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Making strategic planning work

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From the 2016 NCVO Funding Conference in association with Kingston Smith

Published in: Government & Nonprofit
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Making strategic planning work

  1. 1. MAKING STRATEGIC PLANNING WORK 29 FEBRUARY 2016
  2. 2. INTRODUCTIONS
  3. 3. WHO WE ARE Dan Fletcher MInstF(Dip) Deputy Director Kingston Smith Fundraising and Management Caroline Holton MInstF(Dip) Principal Funding Fixers
  4. 4. STRATEGIC PLANNING THEORY WHAT YOU NEED TO KNOW
  5. 5. • Start with organisation vision and mission • Gain input and leadership from SMT and Management Board • Build a Funding strategy from your case for support • Integrate a Financial strategy with a Fundraising strategy BEWARE OF THE DOG
  6. 6. • Don’t start with your financial sources or your income generation techniques • Know the difference between Features and Benefits • Articulate your impact rather than describe your outputs START WITH A CASE FOR SUPPORT
  7. 7. • These should be linked to mission and vision • Make sure both are aligned rather than at odds • Income generators - learn to speak ‘Finance’ • Don’t confuse ‘Costs’ with ‘Investments’ FINANCIAL AND FUNDING STRATEGIES
  8. 8. “If you don’t know where you are going, you might not get there.” Yogi Berra
  9. 9. PUTTING IT INTO PRACTICE
  10. 10. KEEP IT SIMPLE Elevator Pitch: Can you sum up what your charity does in 90 seconds, or in 100 words? In pairs, pick one organisation and draft a 100 word or less elevator pitch that links your funding strategy with your mission.
  11. 11. DESIGNING A STRATEGY A BLUEPRINT
  12. 12. STRATEGY ON A PAGE • Vision, Purpose and Values • USP, Niche and Reputation • Long-term and mid-term strategies • Long-term and mid-term growth indicators • Key actions • Key growth indicators • Consider economic, social and political backdrop. à la BGI Strategy
  13. 13. BGI Strategy’s Strategy on a Page methodology
  14. 14. SPEND TIME ON FUNDAMENTALS • Purpose: What drives your passion for the charity? It needs to be sustainable too. • Vision: What is the need for your work and how is this changing? Where do you want to be in 3-5 years time? What will have changed? • Values: What activities would be a sackable offence? What do you stand for?
  15. 15. CONSIDER WHERE YOU FIT IN • USP: What makes your cause special, why should people give to you? • Niche: What ‘market place’ do you operate in? Who are your competitors? • Reputation: How do your beneficiaries and donors define you? How do you manage and protect donors’ interests and investments? Your ethos and strategy are inter-linked.
  16. 16. “However beautiful the strategy, you should occasionally look at the results.” Winston Churchill
  17. 17. There are five top-level areas to consider • For each there will be long-term, mid-term and immediate actions • The time-scales will vary for different organisations • Each strategy area should have growth indicators to measure progress KEY ELEMENTS TO REMEMBER Strategy area Example Finance Reserveswillreach3 month’sexpenditure Operations Introduce2new multi-yearprojects Income generation ROIexceeds2:1for community fundraising Communicatio ns 50%donorsreceiving emailoverletter People 100%stafftrainedon dataprotectionrules
  18. 18. PUTTING IT INTO PRACTICE
  19. 19. Create some examples for your own work • Choose a time-scale - possibly 12 months • For each of these five areas, define how you will measure growth. It is always a number. • Sense check with the person next to you GROWTH INDICATOR EXERCISE Strategy area Example Finance Operations Income generation Communicatio ns People
  20. 20. GROWTH INDICATOR HAND OUT Strategy area Growth indicator Finance Operations Income generation Communication s People
  21. 21. STRATEGIC PLANNING PRACTICE CASE STUDIES
  22. 22. PLANNING PROCESS • Start with organisation strategy first - where do we want to be and what market are we operating within? • Develop Fundraising strategy based on financial targets and realistic ROIs • Write a ‘Department’ plan for different disciplines - overall target broken down into manageable monthly chunks. • Develop a granulised ‘Output Document’
  23. 23. CULTURE AND STRATEGY • Strategic Plans don’t shift organisational culture - beware of ‘pot-chasing’ • Be open, transparent and fair. Different disciplines will have different targets • How do you manage and reward success? • Show progress publicly - use graphics, boards, charts. This creates buy-in. • Educate the whole team out of their silos. Each ‘department’ should understand the other.
  24. 24. GAIN TEAM OWNERSHIP • Help individuals understand their role/place - how will the income that they raise be used, what will its impact be? • Keep strategy alive in one-to-one meetings. This can form a part of ‘Output Document’ which can be measured during 1:1 and supervision • Keep balance between carrot and stick • Develop better team cohesion
  25. 25. GAIN SENIOR OWNERSHIP • For new work have an agreement with SMT and Board • What happens if they only offer half? • How will this affect your ability to deliver and how will this impact upon the charity? • How can existing work be ‘packaged’ into new projects?
  26. 26. CONSIDER WIDER IMPACT • Shift from capital bids to full-cost recovery • Shift from office-based to home-working • Shift from quantity to quality - high volume can actually be detrimental to success.
  27. 27. PUTTING IT INTO PRACTICE
  28. 28. Review this Output Document for Trust fundraising. In threes, discuss: • How would you talk to the Trusts fundraiser about the results? • How would it affect the current strategy? • How would this be communicated to the wider team/charity? MANAGEMENT DECISION-MAKING
  29. 29. FURTHER INFO/CONTACT DETAILS Dan Fletcher MInstF(Dip) dfletcher@ks.co.uk @DanFletcherKSFM│ Caroline Holton BA (Hons) MInstF(Dip) fundingfixers@outlook.com 07961 001710│
  30. 30. NCVO champions the voluntary sector and volunteer movement to create a better society. We connect, represent and support over 11,500 voluntary sector member organisations, from the smallest community groups to the largest charities. This helps our members and their millions of volunteers make the biggest difference to the causes they believe in. •Search for NCVO membership •Visit www.ncvo.org.uk/join •Email membership@ncvo.org.uk 30

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