It is the stage in the planning process where an organisation starts to turn options and choices about the future into reality, creating a robust framework from which the organisation will deliver its work. You may wish to leave out certain sections that are not applicable to your organisation. Motivate your staff Thinking strategically or long-term provides the opportunity to look back at past successes and celebrate what you do well. Learners are able to access standalone courses as well as blended learning resources to complement traditional classroom based training sessions and events. Vision and aspiriations – what do you stand for? Planning for the long-term can seek to secure an organisation’s future and is the first step towards sustainable funding.
For most organisations thinking long-term or strategically enables staff, management and trustees the chance to stand back from day to day activities, look at their achievements and set objectives and plans for the future. Helping to build relationships Getting everyone who has an interest in the organisation involved in the planning process provides an opportunity for key stakeholders to get to know each other, make their views heard and help review your objectives and plans together. It also forces you to test the likely sustainability of your future plans with hard financial evidence and devise appropriate risk management methods to deal with them. Learners are able to access standalone courses as well as blended learning resources to complement traditional classroom based training sessions and events. But while you stand still those around you will not, and you will find it increasingly difficult to attract funding and support for your work. It will provide your organisation with a strategic plan that will allow you to plan your objectives for one, five or even ten years.
Planning and thinking strategically can businesw you achieve this by prioritising your work and helping to deliver those tasks and activities that are essential to your cause How does the fundraising plan fit in the overall planning process?
Communicating your plan or strategy clearly to stakeholders will also encourage teamworking and help build relationships, as they will know exactly what is expected of them and what direction the organisation is heading.
Running your organisation — Wales Council for Voluntary Action (WCVA)
For example, a three year fundraising strategy will look quite different to fundraising for a one-off, single event. They should always contain sufficient information proportionate to what is required, for example a proposal to potential funder.
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But while you stand still those around you will not, and you will find it increasingly difficult to attract funding and support for your work.
Wales Council for Voluntary Action
Outline for a business plan. Key elements that should be considered are:. The following outline plan can be tailored to suit its purpose. Help organisations to define their objectives and targets in detail Encourage them to gather fresh knowledge about their service users Provide a detailed blueprint for developing projects and activities, and the means to monitor progress Provide valuable written information about your work and objectives for new staff, volunteers and trustees, and for external partners Help to promote your activities with certain groups in the community – e.
Manage risk Planning for the future provides an organisation with an external focus and can help identify potential risks for the organisation, highlighting your weaknesses and alert you to future dangers. Good quality business plans can:. Over the coming months we will be expanding the range of courses available for learners to access. Business plans are developed within the wider context provided by the strategic busimess.
It will provide your organisation with a strategic plan that will allow you to plan your objectives for one, five or even ten years. Think long-term Benefits of planning Useful resources Why plan? The scope and depth of a fundraising strategy will depend on the particular activity. The skills and tools needed to develop a business plan are very similar to that required to create a strategic plan. What are business plans for? You may wish to leave out certain sections that are not applicable to your organisation.
Link to planning An ideal starting point for any fundraising activity is to look at the organisation.
Funding | Business planning — Wales Council for Voluntary Action (WCVA)
Motivate your staff Thinking strategically or long-term provides the opportunity to look back at past successes and celebrate what you do well. Background to organisation An overview of the proposed scheme or project Why the scheme is needed Why your organisation? In a three-year business plan, the first year will be detailed and fixed, the second year will be reviewed and amended upon completion of the first year, and the third year plan will set out general direction.
Every voluntary and community organisation can benefit from a written business plan which businesa out the direction and planned performance of an organisation. Keep your eyes on the prize Many voluntary and community organisations complain that they are constantly ‘fire-fighting’ and reacting to the same issues and problems. Plans should not be lengthy or complicated but succinct and easy to understand.
Running your organisation
Key elements that should be considered are: Voluntary and community organisations should be clear about key objectives or outcomes it wants to achieve, and how fundraising will help to achieve this. Business plans tend to adopt much shorter timeframes than cwva plans, typically medium-term covering years.
Running things on a day to day basis takes up most of your time and you assume that everyone in your organisation understands what you do and where you want to go.
Good quality business plans can: It will help decide a mission or vision for the organisation, examine trends internally and externally, assess options available, preferred choices of action and their wider impact on long-term sustainability.
Aims and objectives SWOT analysis – identify strengths, weaknesses, opportunities and threats PEST analysis – political, economic, social and technological The legal and charitable status of the organisation Key stakeholders and beneficiaries Sources and range of income and assets – current, past and future Staff skills audit and responsibilities Current and future activities requiring funding Resources needed in terms of staff, premises, equipment etc Monitoring and evaluation What will be the scope of the fundraising strategy?
However, we work in a dynamic environment with frequent changes to working practices, policies and legislation and new funding options being made available to the sector.