When done well, a development plan can serve as a powerful roadmap—aligning your team, clarifying priorities, and putting an end to the chaos of feeling like you’re constantly winging it. And yet, so many nonprofits have operated for years without one. Why? Because the true purpose of a development plan is often misunderstood.
Many Development Directors start writing a plan under the assumption that it’s a tool to help them implement fundraising tasks throughout the year. But most Development Directors already have a handle on their key activities, budgets, goals, and even use project management tools to track tasks. No wonder they lose momentum halfway through the process.
Here’s what many fail to grasp: you (Development Staff) are not the audience for your own development plan.
The reality is, you already know what to do—or if you don’t, you’ll figure it out quickly. Rarely does the Development Plan address the needs of the Development Director. Instead, its real value lies in serving your team, board, leadership, and even future hires. A good development plan is a guide, ensuring everyone understands the goals you’re trying to achieve, the strategies to get there, and how they can play a role in supporting the effort. It’s about alignment and accountability across the organization, not just your to-do list.
Let’s break down why development plans matter and how to ensure they’re operational and effective—not just another file on your hard drive.
Why Do We Need a Development Plan?
- To Align Teams: A development plan brings everyone to the same page—from the Executive Director and board to development staff, program teams, and communications. Everyone should know the fundraising priorities and their role in achieving them.
- To Support Decision-Making: A clear plan provides a rational basis for discussions when things don’t go as expected. Instead of reactive or emotional responses, you can point to the plan and ask, “What did we commit to, and what needs to change?”
- To Ensure Accountability: A development plan outlines who is responsible for what, by when, and how. This shifts the weight of responsibility from just the Development Director to the entire team, fostering collective ownership of results.
- To Smooth Transitions: With the average Development Director tenure at just 18 months (yikes!), a development plan makes onboarding smoother and ensures continuity. New hires don’t have to guess at what’s been done or where to pick up.
- To Measure and Improve: A development plan helps diagnose challenges and evaluate efforts. If something isn’t working, it’s easier to pinpoint where things went off track and what to adjust for better outcomes.
The Audience for the Plan
First, who is not the audience? You. You already know this stuff. The plan exists to make sure everyone else does, too. Here’s who the plan is for:
- Leadership: The Executive Director and board need the big picture and an understanding of how fundraising aligns with the financial strategy and revenue model of the organization. Need a recap on what those are, see my article here: Why Fundraising Falls Short: The Case for Better Financial Strategy.
- Board Members: They should know the top fundraising priorities and how they can contribute. Never send the full plan, which will surely send them to sleep. I recommend sending a one-page summary with goals, strategies, and key metrics as a pre-read. Also be prepared to discuss what the board cares about: Are the goals realistic? What resources are needed to achieve them? What are the implications for the budget?
- Your Team: Development, communications, and program staff need to be aligned on initiatives, targets, and timelines.
- New Hires: A clear plan helps new staff hit the ground running instead of spending months figuring things out.
A good development plan evolves. After each quarterly review, update the plan to reflect what you’ve learned. If something isn’t working, adjust. If you hit a goal early, set a new one. The plan should grow with your organization, not become a static relic. Align your team, stay accountable, and keep the plan alive through regular check-ins. When everyone knows the path, reaching the destination becomes a whole lot easier.
