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PROJECT PLANNING AND DEVELOPMENT  To off-set uncertainty and change - Know that the future is not
“Planning is integrating a framework within which each of the functional certain; the further are the project in the future, the more difficult it
plans may be tied together and an over-all plan is developed for the entire is to make decisions. Planning allows organization to determine the
organization.” - George Steiner constraints, specify the objectives, select the number of options,
Four concepts of planning monitor and control the implementation.
1. Planning is conceived as one dealing with futurity of present  To focus attention on objectives - Planning is directed towards
decisions achieving objectives. In this way, it unifies the activities of the
2. Planning is considered a process which establishes objectives, different parts of an organization to act as one party.
defines strategies, policies and sequences of events to achieve  To gain economical and efficient operation - Planning minimize
desired objectives. costs. Its emphasis is on efficient and effective operations and
3. Planning is conceived as a philosophy as applied to business. consistency of procedures and methods.
4. Planning viewed in terms of structure that is long range in character.  To facilitate control - Managers cannot always check on the
Planning provides a framework for organizing resources, structuring a firm, accomplishments or failures of their subordinates. It is important to
and controlling activities. have goals against which to measure the performance of people and
Planning is a formal process of: units.
 Choosing an organizational mission and over-all objectives for both Guidelines for good planning
short-term and the long run. 1. A plan should have specific objectives
 Devising the divisional departmental and even individual objectives 2. A good plan should facilitate action
based on organizational objectives. 3. Coordination and communication become crucial if many are
 Choosing strategies and tactics to achieve those objectives. involved
 Deciding on the allocation of resources to the various objectives 4. Planning is the first function of management
strategies and tactics. 5. Good plans are plans that may be constantly improved, redrafted
Not all plans succeed and re-planned
 Inability to provide plans with considerate degree of flexibility for 6. Planning may be delegated to a formal planning staff
the purpose of coping with uncertainty. 7. All plans are tentative
 It must not be rigid but rather flexible in order that it will not lose its Factors affecting planning
purpose in case of unexpected developments 1. Conditions - In spite of dynamic nature of most business, they are
Relevance of planning nevertheless susceptible to marked changes and development so
1. To off – set uncertainty and change. much so that if they are unable to meet and sold them, many
2. To focus attention on objectives. aspects of its operations may become seriously impaired.
3. To gain economical and efficient operation 2. Time factor - Time aspect has a number of phases such as the
4. To facilitate control. following:
a. Time available to establish a plan before putting it into effect.
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b. The time when the plan must take effect. Strengths and weakness refer to factors that are internal to the
c. The time interval that must be provided in the plan. organization, while opportunities and threats are factors that are external.
d. The time allowed for revising or modifying in the plan. Scan and analyze the environment
3. Resources available - The best of plan would be unproductive of Internal Environment – it consists of limited resources capital, technology
good results in the absence of available resources that the business and skilled personnel.
enterprise need for its continuous operation. A lack of raw materials External Environment – it relates to political, legal, economic, social and
from one time to another could cause a lag in production just as the cultural condition and to competition as well.
business could lose the market. What is SWOT analysis?
4. Skills and attitudes of management - One of the common causes A SWOT is a key tool to strategic planning process which can be a useful
behind the failure of planning as a process and moreover, as a approach in planning.
function of management is the absence of total involvement on the Strengths – Internal positive aspects that are under control and upon which
part of all levels in the planning process. you may capitalize in planning
5. Political, social and environmental conditions. - In a country which Weaknesses – It is seeing what you could improve – What you do badly?
does not sanction the existence of private free enterprise, most And what you should avoid? It refers to internal negative aspects that are
planning is done by the government. under your control and that you may plan to improve.
6. Physical facilities - Modern production is anchored on the better use Opportunities – it refers to positive external conditions that you do not
of existing plans and equipment through improves science and control of which you can plan to take advantages.
technology. Manpower requirement are duly considered in an Threats – refers to negative external condition that you do not control but
organizational plan of operations, the same is true with the physical they affect and of which you may be able to lessen.
facilities that are needed for such purpose. Diagram of swot analysis
7. Collected and analysis of data - Planning depends for its Why use swot?
effectiveness on the quality and quantity of data involve in the It can develop a plan that takes into consideration many different
planning process. Such information are data must be carefully internal and external factors and maximize the potentials of the strengths
organized, arranged and properly evaluated. and opportunities while minimizing the impact of the weakness and threats.
The concept of project
Planning process • A project is created to address a specific concern, the need or
Planning is a multipurpose process. These stages, like the concern usually requires immediate attention. It is undertaken to
management functions, are rarely visible in isolation since most managers solve an existing or potential problem and/or take advantage of a
have several projects going at any given time. Some organizations do have rare opportunity that present itself. Hence, the design of a project
formal planning. has well-defined outputs that are directly linked to a particular
Scan and analyze the environment problem, need or concerns.
The SWOT remains a popular method of looking at organization’s current
strengths and weakness and its potential opportunities and threats.
