Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook

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John Wiley & Sons, Jan 11, 2011 - Business & Economics - 480 pages
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Your total guide to putting a powerful management tool to work in your organization

Why strategic planning? Because a well wrought strategic plan helps you set priorities and acquire and allocate the resources needed to achieve your goals. It provides a framework for analyzing and quickly adapting to future challenges. And it helps all board and staff members focus more clearly on your organization's priorities, while building commitment and promoting cooperation and innovation

But to be effective, your plan will need to address the special needs of the nonprofit sector. And for more than a decade, Strategic Planning for Nonprofit Organizations has been the number-one source of guidance on all facets of strategic planning for managers at nonprofits of every size and budget.

This thoroughly revised, updated, and expanded edition arms you with the expert knowledge and tools you need to develop and implement surefire strategic plans, including tested-in-the-trenches worksheets, checklists, and tables--in print and on the companion website--along with a book-length case study that lets you observe strategic planning in action. Packed with real-world insights and practical pointers, it shows you how to:

  • Develop a clear mission, vision, and set of values
  • Conduct SWOT analyses and program evaluations
  • Assess client needs and determine stakeholder concerns
  • Set priorities and develop core strategies, goals, and objectives
  • Balance the dual bottom lines of mission and money
  • Write and implement a solid strategic plan
  • Develop a user-friendly annual work plan
  • Establish planning cycles, gauge progress, and update strategies
 

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Contents

INTENDED AUDIENCES
ADDITIONAL RESOURCES
HOW TO USE THIS WORKBOOK
WHAT IS STRATEGIC PLANNING?
WHY PLAN?
WHAT STRATEGIC PLANNING IS NOT
KEYS TO EFFECTIVE STRATEGIC PLANNING
SUMMARY OF KEY CONCEPTS
PLAN TO MANAGE CHANGE
DEVELOP A DETAILED ANNUAL OPERATION PLAN
PROGRAM GOAL FOR AN ECONOMIC DEVELOPMENT AGENCY
EVALUATE THE STRATEGIC PLAN AND THE STRATEGIC PLANNING PROCESS
MONITOR THE STRATEGIC PLAN AND UPDATE AS NEEDED
LIFE AFTER THE STRATEGIC PLAN IS DONE
A WORD TO LEADERS
HOW TO USE THE WORKPLAN TEMPLATES

DIFFERENT TYPES OF PLANNING
THE STRATEGIC PLANNING PROCESS
THE LANGUAGE OF STRATEGIC PLANNING IN THE NON PROFIT SECTOR
HOW MUCH TIME AND MONEY DOES IT TAKE TO DO STRATEGIC PLANNING?
ENDNOTES
HOW DO WE GET STARTED?
IDENTIFY THE REASONS FOR PLANNING
SET UP YOUR PLANNING PROCESS FOR SUCCESS
DEVELOP A PLAN FOR GATHERING INFORMATION FROM INTERNAL AND EXTERNAL STAKEHOLDERS
DESIGN YOUR STRATEGIC PLANNING PROCESS TO MEET YOUR ORGANIZATIONAL NEEDS
WRITE A PLANNING WORKPLAN
ENDNOTES
WHY DO WE NEED A MISSION STATEMENT?
WRITE OR REAFFIRM OR REWRITE YOUR MISSION STATEMENT
WRITE YOUR VISION STATEMENT
ARTICULATE THE FUNDAMENTAL VALUES THAT GUIDE YOUR WORK
ENDNOTES
REVIEW HISTORY AND CURRENT SCOPE AND SCALE OF OPERATIONS
PREPARE A HISTORY AND DESCRIPTIVE PROFILE OF OPERATIONS
ARTICULATE PREVIOUS AND CURRENT STRATEGIES
OVERVIEW OF INFORMATION GATHERING
GATHER INFORMATION FROM INTERNAL STAKEHOLDERS
GATHER INFORMATION FROM EXTERNAL STAKEHOLDERS
GATHER INFORMATION FROM DOCUMENTS AND OTHER SOURCES
SUMMARIZE INFORMATION INTO A SITUATION ASSESSMENT
ENDNOTES
OVERVIEW OF PHASE 4
ANALYZE DATA REVIEW PROGRESS TO DATE AND UPDATE WORKPLAN
USE BUSINESS PLANNING TOOLS FOR ASSESSING YOUR PROGRAM PORTFOLIO
AGREE ON EACH PROGRAMS FUTURE GROWTH STRATEGY AND DEVELOP YOUR PROGRAM PORTFOLIO
CONFIRM YOUR FUTURE CORE STRATEGIES
AGREE ON ADMINISTRATIVE FINANCIAL AND GOVERNANCE PRIORITIES
ENDNOTES
CREATE GOALS AND OBJECTIVES
UNDERSTAND THE FINANCIAL IMPLICATIONS OF YOUR DECISIONS
WRITE THE STRATEGIC PLANNING DOCUMENT
ADOPT THE STRATEGIC PLAN AND NEXT STEPS
COMMON OBSTACLES ENCOUNTERED IN PHASE 5
ENDNOTES
A GUIDE TO ORGANIZATIONAL EFFECTIVENESS
WRITTEN SURVEY OF CLIENTS RELATED TO CLIENT SATISFACTION
WRITTEN SURVEY OF CLIENTS RELATED TO OUTCOMES
TELEPHONE SURVEY OF CLIENTS
FOCUS GROUP
INTERVIEWS WITH COMPETITORS AND POTENTIAL COLLABORATORS
OBSERVATION
SUGGESTIONS FOR FACILITATORS OF FOCUS GROUPS
TIPS ON HOW TO DEAL WITH CHALLENGING BEHAVIORS
SETTING UP MEETINGS FOR SUCCESS
BRAINSTORMING
SORT BY CATEGORY
ANALYZING IDEAS
PRIORITIZING IDEAS
USE OF THE BIN OR PARKING LOT
SAMPLE OF A MEMO CLARIFYING A TASK FORCE MANDATE
INTERVIEWING AN EXTERNAL STAKEHOLDER
SUGGESTED FORMAT FOR WRITING A STAKEHOLDER INTERVIEW
SUGGESTED QUESTIONS
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About the author (2011)

MICHAEL ALLISON is an independent consultant and former Director of the Consulting and Research Group at CompassPoint Nonprofit Services, a consulting practice serving 300 non-profits annually.

JUDE KAYE is a Senior Fellow with CompassPoint Nonprofit Services, a nationally respected consultant and trainer on strategic planning and organization development, and an executive coach.

CompassPoint Nonprofit Services is the nation's leading consulting and training firm working exclusively with nonprofit organizations. Guided by its belief that nonprofits serve as the agents of democratic involvement, innovation, and positive social change, CompassPoint's programs support the growth of an effective nonprofit sector. CompassPoint is a center of learning for nonprofit staff and boards, an affordable consulting partner to the sector, and a research institution for innovation in nonprofit organizational effectiveness.

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