position to make the ask?
Depending on how youâre raising funds, everyone has a demographic they serve and tend to raise funds from. There is a process for every group of people, and you need to think it through before you just go in and ask for money. You should never do a blanket approach to fundraising because you want to be well-received by every group you get in front of.
Tell us more about dating and fundraising.
When you talk to someone about how they met their spouse it usually goes something like this, âwe were in the same place at the same time and started talking.â And it was a slow, progressive process. We as fundraisers and nonprofit executives tend to jump in and immediately âgo for the killâ and youâre pushing those donors and potential donors away because you reek of desperation. No one wants to date someone who is desperate. You have to get to know your donors by asking questions about what they are interested in, what do they like, etc. and you start to figure out if you like the same things or if you are compatible. Now, Iâm not saying they have to be your best friend, but I want you to make sure that you care about the same thing aka, your cause.
What do you say to that organization that needs a specific amount of funds in the next six months?
You need money and you needed it yesterday. This is a very common concern and why it is vital that you have a strategic plan in place so that you never put yourself in this frantic place ever again. You should not be asking for the dollars you needed last month. When youâre putting on a fundraiser of any sort, itâs easy to say you want to get it done in the next three months. You glue it together, slap a coat of paint on it and call it good. But what would happen if you planned that fundraiser 12 months out? You can start accepting donations today for a fundraiser thatâs in a year. The urgency is whatever you place on it, which is why I like to use the calendar to create urgency. If you plan out farther in advance, you can get the sponsorship dollars and then you arenât frantically trying to do things last minute like picking up auction items and selling tickets.
Can you talk about the mindset around money?
This is probably the biggest issue when people say they donât want to ask for money. Somewhere along the way, they gave money more power than it actually deserves. Iâm a big Dave Ramsey fan and I used his plan to pay off all my student loan debt. He has a seven-step process which is what ultimately led to my seven steps. One thing Dave shares is how money is amoral â itâs not good, itâs not bad, it just is. You have to remove the emotion from money.
If youâre building a building, you donât actually need cash, you need bricks and people to put those bricks together. Remember, you donât actually have to go after cash with each ask, you can go for goods and services too. Back in the day, people didnât exchange cash for services and they rarely exchanged cash at all. But in todayâs age, weâve given so much power to cash and itâs not necessary.
When youâre ready to go in for the ask, who should you go to?
Roughly 70% of donations come from individuals, but I always tell people that 100% of donations come from individuals. Youâre asking humans to give money and it all comes back to relationships. You have to build relationships with people so when you ask for money, I tell people you have to send in the person who has the best relationship with the person sitting across the table. That does not matter what kind of money youâre asking for, itâs all the same philosophy. This once again goes back to step 3, enlist your team. You will be able to raise WAY more money if you have the right team members. If you have someone on your team who has built relationships with people in the community for the past 60 years (or more). Statistics show that people will give to a cause when they have someone they know and trust who asks them to give.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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Zijn er afleveringen die ontbreken?
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In todayâs episode we are talking about how to Deploy Your Team. This is where the momentum really picks up. Often, when youâve been fundraising for a while, youâve done the first two steps where you knew your vision and then went straight to asking for money. You jumped from steps 1 to 6 to 7 which gets you a little way, but then you run out of contacts, you run out of resources, and then your fundraiser dies. This FREEDOM process we are talking about here is to help you never run out of resources or contacts.
How do you know your team is ready?
It is important to walk through some training with your volunteers. You must sit down with your key volunteers and discuss what each of them is going to do versus what you, as the staff member, are going to do. We call this the volunteer-staff partnership. This allows for you to be that much more effective because you arenât stepping all over each otherâs stories and youâre presenting a united front. If you have a full staff, typically the executive director and development staff are responsible for fundraising efforts. When Iâm talking about staff, Iâm talking about paid positions. If you have a board member who is playing that staff role, I want to caution you to keep in mind that board members are volunteers.
Staff is responsible for knowing the statistics, the details of the organization â where does the money go, how are you going to spend the money, what impact are you actually making, the patient stories, the constituent stories-- any results-driven stories come from staff. The volunteer story is all about their personal experience and why they give their time to the cause. This is the story they should share with the donor. The volunteer should schedule the appointment, has a relationship with the person across the table, and if possible, make the ask.
Should your key volunteer ârun the meeting"?
You have to sit down ahead of time and talk about the person with whom youâre meeting. Are they going to be a sponsor? Are their staff members going to work at the event? You need to understand the intention of the meeting in the first place, but I always want the volunteer to âgo first.â Walls come down immediately and the environment becomes more comfortable. Plus, they were involved with the development of all the materials so they know all the details and can walk a potential donor through it all. When your volunteers are empowered, thereâs a chance you are going to say very little during this meeting. You are there as "information" because you know the organization, you know how to collect the money, you know how they (the donor) will get the recognition, etc.
In your book you mention that titles are important, what do you mean by that?
I love titles because it gives people language. As a volunteer, you will feel so much more empowered when you can say, âIâm the chairperson of this event.â Instead of just telling people they volunteer with an organization, they are actually given a title that puts them in charge of their area. This is why I like making up titles because it makes someone feel like they have ownership, and no one is going to step in my space. I even had a âthank you chairâ and that person was in charge of writing thank you cards. I had a print chair who actually worked for a printing company. Since she knew paper, she knew colors and understood stock so she could make decisions on what to print the invitations on. She thought about the logo being embossed, the kind of envelope the invitation was put in â she was able to think about all the details in a much different way than someone without the knowledge.
