Last time it was about the key elements of a strategic plan and the benefits. The second benefit is a passionate nonprofit donor.
Donor passion comes from within the donor. It is impossible to create from the outside. However, one can connect the passion of the donor to the mission. The strategic plan is the connection.
The strategic plan must be concrete, creditable, and have an emotional element. One of the ways to ensure concreteness is to have firm goals. Measurable and meaningful goals are concrete.
Let us assume that we are attempting to eliminate hunger. Progress toward that goal would be a reduction in the number of sacks of food needed next year. That would suggest that the community’s problem is smaller even though the population is growing. The goal is measurable and meaningful.
Is it creditable? No. However, it can become creditable if the plan is logical and practical. If the reader can immediately see how it is possible to achieve the goals, it has credibility. If it depends on elements beyond ones control (improvement in the stock market, low fuel costs, and increased manufacturing activity), it may still work, but everyone will wait and see. Credibility will be after the fact. Can you afford to have the donors wait or is it important to have support now?
One way to destroy credibility is to have a strategic plan covering the near term. Some problems take years to solve. Offering a cure for cancer in the next 12 months, lack credibility. Offering a cure for the ten most common forms of cancer in 20 years seems believable.
The final element is emotional engagement. The plan to this point is sterile. It appeals to the intellect. That is good because the intellect is often the gatekeeper that allows the engagement of the heart.
The plan needs to talk about the changes one sees in the clients. “The clients will have greater self-confidence, new skills, and less stress as a result of completing the first class. The second class will give them …” How many donor hearts can say no to that? In other words, the supporting narrative needs to humanize the facts and planning.
Now the donor can justify the gift. The gift solves an important problem (last article), the plan is creditable and measurable, and there is a direct personal connection. The donor can say, “I am helping people …” That is very different from saying, “I give to the X&Z agency.” People are passionate about helping people. (People are passionate about their new car. It is rare for someone to be passionate about the manufacturer.)
The passion in the nonprofit employees, volunteers, and the board will also be obvious. A passionate nonprofit board is more effective. It is important to remember that referral source is a nonprofit volunteer with a different purpose. Having a creditable, concrete, and emotionally engaging strategic plan increases the effectiveness of the referral sources.
One of the most important referral sources are the clients. If they are receiving the promises of the mission, referring others is easy and natural.
With all of that support, it is easy to see how a good strategic plan creates sustainability.
