One of the biggest problems with many development plans is that they sit on shelves gathering dust. If the plan has all the components discussed in the last article, it should be easy to implement and to evaluate. Most plans fail because organizations are really good at setting goals and objectives, but not always as diligent when it comes to establishing the action steps necessary to implement those goals.

Before the development plan is complete, an evaluation process should be in place. This process will include assigning a person, usually the Chief Development Officer (CDO), to monitor the plan on a regular basis. To simplify the process, the plan should include a section that lists all the action steps with a timeline; a section that lists each step that has a budget impact, both positive and negative; and a section that outlines tasks according to the personnel responsible for carrying them out.

If each person, committee, or department that is responsible for implementing the plan has a list of action steps that need to be taken, it is much more likely that they will follow the plan. Similarly, the timeline will make it simple for the CDO to measure progress on a monthly, or even weekly, basis. Finally, the budget outline will be helpful when presenting the plan to the CEO, the CFO, or the board that must approve the expenditures needed to implement the plan.

At every development department meeting, the plan should be reviewed, especially in relation to the timeline and the personnel responsible. The CDO should not use the plan to point fingers at staff members who may be falling behind in carrying out their parts of the plan, but rather as a tool to celebrate progress and discuss issues that might be impeding the progress of the plan. Often there are segments of the plan that are not accomplished according to the established timeline, but there may be extenuating circumstances that justify this deviation.

Some non-monetary goals should also be established in the plan, particularly for organizations that are new to development. Be sure to celebrate progress made on these goals as well; it is not always just about the money!

The development committee, which has a great deal of responsibility for both developing and implementing the plan, should also review it on a regular basis. A segment of each development committee meeting should be devoted to reviewing progress on the plan and making adjustments if necessary. The board of directors, which is also responsible for certain segments of the plan, should review the plan periodically to assess progress and help establish goals for the next planning year.

Looking at the plan on a regular basis will ensure that some goals are not overlooked while other areas are being pursued. Regular reviews also help prevent staff, board, and volunteers from being led astray by delving into areas that are not part of the plan. If a good idea is presented that is not in the plan, the CDO should suggest that the idea be investigated further and possibly incorporated into the next plan. If the opportunity is immediate, then those involved need to examine the plan to see what area might have to be eliminated from the current plan in order to pursue this new opportunity.

When it’s time to evaluate the plan’s performance/effectiveness, the CDO should discuss the plan with the CEO, outlining the progress made and identifying areas that might be hindering the plan’s implementation, such as technology needs, lack of board involvement, or budget constraints.

Established guidelines for various development components, cited from Jim Greenfield’s book, Fundraising, have been included in my book, The Development Plan. These guidelines can help your organization compare its progress in many areas of development against acceptable standards.

I would enjoy hearing about your successes and challenges in developing and implementing your development plan. Feel free to contact me at Linda@cvfundraising.com or visit my website at www.cvfundraising.com for assessment tools that may be helpful in the planning process.