One other thing I want you to think about is the bio for your volunteers. If you go to a board memberâs website and look at their bio, you want them to talk about your cause and if they donât have a title, how do they tell people they volunteer for your cause? When you give your volunteers titles, they become spokespeople for your cause.
How are volunteers like donors?
Statistics show that you are twice as likely to give to your cause if youâre a volunteer. If you are volunteering for your cause, you are going to think about giving. Youâre asking everyone else to give, so why wouldnât you give too? You want your volunteers to first and foremost decide how they want to give. They may not have the financial means to give, which is why they are volunteering in the first place, and thatâs ok. But I want you as the leader of your organization to have those conversations about what you want your volunteers to do.
Once the team is running, now what?
One of the major things I encourage is ongoing communication. I want to make sure people are continuously communicating with each other â have meetings, whether itâs once a month or once a week to keep everything churning. Each person on the team has a chance to report in on whatâs been happening since they canât always do it in real-time. This keeps everyone on the same page.
I think itâs so important for us to understand that people need direction. If we donât tell them we need them to go out and schedule meetings or to help open up doors, they wonât do it. They are waiting for you as the staff lead to empower them and to say, we need you to step up. And if they canât do it, find someone else. But at least the expectations are clear on what the role means. Your volunteers want to be a part of your cause. People want to be a part of your cause. They will do as much as you ask of them. If the role means they are going to have to invest several hours a week or month, be very clear about the expectation of that role entails. Donât sugarcoat it â get someone who is willing and able to invest the time needed to ensure your signature fundraiser is a success.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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Today we are on step 4 of Maryâs Fundraising FREEDOM process, Enhance Your Brand. There are so many organizations that lean on their staff for branding. They hire marketing people to design a logo or to make sure that your message is en pointe. However, in this step, I want your volunteers to have a say in what youâre putting in front of the general public. So if youâre going to be doing a campaign around your fundraising efforts, I want to make sure your volunteers have an opportunity to review every piece of branding youâre putting out there. Of course, if you have a logo that your national organization has created, Iâm not saying to just go and change it. What I am saying is that you have control over this fundraiser you recruited volunteers for so if youâre going to create a logo for that particular fundraiser for any sort of print materials, you want their eyes on it. This is why you recruit your team first and the materials come second â you can get their buy-in so theyâll want to share the information with those in their inner circle.
What do you say to the development director who isnât willing to open up a discussion on branding to their team?
There are layers when it comes to your volunteers. When weâre talking about enlisting your team, weâre talking about the chairman of the fundraiser, the lead volunteers who are going to be spearheading this campaign. Iâm not saying every single volunteer (such as event day volunteers) needs to be in the discussion; it should just be your top-tier people.
What materials do we need to pull together?
When you think about any kind of organization out there, any company you might have purchased a product from, they all have branding. They all have materials like a website, print materials, products, or whatever they do. But all of that encompasses their brand â the look, feel. Because we are getting information dumped at us all day every day, we make snap judgments based on what we see. And most of the time, you just have a few seconds to make an impression on someone. In the branding section of what weâre talking about here are your colors, logo, the look, feel, theme.
Just like walking into a restaurant, you want to know whatâs on the menu. The same is true for charitable fundraisers. When youâre first getting started, you have to have a menu, or a list of options. For smaller organizations, I recommend a one-pager. This is very different from your strategic plan one-pager, instead, this is one page that is broken into thirds and answers the who, what, when, where, and how. The top third answers the who are you (logo, picture, cause). The middle third should tell how someone can be a part of what youâre doing. Why do you need help? How can someone get plugged in? And then the bottom third is a sign-up form. Itâs a fill-in-the-blank where someone can get involved or give to your cause. The purpose of this one-page is NOT to send it out to the masses. This is a sales document.
Second, is the case document. I encourage people to do an eight-page case document that includes all of the details of your cause such as the mission and vision statements, the history of your organization, a letter from the chair or executive director stating why you have launched this campaign and why itâs important to give to it. All youâre doing with this document is creating credibility for why a donor should give to your cause.
What should we be doing online?
What you need to do with your website is to make it very simple. When I sit down with someone, I give them the one-pager and/or the case document and I want to be able to send them to my site. Most people are going to your website to give or find more information. You want to make sure the donate button is at the top, in the navigation bar, and throughout the site â AND you want to make sure it actually works. You donât want someone who is ready to give to get lost on your website and give up because they couldnât figure out how to give you their money.
To summarize it all, branding matters. Whether itâs your personal brand, your fundraiser brand, or your organizational brand, they all matter. Be intentional and have a strategy. Do your best with what you have right now â you donât have to have everything today, start where youâre at. Look in the mirror, how you are presenting yourself, and then move to your print materials, then your website.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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This is the step that changes everything. Itâs how you go from raising thousands of dollars to hundreds of thousands of dollars to millions and so on. This is the meat of the entire Fundraising FREEDOM process.
Tell us about how to shift your mindset to know there are people who want to give to your cause.
When you first get started, you donât know anyone because youâve never talked to anyone to giving to your cause. As youâre getting going, now is the time to start thinking about how you want to form that conversation. How do you want to talk to people about your cause? And how can people be a part of it? Enlisting your team is all about attracting the right people that correlate to the kinds of dollars you want to raise. For example, if your goal is to raise $1,000,000 your team is going to look different than if you were planning to raise $10,000. You donât have to have a hundred people working toward your cause, it really all starts with one person you believe could open the door to the next person.
