Step 5 focuses on developing strategies, which serve to answer the question: “How will an organization actually accomplish the work for which it seeks funding?” (51). The strategy section should discuss activities that need to be carried out to meet objectives, along with their start and end dates. It should also address the person/role that will be responsible for carrying out these duties and why the project is being completed in the way the organization proposed. Like the rest of the proposal, strategies should be realistic and not overpromise. The book specifically states that it is a good idea to include a timeline for each strategy. This chapter also included some tips that I found helpful, especially the tip about building activities/strategies on top of one another and the reiteration of being concise with funders about your strategy and nonprofit, as they may not be aware of everything. The last point that I found helpful was actually worksheet 5.1A. I think it helps nonprofits organize the activities, responsibilities, resources, and dates in a reasonable way. Personally, I tend to think about what resources a group may need and I realize that a resources category is often forgotten. Step 5’s main message is to be realistic and concise and to not leave out details while drafting. It’s important to make a clear and holistic strategy proposal that doesn’t overpromise or leave out important details, like responsibilities and resources.