Notes

Mission-Driven Causes - Do You Have a Strategic Plan?
A Social Change Agency is a nonprofit agency founded in Olympia, Washington, and is a non-profit membership organization, with the mission of building community power through mass resistance. Their website says they have been working "in the trenches, fighting for our rights and our community's rights." They have received grants from the National Science Foundation, Green Institute, and the National Women's Freedom Foundation. Membership is available for anyone who wants to work on social change issues as well as those who want to be involved in policy development and working with other like-minded organizers.

A social change agency may not sound like a legitimate nonprofit organization, but they are one. This is because they work in the "underground," unincorporated world of nonprofits. This is important because many people who work in the nonprofit world do not recognize themselves as part of an organized movement. For instance, people who work as community organizers within progressive groups or other nonprofits may not claim to be part of any political party, think tank, or think tank that represents a specific sector of the public. Because they work in the informal world of nonprofits, many times people do not feel like they are members of a particular segment of a larger political machine.

Therefore, the leadership and other members of a nonprofit must be more than just people concerned about social change issues. They must be strategic planners who can draw together a diverse array of people and ideas to make a difference in the larger public sector. A nonprofit must have a trusted advisor on all aspects of strategy and planning, especially strategic planning. A strategic planner is a person who can bring a group of diverse people together to build movements, engage citizens, increase membership and donations, and build partnerships.

In the case of a social change agency, the strategic planning will address such areas as community organizing, direct campaign efforts, fund development and fundraising, and PR and strategic planning. These aspects of social change can be complex and time-consuming. Therefore, the leadership and other members of the nonprofit organization must be more than people with "planning" skills. They need to also be thought leaders who are skilled in communications skills, in organizing, in fund development, in building relationships, in public relations, and in thought leadership training.

A trusted advisor on all of these aspects of strategic planning within nonprofits is a thought leader. A thought leader is a person who brings together people to solve problems. A problem solver is someone who can analyze problems, analyze the potential solutions, draw possible combinations, explain their validity to others, etc. Then the thought leader facilitates a process by which the solution can be developed and brought into the public eye. magazine is therefore not just an advisor, but a trusted advisor whom many nonprofits would benefit from as they strive to build influence, raise funds, build membership, create and sustain vibrant and meaningful relationships, and advance the cause of social change.

This includes not just the nonprofit organizations themselves, but also the nonprofits' partners, sponsors, fundraisers, and even individuals who work with the nonprofit. As a thought leader your role is important at every stage of the development of strategic plans. In addition, it extends to your public relations or marketing department. You must be a trusted advisor for building relationships with the press, media, donors, vendors, and other key decision makers. The key to becoming a trusted advisor is your ability to build a strategic plan, then you must implement that plan as part of your overall public relations strategy.

You also must work your strategy into the daily workings of your nonprofit. It is important that you fully understand how the strategic planning process works within your nonprofit. As a matter of fact, your plan should be written down in a detailed action plan, which you should submit to your partner organizations, stakeholders, funders, and to your own staff. From there, you must track and report on the implementation of your strategic planning throughout the entire organization. As part of your overall strategic planning process, you should include a regular evaluation of your nonprofit's performance as it relates to the development of its community, nonprofits partners, public policy issues, and most importantly, your constituents.

Finally, you must have a strategic plan and work your plan into your overall strategic planning process from the start. As part of that strategic plan, you must ensure that you create an effective and reliable revenue model for your organization. If you're not sure exactly what revenue models are appropriate for your particular nonprofit, it is wise to consult with people who are skilled in this area, such as people associated with the nonprofit organization itself or people who have been involved with similar nonprofits for many years. They will be able to provide you with the information that you need to make an informed decision regarding the development of your nonprofit's revenue model. If magazine do follow through on all of the things that I've mentioned in this article, you'll be able to successfully start and maintain a mission-driven causes marketing strategy that will generate maximum revenue and social change.
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