First, I want you to think about the ideal person you want on your team. Do you want them to be a high-level executive at an organization or company? Do you want them to be well-connected, a motivator? It doesnât matter if your organization is big or small because when weâre talking about enlisting your team, it all depends on your specific criteria for a lead volunteer or the person you want others to follow.
How do steps 1 and 2 of the FREEDOM process (Focus Your Vision and Run Your Research) factor into this step?
They are everything. This is why knowing your vision and running your research happen before this step. Letâs say you decide to host a black-tie gala based on your research. You really want to engage a certain population of the community who are currently not a part of what you do. So, if youâve done your research, now youâre going to recruit a team that have that same vision. Or maybe instead of an event, youâre doing a building campaign and youâre planning to raise $3 Million for a building. Through your research, you determined you want a general contractor or someone in that industry on your team. You would not recruit that kind of volunteer if you were putting on a walk/run fundraiser. This is why you have to do your research before you enlist a team so you can make sure your volunteers are the right fit for the plan.
Once you have identified your list of potential volunteers, how do you make the ask?
Letâs say Iâm trying to fill the role of the chairperson. The first thing I do is start talking to people in the upper leadership of an organization Iâve targeted. I talk to the volunteers who are serving on the board and in other places and ask them to recommend an ideal person for whatever role Iâm looking for. All Iâm doing is asking for verbal nominations. I put those names on a list and once I start to have those conversations with more and more people, someone starts to bubble to the surface. Thereâs always that one person who everyone thinks would be the best. So then making the ask is so much easier because now Iâve got all their peers making the recommendation. If youâre sitting across the table from someone who is telling you that all of your peers think that you are the best person for the job, you are going to be much more inclined to say yes.
However, if you take anything away from today, itâs this. If youâre sitting across from someone and they immediately say yes with no hesitation, you should probably be concerned. If youâre asking someone to serve in a strong leadership position, you want them to think about it and take some time to really process what they need to shut down in order to do this job well.
Now theyâve said yes, what happens now? How do you get the rest of your team?
After youâve gotten your key volunteer, they are able to build their team. A lot of times, as staff members we feel like we have to step in and recruit everyone on the team. But this is where I want you to shift your thinking. You must empower your new volunteer(s). You as staff have a specific role to fulfill and your volunteers also have their specific role. As a staff person, your job is to know the cause. You know the mission. You know the vision. You know the stats and stories. However, it is not your job to influence the donor across the table with your buying power. But, your volunteers should. Ask your volunteer who they want to work with. What companies, groups, etc.? The statistics show that two-thirds of people will say yes to an organization because a friend or family member vouched for it. You can skip the line because your volunteer trusts you and the other donor or organization trusts your volunteer and therefore, youâre going to get them that much quicker.
Another question I am frequently asked is, âwhat happens when I run out of contacts?â That tells me that you either havenât recruited any volunteers, or you havenât recruited the right volunteers. When you have built a team of people who are the right fit for the organization, they each bring to the table their own list of potential recruits. Once youâve gotten your one lead volunteer, you can recruit your volunteers off that one lead volunteer.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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What kind of research are we looking for in this step?
Research actually allows us to gain confidence. Especially if you are trying to raise a larger amount of money, this step allows you to regroup and overcome your fear of fundraising. The data and numbers are important â you want to be as specific with the data as to be believable. You want to give enough stats to show that you know what youâre doing.
In this step, what youâre trying to do is evaluate what other people are doing. Whatâs working? Whatâs not? What is my competition doing? What are my allies doing? When it comes to charitable work, a lot of people donât think they have competition because everyone is doing good work; which is true. Clearly, there are organizations and other individuals doing similar work to yours. Some of them are having great success while others arenât. You have to make broad observations off minute details. Look to social media, local media, etc. and draw broad observations off the little details youâve found.
How does the research help you decide where you want to focus your efforts?
After youâve compiled a list of what your competition/allies are doing, start looking for patterns - when are they doing it, what location are they using, what months are they fundraising, etc. When I moved to St. Louis and started running my research, I realized that all of the elite charities were hosting their events at one particular venue. I realized that if I wanted to compete with the âbig boysâ I had to either book that location or come up with a different, completely unique location that no one else was using. It provided the opportunity to create a new environment that no one had been in before and I could create an elite experience for my audience.
Aside from allies and competition, what other things should you be looking at while running your research?
The last thing I want to address here is desperation. This is one of those topics I could rant on for quite some time. When you care about your cause and are so passionate about what youâre doing, you will say and do things that come across as very desperate. Picture a young man who badly wants to be in a relationship with a young girl and he ends up saying things to her that are a complete turn-off. Of course, sheâs going to tell him to move along. Itâs the same kind of desperation we give off when it comes to raising funds. I see it all the time â in print materials, on social media, on TV when people are doing interviewsâand I think, why would you say that??? It comes out because there is this feeling as we need you so bad and it comes off as though weâre begging and pleading for cash. I want to encourage you that even though you may feel that inside, put the face on that youâve got this together. Even if you donât â sometimes you do have to fake it âtil you make it.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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In todayâs episode, we are jumping into Maryâs Fundraising FREEDOM process with step 1, Focus Your Vision. For today, we are talking about vision as it pertains to finance. Is it $100,000, $1,000,000, or $10,000,000? Whatever it is, I want you to focus your vision on the dollar amount you want to accomplish that youâve laid out in your strategic plan. Get that number locked in your head.
