Annual Plan is Strategic Plan’s Greatest Tool for Success

Most nonprofit organizations have (or should have!) a long-term strategic plan, one that they have spent a great deal of time and resources to develop. By engaging various staff, board members and stakeholders, the strategic planning process can be an effective way to identify strategies that will support the organization as it strives to fulfill its mission. As stellar as the strategic plan may be, however, unless its strategies are methodically put into action, the plan itself becomes inconsequential to the agency’s operations.

Generally speaking, a strategic plan covers a three-to-five-year period (most common is three years) – which in today’s real-time, fast-paced operating environment can seem daunting to even the most seasoned nonprofit leaders. This is where an annual plan can become a strategic plan’s greatest tool for success. First, it is essential to understand the difference between the two. A strategic plan clearly defines the organization’s mission, lays out a vision of what it wants to achieve over the next few years, and defines several strategic priorities designed to guide the agency toward mission fulfillment. This is the framework for what is to come. An annual plan – or work plan – is staff-driven, designed with specific objectives, outcome measures, and areas of responsibility (including timelines) in order to provide the day-to-day guidelines needed to ensure the strategic goals are ultimately met.

We’ve gathered these key considerations to help create a valuable and effective annual plan:

  • Be sure annual planning remains an inclusive process for everyone involved, including internal and external parties; when people feel personally connected they are more likely to take ownership and responsibility for the tasks at hand
  • List only the strategies to be implemented during the coming year; this keeps focus on the short-term as well as laying out a manageable, rather than overwhelming, plan for the next year
  • Break down annual strategies into smaller goals that are assigned to specific areas or individuals, including due dates and follow-up procedures
  • Expect that future events will often cause the need to reevaluate and perhaps even change the course of part of the plan; being ‘at the ready’ and adaptable to unforeseen events will only help to move both plans forward!
  • Annual plans may also incorporate other regular planning processes, including review of the technology and information management plan, financial planning, human resources planning, etc.
  • The annual plan is precisely the place to be specific; use a variety of tools here that will highlight the details of the plan’s successes and shortcomings, such as metrics, measurements, or any other analytical tools that are relevant to evaluating the plan’s overall goals

Supporting and Appreciating the Essential Nonprofit Donor

Nonprofit organizations put forth much effort, and often invest significant resources, into soliciting and maintaining a steady stream of contributions from committed donors. However, once the donations are received, what many nonprofits often overlook is the necessary practice of appropriately showing appreciation for and valuing the donors themselves. By overlooking this key component, nonprofits are depriving themselves of an important perspective. As public agencies dependent upon external donations, the better we understand and meet the needs of our public stakeholders, the more likely our chances of establishing the long-term donor relationships that are paramount to the successes of our organizations.

When a donor decides to contribute to your organization and its mission, it is often because he or she feels that the services you provide are helping to fill an essential gap in the community or perhaps there is a more personal connection to the services you provide. Whatever the reason, the donor specifically chose to support your agency. Therefore, donors want to feel a personal connection with the clients that were and continue to be aided by your organization.

First, it is important to take a close look at how your agency currently thanks its donors for their contributions and how it goes about fostering donor relationships to keep them dedicated to your organization’s mission for the long-term. Staggering statistics from the 2012 Fundraising Effectiveness Survey have reported that for every $100 of new funds raised, $100 was lost due to downgraded or lapsed gifts. Further, for every new 100 donors secured, nonprofits lost 107 donors through attrition. Appropriate and thoughtful action is required on behalf of the nonprofit agency to stay way ahead of this astounding trend.

Once your organization has a solid understanding of its current (and potential) donor base, it is time to focus on the needs of the donors to begin building those vital long-term relationships. Often donors want to feel a personal connection with clients that have benefited from the nonprofits that they have supported. Consider providing a detailed update (as well as appeals) rather than simply relying on short form letters or tweets. Building that personal connectivity to your mission fosters long-term dedication.

Share progress with your donors, no matter how small. What matters to them is that they feel like they are making a difference. Show them the little things, too, that are just as important to advancing your cause and improving the lives of others. Perhaps a personal testimonial or an impressive statistic will make a lasting impression. Send a special invitation – without soliciting for another donation. Perhaps to your next free event, a behind-the-scenes tour, or simply a volunteer activity that will connect them personally with those that directly benefit from their continued contributions. The possibilities are endless and, rest assured, the little creative effort it takes on behalf of your organization to reach out to your donors will come back to both you and your clients for many years to come.