Sophie Buck · Strategy
Start with the funding need
Be clear about what the charity needs money for, when it is needed and what flexibility matters. Restricted project funding, core costs and capital work may call for different approaches. An income target without that context can encourage activity that does not solve the actual problem.
Make choices, not a catalogue
A list of every possible income stream is not yet a strategy. Consider fit with your cause, existing evidence, relationships, skills and likely investment. Identify the opportunities to prioritise now, those to develop later and those you will not pursue. Saying no can be an important part of protecting delivery capacity.
Be honest about resources
For every priority, ask who will do the work, what support they need and how long development may take. Distinguish a new opportunity from an established income stream. Make any dependencies explicit: perhaps a clearer case for support, stronger reporting, new skills or a recruitment decision.
Turn priorities into an implementation plan
Name the actions, owners and review points. Include useful indicators of progress as well as income: the right measures depend on the activity and where you are in its development. A plan should help the team see what to do next without recreating the strategy in every meeting.
Keep it in use
Agree where the strategy will be reviewed, which decisions need escalation and how learning will influence priorities. A strategy can be a stable direction while the implementation changes. What matters is that the changes are deliberate, understood and connected to the charity’s aims.
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