Iâm a big fan of the book, Think and Grow Rich by Napoleon Hill. When you can lock into that dollar amount, your thinking can change your ability to reach that number. For me, I talk quite often about my experience with the American Cancer Society where we raised half a million dollars in the first year. My supervisor gave me an initial goal of $50,000, which was what the feasibility study told us (this is why Iâm not a superfan of feasibility studies â especially around fundraising â because it can be very limiting). We were able to raise that $500,000 with the steps Iâm going to share in the upcoming weeks.
You have to remove the emotion of money. Money is literally just an exchange for goods and services. Money is amoral â itâs not good or bad, it just is. Iâm also a huge fan of Dave Ramsey, and in one of his teachings, he compares a one-dollar bill to a brick. The difference? We donât associate value on a brick. However, they both allow us to build what we want. Look, it doesnât cost you anything to plan. If you came to me and said, âMary, I want to build a building,â but youâre not sure how much it will cost. Thatâs not good enough. So, you need to sit down and run the numbers. Do the math and figure up exactly how much that building will cost to build.
When I start talking to the top leaders of an organization, I always ask them what they would do if I wrote a check for one million dollars today. If I wrote YOU a $1 MILLION dollar check, do you know where youâd spend it? Itâs kind of like the lottery. Many people who win the lottery lose it because they donât have a plan. Also, you just told me (your donor base) that you donât have a plan for my money, so why would I write the check? If youâve been following along with Joelâs strategic planning process, you would know exactly where that money would go.
Itâs important to surround yourself with the right people. Jim Rohn says you are the average of the 5 people you spend your time with. For example, if I say weâre going to raise $100,000, I want you to surround yourself with 5 people who can help you get there. Now, if I change the number on you and I say, ok, now I want you to consider $1,000,000. Who are the 5 people youâre going to surround yourself to raise a million dollars? Are these 5 people going to be the same in both scenarios? Probably not. They are going to be completely different people. Your entire focus, mindset, and strategy changes. You now have to think on a bigger scale. It may take a little longer on the front end to identify those people, but youâre going to see larger sums of money come in, in the end.
Finally, you have to know what your âwhyâ is. When it comes to answering this question, every single person on your team is going to have a different answer. Yes, you are all working together toward one mission and vision, but each person on your team has a different reason for being there. When I was working at the American Cancer Society, my reason for being there was because I wanted to prove myself as a legitimate fundraiser for what I thought was the granddaddy of nonprofits. Fast forward a few years, my dad passed away from cancer. Then, my âwhyâ changed. If you donât know your âwhyâ these dollars are going to be really hard to raise those dollars and to keep going day after day, month after month.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Resources from this episode:
Strategic Plan Toolkit
Fundraising Freedom Roadmap
Think and Grow Rich by Napoleon Hill
Connect with Mary:
Mary Valloni
Maryâs book: Fundraising Freedom
Connect with Joel:
Joel Kessel
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After completing steps 1-6 of the Strategic Planning process, you should have tactics all over the place. At this point, you are ready to formulate and pull together your one-page strategy. You already have your strategic objectives finished, now all you have to do is gather the tactics you and your planning team have put together. And thatâs step 7.
If youâve been following the process and capturing all the notes, now itâs time to start plugging in the information into your one-page strategy. It starts with your vision and mission, next is core values, then the four areas of focus (satisfaction, financial stewardship, internal process, capacity) and where your strategic objectives fall into those areas. After that, are the strategic initiatives of how you are going to execute your plan.
Once you plug everything in and have your one-page strategy in place, itâs time to go back to your core planning team for final approval. After that, itâs time to present your one-pager to the board for their approval. A note about the presentation, please do NOT just shoot off an email to the board members with the one-pager attached and a note saying youâll discuss it at the next meeting. This is a huge mistake because the board members have no context. They have no idea how much energy, time, and work went into pulling together the plan. Instead, schedule the meeting and plan to take them through the journey of the core planning team. Hopefully, youâve had either the board chair or a board member on the core planning team and we encourage you to have that person take the board through the presentation as opposed to you, the executive director. After the presentation, then you can hand out the one-pager youâve created because the board members should now understand everything that went into it and why youâve chosen the strategic objectives and initiatives.
Once youâve gotten board approval, itâs time to go back to the planning team and decide what needs to happen in year one, year two, and so on. You canât do everything in year one, so you must prioritize those objectives and initiatives. What matters? Whatâs urgent now? What needs to get done in the next 90 days? Six months? This is where you start implementing the work plans as well as tracking your progress so that you keep you and your team accountable for what youâve set out to do. It doesnât do you any good to go through this entire process if this last step doesnât happen. Consider forming a group of volunteers who will help execute the work plan for year one. Put together a one-page priorities document that outlines the details of the work that needs to happen so this group knows exactly what they need to do on a quarterly, monthly, and daily basis. Make it manageable for the team.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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On todayâs episode, we are discussing step six of the Strategic Planning process, Establish Your Measurement. How are you measuring the progress of the objectives and initiatives of the organization? Starting with the end in mind and setting quantifiable goals is great, but you must also create targets and get those numbers on paper.
One way to measure your progress is, did you do it or not? For example, if your objective is to increase the awareness and education of your audience, an initiative might be to create a marketing/communications plan that provides direction to achieve that objective. The simplest measurement is whether or not you developed a plan. But what about the metrics?
