Action plans

Action plans work from the strategic plan but put the every day use by departments/teams/individuals.

They are the answer of how you are going to get to the strategic targets.

However once they are up and running they are also the resource which will contribute to the setting up of the strategic targets.

One supports the other.

Action plans include needing the following:-

Historical data:

Where money has come from broken down into the targets areas that are being currently used.

If this is unavailable or will cause massive investment in time, it is advisable to have some sort of guestimates/ball park figures. Historical data, even if it appears not to be applicable to the future plan, is needed as some ball park figure as to where the organisation has come from and where it is going.

It does offer opportunities to see growth areas, differences in years, areas that are declining and also offers individuals the opportunity to plan and see improvements as they go along. Historical data is vital to creating clear and real action plans.

This data will also allow you to identify old sources of income and therefore new potential sources for developing income.

Inputting and using data:

It is important via your fundraising database or via a simple accounting package (e.g. excel etc) to see what is actually happening compared to what targets have been set.

This allows clear management of the situation and will help stop any irregularities or challenges becoming problems in the future. It also allows individuals to explain and understand what is happening to projects/teams as they go along. This should, however, be presented in a positive fashion - as a tool that helps rather than controls situations.

This is a vital management tool of the action plan.

Continual review and flexibility:

An action plan needs to be continually reviewed and revised.

It is a foundation tool which allows the departments/teams to maintain clarity but should also allow them to be able to change tack and be flexible as and when the situation is necessary.

Who does What:

An action plan should have clear lines of authority. Each person should know their part in bringing the action plan to fruition and should be held accountable for this. Empowering people to take responsibility for their part in making the action plan a living tool, if vital to success.

Creating clear expectation and time lines is important for individuals as well as teams.

Time Lines:

An action plan should have time lines for certain actions to have been completed.

It should also include cash flow based on past experience and current targets.

SWOT

Doing a SWOT analysis of the various targets will allow individuals to recognise what challenges exist within their particular areas.

It will also allow departments to look early on at what problems may exist and be able to rectify these, or at least expect the problems rather than having them suprise the departments.

This will also create a living document that is ready for the problems that will exist and support individuals and departments in their roles, starting off by simply recognising that these problems exist.

This should include human resource issues/gaps coming up e.g. someone going on maternity leave etc.

Conclusion

Make your action plan dynamic and a real support tool that deals in reality and is not afraid to confront challenges that will inevitably have tobe faces.

Other fact sheets in Organizational planning
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