Posts in category Nonprofit Management

Add marketing strategy into your nonprofit strategic planning

September 22, 2014 1 Comment Written by admin
“Which road do I take, she asked?” “Where do you want to go?” responded the Cheshire Cat. “I don’t know,” Alice answered. “Then,” said the cat, “it doesn't matter!”

“Which road do I take, she asked?”
“Where do you want to go?” responded the Cheshire Cat.
“I don’t know,” Alice answered.
“Then,” said the cat, “it doesn’t matter!”

“Okay,” the executive director said. “We really need to do some nonprofit strategic planning.”

“Why,” said the board members. “We’ll spend a lot of time and money and the plan will sit somewhere on a shelf.”

This isn’t an atypical refrain. There are, however, important reasons for your nonprofit to do strategic planning. Nonprofit strategic planning answers the 4 big questions:

  1. Where are we?
  2. Where do we want to be in the future?
  3. What part of the status quo do we need to change to get us where we want to be in the future?
  4. How do we make it happen?

But, the planning process doesn’t need to be a chore. Nor does the plan need to sit on a shelf.

I had the distinct honor of working with Bridging The Gap Foundation. I was a consultant for their Strategic Planning, Board Development and Fundraising Grant. This opportunity was made possible through the generosity of The David and Lucile Packard Foundation’s Organizational Effectiveness and Philanthropy Program.

The main lesson I learned is that there isn’t one perfect strategic planning model that works for every nonprofit. There are a number of variables that must be considered, including:

  • the culture of the nonprofit
  • whether or not the organization has had success in strategic planning
  • the volatility of their environment
  • the main reason for doing the strategic planning at this time

My most recent engagement was with a small nonprofit with a hard working and committed board. After some preliminary discussions, we decided on a planning process that integrated vision-based and marketing strategy.

Vision-based strategic planning model:

  1. Identify your purpose (mission statement)
  2. Establish a vision statement
  3. Select the goals your organization must reach if it is to effectively work toward your mission and achieve your vision
  4. Identify specific approaches (or strategies) that must be implemented to reach each goal
  5. Identify specific action plans to implement each strategy (or objectives to achieve each goal)
  6. Compile the mission, vision, strategies and action plans into a Strategic Plan document.
  7. Monitor implementation of the Plan and update the Plan as Needed

Add marketing strategy into your nonprofit strategic planning:

Strategy is not planning. Strategy is about making smart strategic choices. Strategy helps create strategic planning and action into real-time.

La Piana Consulting identifies 5 principles for strategy development that I weave into the strategic planning process:

  1. Know Yourself
  2. Know your market
  3. Build on Your strengths
  4. Make decision-making criteria explicit
  5. Identify Your Big Question, e.g., your greatest challenge

Do you have any thoughts about strategic planning or weaving marketing strategy into the strategic planning process?

We’d love to hear from you!

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Don’t shoot yourself in the foot: Revisit your communications plan before you speak!

February 6, 2012 Leave a Comment Written by admin

“If you don’t know where you’re going it doesn’t matter which way you go!”

How could one of the country’s most trusted nonprofits end up in a no-win situation with its supporters and corporate partners?

How could a well-liked and respected organization that does so much good for so many find itself on the defensive?

Below is a brief overview of how the Susan B. Koman Foundation landed in such a difficult spot.

On January 31st AP reported that Susan G. Komen for the Cure, the nation’s leading breast cancer charity, was halting its partnerships with Planned Parenthood affiliates that provided breast screening services through a Komen grant.

This caused a bitter rift between the two organizations. Planned Parenthood responded immediately and launched a fundraising initiative to replace the lost funds; at first the Komen Foundation was quiet. By the time they responded it was too late.

The ongoing effects were almost instantaneous. The once venerated Komen Foundation found itself on the defensive and it appears it will remain there for a long time to come.

It is hard to imagine, but as Kivi Leroux Miller describes in the Accidental Rebranding of Komen for the Cure, the foundation waded into an area of highly charged public feelings without a communications plan. Or, I would suggest, without using their marketing communications plan to guide their actions.

This is not the first time that Komen has hurt itself. Nancy E. Schwartz, in Getting Attention, describes corporate relationship snafus Komen made, and how the brand suffered.

So, what can you do to prevent your nonprofit from shooting itself in the foot?

Here are some guidelines:

  1. Always keep your marketing communications plan  updated & use it!
  2. Always market your mission.
  3. Carefully define whom your mission serves. You need to meet the needs of your core stakeholders.
  4. Measure your constituents’ needs. Research, research, research to ensure your programs & services resonate with your target audiences.
  5. Evaluate the success of programs & their relationship to your mission.
  6. Communicate regularly & consistently.
  7. Craft your messages to reflect how our mission affects your different audiences.
  8. Communicate in terms of your ROI even when it is not in monetary terms; quantify your economic impact.
  9. Celebrate your successes. Show how your ‘market diversification’ creates the funding to provide your services.
  10. Know your organizational elevator speech so you can articulate your vision & Competitive Advantage Statement.
  11. Keep a “face” on your marketing initiatives.
  12. Evaluate often & be prepared to refocus your efforts.
  13. Do not go into the dark. Have a crisis communications plan and be prepared to use it.
  14. Keep your social media outreach up-to-date. If/when a crisis strikes be prepared to address issues head-on. Make sure your posts & tweets are relevant to the issue at hand.

Not certain your new initiative serves your better purpose?

Test it before you launch!

I would love to hear your thoughts on ways to ensure your communications integrity and success.

Interested in a CS&I Marketing Communications Template? Contact me at deborah@creative-si.com.

 

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Role of the Board & Successful Fundraising Techniques

November 28, 2011 1 Comment Written by admin

The rollercoaster ride that nonprofits have experienced since the beginning of the ‘great recession’ has been anything but fun!

Although the great recession began in 2007 according to the National Bureau of Economic Statics, the reality of its effects on nonprofits really hit home the day the venerable brokerage firm Lehman Brothers filed for bankruptcy in September ’08. Pretty soon nonprofit leaders and staff came to realize that how nonprofits managed their fundraising would be changed forever.

The Nonprofit Finance Fund provides financing, funding and advocacy services to nonprofits and funders nationwide. For the researchers among us, they are a fount of data. Their “Guide to Navigating Changing Times” provides answers and resources to help weather these difficult times.

An October 11 blog posting from David King, president Alexander Haas highlights “10 Lessons Learned from the Great Recession.”

  1. Relationships matter more than causes
  2. Serving on a board in not an honor, it is a real job with real responsibilities
  3. If you stop fund raising, you will stop raising funds
  4. Endowment is not an insurance policy against declines in earned and donated revenue
  5. Take donors for granted and they will take their donations elsewhere
  6. Financial acumen is, in fact, a requirement for nonprofit executives
  7. Your next campaign does not “have” to be larger than you last campaign
  8. We have a new definition for what we “need”
  9. The donor pyramid has been pinched in the middle (think hour glass)
  10. Fear of multi-year pledging has reshaped how capital campaigns are executed.

I have always been committed to a fundraising board. Last year I was asked to do a presentation on the “Role of the Board & Successful Fundraising Techniques.”

This presentation is a Call to Action for nonprofit boards to encourage ownership and enthusiasm for fundraising.

You are welcome to share with your nonprofit’s board of directors. I’d love to hear from you to learn of their response.

I know this is an extremely busy time for fundraising. We at Creative Solutions & Innovations wish you the very best in your quest.

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