The second way to measure your progress is to use key performance indicators (KPIs) to show if your activities made an impact and whether or not you produced the outcomes you set out to accomplish. Itâs easy to fall into the trap of overanalyzing every piece of data. You do have to measure, but measure what matters. Be realistic about what youâre measuring and donât get so far into the weeds that you are no longer progressing toward your objectives.
Once you have a one-page strategy in place, itâs time to develop the work plans. A great tool to develop KPIs is called Klipfolio. This tool starts with a list of questions that will help you start to track your progress throughout the year. Here are the questions:
What is your desired outcome and where do you want to be at the end of the campaign/year? Why does this matter? How are you going to measure progress? How can you influence the outcome? Who is responsible for this outcome? How will you know if you achieved that outcome? How often will you review progress toward the end goal?Donât get analysis paralysis! Itâs easy to become overwhelmed by all of the data so make sure you are measuring what matters. To do this, your entire team must be aligned on the overall objectives and initiatives you determined in step five (Tighten Your Focus).
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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Today we are diving into step 5 of the strategic planning process, Tighten Your Focus. This is where you start to drill down deeper and get your arms wrapped around your strategic objectives and initiatives. There are four key areas that move from internal to external â capacity, internal process, financial stewardship, client and stakeholder satisfaction â and these four areas will show up on your 1-pager (strategic plan).
Capacity:
If youâre a 2-3-person organization, you simply donât have a lot of capacity to engage in many initiatives compared to an organization with 15-20. What training do you already have and what do you need to gain to give you more mental capacity to engage in some of these activities?Internal Process:
This area focuses on what you already have in place, how efficient you are as an organization, and how you do work. Are there opportunities to improve upon these processes?Financial Stewardship:
AKA your financial and fundraising performance. How are you raising money? Are you diversifying your money? How are you managing your money?Client and stakeholder satisfaction:
Who are the people who are ultimately benefitting from the great work youâre doing? If youâre doing the first three really well, then itâs going to be much easier to satisfy the people who are benefitting from your work.This is the messy stuff that scares a lot of people and why a lot of people donât like strategic planning. This step is the âmake your brain hurtâ type of work. Embrace it. Itâs going to feel messy and thatâs ok. The first thing you need to do is frame this step into two overarching categories; what you need to do vs. how you need to do it. Once youâve separated the strategies from the tactics, you will then determine where they each fall within the four key areas. For example, letâs say youâve decided to enhance training internally among staff. That objective would fall under the capacity bucket. Or, maybe want to start an endowment. This would fall into the financial stewardship area. Essentially, you are identifying what is important to your organization and then splitting each objective into a specific category so you can immediately start to put together your one-page strategic plan. Remember, you are planning for the future, so take the time you need to make sure you have covered each area to the fullest.
The point of this step is to come out with a balanced scorecard. At the end of the day, you want 1-4 strategic objectives in each category. If you find that you have an area that is unbalanced, you need to start making some tough decisions. Go back to your core values and your vision and take capacity into consideration. This will help you identify the priorities of the organization and determine what objectives you can realistically achieve based on the number of staff you have. At the end of the day, you want to make sure you have the right objectives within the right area of focus and at a high level, you understand which strategic initiatives will support those objectives.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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On todayâs show, we are talking about Step 4 of the strategic planning process, Assessing Your Organization. This step is important because it allows us to hit the pause button and really talk about ourselves and the organization as a whole. This allows to get all the players in the same room and discuss what theyâre good at as well as areas that need improved. It forces you to have critical conversations and determine how your organization can grow.
What is a SWOT analysis?
A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is a tool that anyone can apply to any part of their organization â fundraising, marketing efforts, past events, as well as programs and services. A SWOT analysis is NOT a strategic plan. Here are some questions to get you thinking about each area:
Strengths
What are some advantages of your programs and services? What do you do better than anyone else out there? What are some unique resources you can draw upon that others canât? What does your community see as your strengths? What factors mean you actually get the funding, donations, or support? What is your unique selling proposition?Weaknesses (these can be turned into opportunities)
What could we improve upon? What should be eliminated? What does your community see as your weaknesses? Whatâs missing or not working properly?Opportunities
What are some opportunities out there that exist for your organization? What would allow you to get more funding and have a greater impact? What areas of leverage could you exploit? What interesting trends did you find in your environmental scan?Threats
What obstacles do you face? What are your competitors doing? Are your quality standards changing for your programs and services? What outside factors could make your organization vulnerable? What risks do you need to prepare for? How do you protect your data from security breaches? Is there a linchpin that could potentially bring down the entire organization?Who should be at the table when performing a SWOT analysis?
Core planning team, other stakeholders (volunteers, donors, staff members, board members)
How often should an organization do a SWOT analysis?
This is such a helpful tool that it should be used liberally throughout your organization because you can SWOT anything.
What happens after the SWOT analysis is complete?
A lot of organizations get through this exercise and then stop. I encourage you to go back to your strengths listed and determine how you can enlist the strengths. This is also a great opportunity to brainstorm around your weaknesses and find solutions that you may decide to incorporate into your strategic plan. And, now that you have a list of threats, you can talk about how the organization can either deal with or overcome those threats. This is the time to put a plan into action in order to make improvements.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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On todayâs episode we are talking about the second half of step 3, Realize Your Future, which relates to your Mission and Core Values. Last week we talked about the first half of step 3, which is focused on your vision. The difference between your vision statement and your mission statement is the vision is the end result and the mission is what youâre going to do to get there.
