Fundraising & Grant Writing |
Keep fundraising goals out of your strategic plan |
Date : 06/06/2007 |
Author : Ivor Heyman |
Organisation : Center for Nonprofit Success |
Summary
Many nonprofit organizations insert fundraising goals into their
strategic plans. However, this is a result of muddled thinking
about the different functions of strategic planning and
fundraising. While strategic planning is a process to set
direction for the future, fundraising is a process to secure
adequate resources to make that future a possibility. Fundraising
therefore is not a future direction, and fundraising priorities
are therefore not "strategic priorities." For this reason, it is
preferable to insert fundraising goals and objectives into a
separate fundraising plan.
The Background
Let`s see how this might work in practice. At the annual
strategic planning retreat of Education Unlimited (a nonprofit
that provides mentoring opportunities to low-income children), a
discussion arose about how the organization was going to raise
money for three new programs, and for general operations. Some
board members felt strongly that the best way to raise this money
was to make it one of the priorities in the strategic plan.
Another board member then reminded the board that while
fundraising had to flow from strategic planning, the two
functions had to be performed independently to avoid the tendency
of allowing one`s mission to be shaped by financial considerations
(also known as mission creep).
The Solution
The board agreed to create a separate fundraising plan containing their fundraising goals and objectives.
Lessons Learned
This example illustrates how easy it is for a board to confuse
its direction-setting and resource acquisition responsibilities.
When the distinction between the two becomes blurred, a board can
easily start to believe that it is providing direction when, in
fact, it is simply chasing after the next dollar. The result in
extreme cases is an organization that is constantly being pulled
in different directions by actual and potential funders.
Strategic planning therefore serves as the rudder that steers the
organization through hot and cold water currents that are
inevitable when building relationships with donors.