Organization: Survivor Corps
Team: Survivor Corps DC staff and select program staff from the field offices, Matale Line
Role: Writer
Overview:
As BACKGROUND, in March of 2007, Landmine Survivors Network’s Board of Directors and senior staff decided to expand the mission, restructure the operations, scale the programs, and change the brand of the organization. As staff developed and implemented the necessary organizational changes, we also created new documents and marketing collateral. One of the items was the strategic framework.
The original drafts of this document were in the form of a case statement, which is a document that outlines the case for funding a nonprofit. A case statement may be given directly to a major donor or foundation, but most often it serves as a foundational internal document that informs grant proposals as well as funding requests to major donors and corporate partners.
At the same time, the team was also developing a strategic framework for the organization, with a particular focus on its theory of change. As the working drafts of both documents were so similar, the Director of Development made the strategic recommendation to combine the two documents into one that served both Development and Programs. The substance of the document was created in the strategic planning phase by the Program, Development, Marketing and executive staff along with consultants from the Matale Line.
The CHALLENGE was bringing together all the disparate information, concepts, quotes, program details, branding and messaging into a cohesive and succinct document that could be shared with an array of audiences.
To write the final version of the strategic framework, I reviewed the materials the team had compiled, understood the big picture, and sat down and wrote it.
Results:
+ The newly branded organization, Survivor Corps, had a tool that served the following purposes.
+ Provided the direction of a strategic plan, but the flexibility an organization needs to adapt to changing circumstances, new opportunities, and rapid growth;
+ A key fundraising document that informed grant proposals and funding requests;
+ An informative document that could be paired with a customized ask, financial information, and Ways to Give sheet for major donor meetings;
+ Communications piece the Founder and key staff could leave with prospective partners, supporters and brand advocates; and
+ A reference document for program staff to explain the changes and new strategic direction to existing program, foundation and government partners.