Mission is our purpose and why we exist as an organization. Itâs about the people we serve through our programs and services. When youâre thinking about your mission statement, you want to be specific with who youâre helping and where youâre helping (as in geographically). One of the mistakes a lot of organizations make is they feel like they only have one chance to tell people what they do, which leads to cramming all of this information into a mission statement. There are too many messages, itâs too long, itâs confusing, and people still donât know what it is you do. Remember, simple is always better. If you canât easily repeat your mission statement to someone while standing in the grocery line, chances are itâs just too much. The object is to keep the statement short and concise; not filled with jargon and fluff.
When you sit down to come up with your mission statement, there are 3 questions you should ask:
Why do we exist? Whom do we serve? What do we produce as outcome benefits?The first question addresses what makes your organization special or unique and how are you different from your competition. Think of this as the basis for building a reputation among those you serve. Why should they look to you instead of similar service providers? The second question relates to the primary beneficiaries of your organization. These are the people who are receiving direct, frequent services from your organization. Finally, once you know who you are and who the primary demographic is, the third question is about expectations. What do they (the beneficiaries) expect from us (the organization)? It could be service, solutions, education, information, etc. Once youâve answered those 3 questions, itâs time to write out a statement. A typical mission statement should look something like this:
Our mission is to serve (client/people) with the (programs and services) in order to achieve (why we exist).
Keep in mind that mission statements can change and evolve over time. If your organization was founded 50 years ago, is the mission statement from then still relevant to the mission of today? If not, then itâs time to develop a new statement that better reflects the current organization. Remember, donors are interested in your relevance and keeping an outdated mission statement will affect the buy-in to your organization.
After youâve gotten your statement down on paper, itâs time to focus on core values. Core values are simply what you believe in. If youâre clear on your core values, they become critically important in how youâre recruiting people. Knowing whatâs important to you opens communication with potential volunteers and donors alike. Itâs easy to spot red flags if thereâs a misalignment in what you value and what your volunteers value; especially if this person is a candidate for your board.
Just as your mission statement, you should keep your core values simple by having no more than 3 words that have the most meaning to the organization. The reason for using 3 words to represent your beliefs is because itâs very easy to remember. A good exercise is to come up with a list of 50 values. Then, each participant on your team chooses their top 5. The key is for them to pick whatâs important to them, not the organization. This is an awesome exercise because there is a level of vulnerability that will help build trust within that group. Once everyone has picked their top 5, then each person then shares with the group why these values are important to them. The facilitator collects all the answers and comes up with the most common, could be a list of 15 at this point. Then the group picks the top 5 from that list. From there, those top 3 that have the most votes become the core values of the organization. This is an easy process to walk through with your group and gets everyone to participate.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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Step three of strategic planning is one of the most critical steps in the process because it can make or break your fundraising efforts and your organization as a whole. Clarity attracts and confusion repels. Everyone has people in their lives who communicate so clearly and effectively that you will follow them wherever they go. Likewise, you also know those who say good words, but you have no idea what they actually said and whatâs going on. Today, we are talking about realizing your future. What does this mean?
This step is all about vision, mission, and core values of your organization. You have to have a clear vision so when youâre sitting in front of potential donors, theyâre clear and can see how they can fit into where your organization is going. Habit number two of Steven Coveyâs book, 7 Habits of Highly Effective People, says to begin with the end in mind. And thatâs what weâre talking about here. Where do you want to be? What impact do you want to have in the world? If you have a clear vision of three years down the road for your organization and your others have a different vision, this can be a real problem when youâre trying to gain traction and move forward.
As you look at your vision, it needs to be aspirational. It needs to push you and almost make you feel like itâs impossible to achieve. This is not something youâll be able to get done in a year. Oftentimes, we overestimate what we can do in a year and underestimate what we can do in ten. Itâs time to dream big. Here are four questions the planning team should ask itself:
What major accomplishments has our organization achieved by the year fill-in-the-blank? Based on question 1, how does our organization operate differently in 3-5 years than it does today? What will the people we serve, as well as our stakeholders, say about working with us? What will our staff or volunteers say about working for our organization?As youâre having this great conversation and capturing your ideas, you then start to develop you vision statement within this framework: we will do by this date . Then you can begin honing your vision statement to incorporate these goals and the dreams you have for the future. Remember, your vision can and should change and you continue to grow. Once your vision statement is complete, everyone starts to feel the sense of urgency to accomplish that vision by getting to work.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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In strategic planning terminology, take a look at your world means to do an environmental scan. Whatâs happening out there has an impact on your organization. This is not to come up with a list of excuses of why you canât get something done, but rather to help you make better decisions for the future of your organization.
Youâve gotten your foundation set, so taking a look at the world around you is going to include articles, research and data trends, conversations youâve had with your key stakeholders, and other ways you can get information. What you need to be mindful of when youâre doing your environmental scan are socio-demographics; what is happening in society may affect the work your organization is doing in and for the community.
Another area to focus on is whatâs happening with your competition. Competition doesnât have to be a negative term, rather, itâs an honest look at what similar organizations are doing and whatâs working for them. Whatâs going to be new or different in how your organization provides services and programs? Sometimes you determine that you should collaborate in order to serve more people in your community.