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• A project follows a growth and development pattern that helps  Have donors thank YOU
systematize and organize all the components, like resources, efforts,  People tend to repeat pleasurable experiences and avoid painful
and activities. ones
Phases in the project life  Help donors to enjoy their gift
1. Conception phase  How you acknowledge the last gift determines whether you get the
2. Formulation and approval phase next
3. Start-up phase  Never beg – create partnerships
4. Production phase  Good planning precedes good fund-raising
5. Post production and Completion phase  The $10,000 question
Fundraising vs. Moneymaking
FUNDRAISING 101: The Basics Fund-raising: Creating long-term relationships with people interested in
What’s the word or image that comes to mind when you think of your organization, and letting them invest in your library
“Fundraising”? Types of Moneymaking Projects
Why Fundraise?  SALES
 To offer new services Examples
 To offer existing services better  Used Book Sale
 To better fulfill your mission  Bake Sale
 To make your community a better place  Cookbooks
We don’t Fundraise…  Book bags
 To pay the bills  Coffee
 Because we need something  Community garage sale
Who is Responsible? Benefits:
 Ideally, a high-powered group of community leaders so devoted to  Low pressure
your library that they will offer time, talent and treasure  Easy to do
 Reality – multiple answers  Depending on product, may raise $$ from people unaffiliated with
 Board, friends, volunteers, staff may all be involved library
Attitudes Needed for Successful Fundraising  Unthreatening way to involve volunteers
 Unshakable conviction in the value of your library Drawbacks:
 Belief that people are willing to give  Relatively low profit potential
 Belief that, even in bad times, wealth exists in your community  Possibility of losing money
 Willingness to step outside your comfort zone  Competition with local businesses
Important Rules of Thumb
 The best gifts are win-win propositions  RAFFLES
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Benefits:  Voluntary involvement in your mission moves volunteers from

 Low cost with donated prizes interest to involvement to ownership
 Straightforward  Understanding Your Donors
 Depending on prize, may raise $$ from people unaffiliated with  Why do donors give?
library  Personal belief in project/organization
Drawbacks:  Gratitude – “I have been served”
 Varying profit potential  Guilt
 For best results, need a sizable sales force  Recognition
 Requires researching and following local laws  BECAUSE THEY WERE ASKED
 PBS
 EVENTS  Drake Univ.
Examples:  Donor Life-Cycle
 Luncheons/dinners  Prospect
 Musical or Theatrical Performances  Customer
 Golf tournaments  Annual Gift
 Dances  Major Gift
 Festivals  Ultimate/Planned Gift
 Trivia Nights  Donors/Volunteers/ Donor-Volunteers
Benefits:  Asking for A Gift
 Can be FUN!  Levels of effectiveness (Best to worst)
 Good way to build visibility for library  Peer asking peer face to face
 May be built around the interests/skills of your volunteers  Non-peer/staff asking face to face
 May give opportunity to share library’s “story”  Peer asking peer via telephone
 Need good attendance to make $$  Non-peer/staff asking via telephone
Drawbacks:  Personalized customized letter
 Can be LOTS of Work  Personalized customized email
 Very dependent on timing  Bulk Mailing
 Can be high stress  Asking for A Gift
 Small to moderate $$ potential until established  Best gifts happen when the right person asks the right person for
the right gift at the right time
 (Not very common)
 Volunteers  REMEMBER YOUR ROLES
 Demonstration
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 Practice opportunity Recognition and Acknowledgment

 Types of Fundraising Activities  Acknowledging and recognizing gifts well leads to more gifts
 ANNUAL FUND  Creating some basic policies is important
 The Annual Fund is the foundation/basis for development style  Websites give us an entirely new and exciting way to recognize gifts
fund-raising.  Don’t be afraid of your donors
 Through the Annual Fund, donors are identified then brought Creating a Plan for Fundraising
along through the donor lifecycle.  Set a goal for coming year
 The Annual Fund includes a combination of in-person, events,  Choose activities to reach that goal
telephone and mail activities, along with significant  Start a team
acknowledgment activities.  If necessary, start small
 Any library can run an annual fund.  Build on your successes
 CAPITAL CAMPAIGNS  Getting the Help you Need
 A capital campaign is a focused, high visibility short-term effort to  Alliance Innovation website resources
raise significant dollars, usually over a 3-5 year period  Working with a paid consultant
 Capital Campaigns are most often held for building projects  Hiring development staff
 Capital Campaigns are most effective when they grow out of an  Train, train, train
annual appeal, but they can be an effective way to jump-start an  Further workshops
appeal  Capital Campaigns (Annual Fund?) - April 30th
 Planned Giving – June 25th
 Capital campaigns are expensive and labor-intensive
 By request as availability allows
 PLANNED GIVING
 Summary
 The largest gift your library will ever get is likely to be a planned gift
 Attitude is the most important thing
 Although some gifts are made during the donor’s lifetime, most are
 “My organization is important and deserving of support!”
made at the time of the donor’s death, when they no longer need
 “There are people in my community very willing to support
the money
my organization!”
 There are people ready to make planned gifts to your organization
 “There is money out there for the asking”
right now
 “What does not kill me makes me stronger”
 Donors without children are particular prospects
 Many planned gifts take time to ripen – years of volunteer
involvement or gifts to the annual fund lead up to the provision for
a planned gift
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