Strategic Fund Development: Building Profitable Relationships That Last, Third Edition

Summary

The fund development plan provides the framework for your development program. Develop a plan effectively and work that plan well. Then you’ll see a difference in attitude, accountability, and productivity.

The process of creating the development plan is as important as the resulting plan. A good process produces ownership of the plan, assures shared accountability, and achieves your targeted results.

The challenge, of course, is the process itself. A good process depends on the four relationships described in this book. In particular, a good process requires highly effective enabling by the process manager, typically the development officer.

Your fundraising goal—the money goal—depends on the availability of donors and qualified prospects, and the capability and capacity of your organization to do the work.

Each of the prior chapters in this book contains ideas that are helpful to the development planning process. For example, see Chapter 8 for a review of values clarification, group process, conversation, and participatory decision-making. Take another look at managing change and leadership, Chapter 5.

See Chapter 6 for a detailed description of strategic planning. You can apply most—if not all—of this to your fund development planning. In Chapter 7, review the ways to engage constituents in the development process. Use some of these ideas for your planning. Finally, Chapter 8 describes your role as the principal enabler. The proverbial ball is in your court. Take it! ...