Next, itâs important to look at the economy and the effect it may have on your organization in the next few years. For example, if there is a downturn predicted, how will your organization weather that storm? Or better yet, how will it thrive? Knowing whatâs happening economically is going to help you have that conversation when you get into the conference room to discuss strategy.
Whatâs happening politically? Are there new regulations that will impact your organization? Keeping your finger on this pulse is especially critical if you are in the advocacy realm and trying to get laws changed. Itâs crucial to understand that there is a difference between observing whatâs happening and getting sucked down the rabbit hole. The way you handle this is to surround yourself with good people who will help you keep your focus.
Understanding whatâs going on with technology is absolutely vital. Technology is moving and changing so quickly that you can easily become paralyzed. Understanding the overall strategy â what you are doing and how are you doing it â will give you insights when determining what technology to deploy. Then you can find ways to leverage technology to help your organization become more efficient. Keep in mind that technology doesnât just mean social media and marketing. It also includes how you are communicating internally with your team, keeping connected to one another, and project management systems. Donât let technology work you, you need to work technology.
Finally, you need to take a look at your own clients and the people youâre looking to serve. What change in demands might put pressure on your organization to perform at a higher level? Your constituents may come to you asking for more support in a particular area. You have to listen to your audience so you can better serve their needs.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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The number one reason most nonprofits do not have a strategic plan is because they think itâs going to be a daunting task. But all youâre really doing is gaining some clarity and focus in order to set the organization on the right path. If you go on vacation, you have to plan out how you are going to get there. Strategic planning is the same way; youâre mapping out the steps you need take to get to a desired future state. There are 3 questions you need to ask yourself:
Where do you want to be? What do you need to do? How are you going to get there?When you begin to think about strategic planning in the framework of those three questions, it is easy to put a plan in place. Today we are going to focus on step one of your strategic plan, set the foundation.
Setting the foundation should happen well before you ever set foot in the board room. First, you need to gather a planning team. You want a diverse group of 4-10 people, depending on the size of your organization, that includes a combination of the executive director, the board chair, major donors, other volunteers, etc. Once the planning team is in place, itâs time to set up a meeting to discuss how you are going to run the organization for the next 3-5 years. The first step in this process is to discuss the issues or challenges the organization is facing, which is what will set the tone for the 3-5 goals you will establish. Keep in mind that some of the topics discussed may actually be symptoms of a deeper issue happening within the organization itself.
Next on the list to discuss with the planning team are the obstacles that could stand in the way of effective planning. This could be how often you meet, the schedules of the team, or internal leadership support. Remember, you can easily come up with a bunch of excuses that halt the planning process. However, donât let this stop you from building a strategy.
Finally, you want to wrap up the initial meeting with some ground rules like consensus decision making because we want to do this as a team. Actively support the group decision, even if itâs not the exact one you would personally make. Make sure you prioritize what matters most. Lastly, you need to take the time you need and not rush through the process and trust that this it does work. Itâs going to feel messy and thatâs ok because it gives you permission come up with creative ideas on how you are going to take your organization to the next level.
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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Welcome to the Nonprofit Executive Club podcast. This podcast is for growth-minded executives who are looking to take their nonprofits to the next level through strategic planning and fundraising. Meet your hosts:
Joel Kessel has spent the last 25 years in communications and public relations. He focuses on helping nonprofits get their message out into the world by casting a strong vision and creating a powerful strategy.
Mary Valloni has raised millions of dollars through her work as the development director for the American Cancer Society, the ALS Association and Special Olympics. Now she teaches and trains organizations around the world on how to raise more funds and have more freedom.
Currently, there are more than 568,000 nonprofits that are raising less than one million dollars. The reason why these nonprofits are not taking their fundraising to the next level is because they are lacking a strategic plan. You cannot raise money without a strategy and a clear vision. Only 49% of nonprofits have a strategic plan.
What you can expect from this weekly show:
30 minutes Joelâs STRATEGY Steps to create a successful strategic plan Maryâs FREEDOM guide to fundraising Q&A SessionsWe know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your impact through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
To submit your questions, please email [email protected] or [email protected]
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On this episode we are talking about fundraising, on which Mary has literally written the book. We tend to raise our money by taking whatever we can get, however, there is a strategy behind fundraising. But first, a little background from Mary.
When I first took my position with the American Cancer Society, the town I worked in had a population around 150,000 with the surrounding area numbering near 250,000. Rather than solely focusing on my community, I latched on to what my counterparts were doing in their markets. One of those locations was Chicago. My friends in Chicago raised $1.8 million on a first-year event. No one raises that kind of money without a clear strategy! Another friend in the Tyler, Texas market raised $1 million in their most recent event and I modeled my event after an event in Dallas. I had access to all of my peers where I could call on them and ask for advice or materials. This is part of why we created the Nonprofit Executive Club. We created a community where executives arenât competing against each other but can be there for one another to bounce ideas off of and find out what is working in other markets.
When I wrote the book, Fundraising Freedom, I was really focused on freedom. I want every nonprofit to have freedom, meaning to act, think, and speak without holding back. I want you to be so bold about your cause that youâre not negotiating or belittling your cause and just taking whatever money you can get because youâre so desperate. The FREEDOM process is a system that works for large-scale organizations as well as those organizations just getting started.
Step 1: Focus Your Vision. The first step I teach is the âFâ of the word freedom. Joel will talk to you more about vision as it pertains to your vision statement and I will talk to you about vision as you look at how much money you want to raise. By having a clear mission and vision statement in your strategic plan, by the time you get to me to talk fundraising, you already know what you stand for and how much money itâs going to take to fulfill that vision and mission.
