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Goals
🟢 Outcome related targets exist, have actual milestones that are consistently adopted; have clear long-term goal that is both actionable and linked to overall vision and mission
Highly developed: Very strong processes are in place for goal setting. The ambitions (targets) are sacrosanct to the fundraising function.
Reflection:
- No response necessary as we have both fundraising strategy and clear time bound goals.
- Others -
Action:
- No action necessary.
- Others -
Notes for Development:
- Very strong processes are in place for goal setting. The ambitions (targets) are sacrosanct to the fundraising function.
- Goals were not set to determine a fundraising income target alone. Goals are linked to greater organisational mission and delivering outcomes.
- Advanced fundraising planning process exist, which is developed in cognizance with programatic ambitions of the organisation. Fundraising choices made are logical and mission driven choices.
🟡 Mostly multiyear and linked to aspiration
Fairly developed: Goals exist and are mostly driven by funding need.
Reflection:
- Have more clear targets and fundraising strategic goals for a longer period.
- Others -
Action:
- Address this issue with greater importance during the cycle of organisational planning.
- Others -
Notes for Development:
- Goals exist and are mostly driven by funding need.
- Fundraising goals will have deeper and greater ownership within the fundraising function, if they are developed to achieve outcomes that are critical to the organisational mission.
- Consider further refining the fundraising goals, duing the next planning cycle. Fundraising goals are to be linked with programatic goals. Essentially, a theory of change for fundraising function as well.
🟠 Mostly short-term and renegotiated, and not linked to overarching program goals
Developing: Goals are short term and market (income need vs expenses planned) driven possibly.
Reflection:
- Develop a fundraising strategy aligned with program goals.
- How can fundraising goals be made sacrosanct within the organisation.
- Others -
Action:
- Address this issue with greater importance during the cycle of organisational planning.
- Conduct a strategy and goal development workshop.
- Others -
Notes for Development:
- Goals are short term and market (income need vs expenses planned) driven possibly.
- Consider further refining the fundraising goals, during the next planning cycle.
- Fundraising goals will have deeper and greater ownership within the fundraising function, if they are developed to achieve outcomes that are critical to the organisational mission.
🔴 Targets and objectives are not clear or incoherent or does not exist
Poorly developed: Low awareness on the advantages of having proper outcome-oriented goals. Fundraising functions may be operating around certain temporary arrangements (via volunteers, Board etc.)
Reflection:
- Have more clear targets and fundraising goals for the next 1 year; detail strategy may be developed over the next 1 year.
- Even if we do not have any fundraising specialists, a core team can work towards developing certain basic goals- that may work as a kind of way forward.
- Others -
Action:
- Create a team guided by Senior Management team member to develop fundraising plans.
- Senior Leadership to develop a time frame to develop fundraising startegy and clear goals.
- Conduct a strategy and goal development workshop.
- Others -
Notes for Development:
- Low awareness on the advantages of having proper outcome-oriented goals. Fundraising functions may be operating around certain temporary arrangements (via volunteers, Board etc.).
- Develop a short-term plan immediately for the next 2-3 quarters and allocate specific responsibilities to selected staffs, if you do not have exclusive fundraisers at present.
- Consider integrating fundraising planning exercise, with your program planning exercise.