Step 2: Run Your Research. Once you know what you to, itâs time to start researching what your counterparts are doing, or what successes are happening in your community, and figuring out what our people want.
Step 3: Enlist Your Team. This is a process of inviting people in. When it comes to fundraising, you just need one volunteer who is going to be the face of the fundraiser or campaign. Fundraising should not be the sole responsibility of the staff person. Thereâs an old African proverb that says, âif you want to go quickly, go alone. If you want to go far, go together.â You can go fast if you want, but you are not going to raise hundreds of thousands of dollars if you go it alone.
Step 4: Enhance Your Brand. This is when you build out your print materials, get your logo and website designed; turn your fundraiser into something visual. The reason you need to enlist your team before building your brand is so your team can take part in the process. If your team has a say in this process, they will be more likely to sell the event because they have skin in the game. Just like Dale Carnegie said, âpeople support a world they helped create.â
Step 5: Deploy Your Team. Your volunteers and your staff go out and advocate on your behalf by scheduling meetings and getting out in front of people.
Step 6: Organize Your Ask. This is the reason why we fundraise. Go ask for your money. This the number one most difficult thing for boards to do. But this task is made so much easier if youâve done all the previous work. Youâve already done your research, you have a great team, you feel really empowered, your print materials look great, this is what makes it easy to invite others to be a part of what youâre working toward. Remember, people love giving their money away.
Step 7: Make Your Difference. Letâs go make a difference and celebrate. So often when we raise money we immediately jump into the next act. What I want to see is for you to take a step back and you recognize all the people who made it possible. Youâre thanking your donors; youâre acknowledging the impact youâre making on the world. This is where you start telling stories and talking about the success of the event because if youâre going to replicate this again next year, you have to make sure to acknowledge the incredible influence your cause is making.
As we move through the upcoming episodes, we are going to delve deeper into each step individually and answer any questions you may have. To submit a question about fundraising, email [email protected].
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com.
Download the Strategic Plan Toolkit
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap. Get a copy of Maryâs book, Fundraising Freedom.
Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
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On this episode, Joel will take you through a high-level overview of his STRATEGY steps to build your strategic plan. These 8 steps are built on industry best practices, books and courses, and real-life experiences in taking organizations through this process.
Step One: Set the Foundation. What are you planning for? Who is your core planning team?
Step Two: Take a Look at Your World. What is happening in the world around us â politically, demographically, economically, etc.? These issues are going to impact the decision-making for your organization. However, this is not an opportunity to create excuses on why you canât raise âxâ amount of dollars, or why you canât hold an event, or do a specific program. Itâs to arm you with the information you need to make the best decision possible for your organization in the mission.
Step Three: Realize Your Future. What is your vision? Where do you want to be in 3-5 years? What does success look like? Part of this step is drilling down into your mission and the things that are going to drive your day-to-day actions that will support your larger vision. Determining the organizationâs core values are a part of this process as well. What do you believe in? Once you have clarity and alignment within your organization, you can then go out and recruit the right people to become staff members, volunteers, and donors.
Step Four: Assess Your Organization. Perform a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). Whereas step two is taking an external view, step four includes taking an internal look at your organization through the strengths and weaknesses. There will be overlap with step two when you start to look at the opportunities and threats because these are external views as well. However, this allows for some checks and balances between the two steps.
Step Five: Tighten Your Focus. This step is where you create a balanced scorecard. Healthy and smart organizations have a balanced scorecard, meaning they arenât skewed in one direction or another. The four areas of the scorecard are capacity, internal processes and systems, finance, and client stakeholder satisfaction.
Step Six: Establish Your Measurement. If you donât know where youâre going, then how are you going to get there? Did you do it or didnât you do it? Simple. For example, if part of your plan includes to create a marketing plan for year one, what actions are you going to take to make that happen? This is an action you can control. Establishing the measurement then comes back to did you take this action or not because we know that taking action will lead to growth and impact.
Step Seven: Gather Your Tactics. Tactics are new or continuing projects and actions designed to improve performance of one or more focus areas. Tactics reduce performance gaps in the focus area and help achieve results.
Step Eight: Your Plan to Execute. The worst thing you can do is go through this process and then put it away on a shelf. This is where a lot of organizations fail in their strategy; they have a plan but then it doesnât get executed. Your plan to execute is how you are going to roll out your entire plan and put it into motion. Remember, this plan does not have to be overcomplicated. Start with a one-pager, then you can drill down from there into a quarterly, monthly, or weekly plan.
As we move through the upcoming episodes, we are going to delve deeper into each step individually and answer any questions you may have. To submit a question about strategic planning, email [email protected].
We know being a nonprofit executive is a lonely job and we want you to know that you are not alone as you work toward your mission. If you like the content of the podcast, as well as the work we do, we invite you to join the Nonprofit Executive Club. The Executive Club is a monthly training program that gives you the ability to increase your influence through strategic planning and fundraising support. For more information and to join the Club, go to nonprofitexecutiveclub.com
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Interested in learning more about Joel Kessel? Visit kesselstrategies.com to find out how Joel helps growth-minded leaders gain clarity.
For more information about Mary Valloni, visit maryvalloni.com and to download our free Fundraising Freedom Roadmap, go to maryvalloni.com/roadmap.
