Strategic Planning for NonProfit Organizations, 2nd Edition / Edition 2

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Adapting proven corporate marketing tools to the nonprofit sector For strategic planning to be truly effective in the nonprofit setting, some special issues must be considered- the relationship between board staff, limited resources, and more. This Second Edition and its companion Web site breaks strategic planning into six steps, uses field-tested worksheets, and carries a real-life case study through the entire process. Michael Allison (San Francisco, CA) is Director of CompassPoint Nonprofit Services Consulting and Research Group. Jude Kaye (San Francisco, CA) is Senior Staff Consultant for CompassPoint Nonprofit Services.

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Product Details

  • ISBN-13: 9780471445814
  • Publisher: Wiley
  • Publication date: 3/11/2005
  • Edition description: 2ND BK&CDR
  • Edition number: 2
  • Pages: 480
  • Sales rank: 200,446
  • Product dimensions: 5.94 (w) x 8.90 (h) x 1.28 (d)

Meet the Author

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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Table of Contents

What You Will Find in This Book.

Introduction to the Second Edition.


Chapter 1: Introduction to StrategicPlanning.

What Is Strategic Planning?

Why Plan?

What Strategic Planning Is Not.

Keys to Ef fective Strategic Planning.

Summary of Key Concepts.

Different Types of Planning.

The Strategic Planning Process.

The Language of Strategic Planning in the Nonprof it Sector.

How Much Time and Money Does It Take To Do StrategicPlanning?

Chapter 2: Phase 1: Get Ready.

How Do We Get Started?

Step 1.1: Identify the Reasons for Planning.

Step 1.2: Set Up Your Planning Process for Success.

Step 1.3: Develop a Plan for Gathering Information from Internaland External Stakeholders.

Step 1.4: Design Your Strategic Planning Process to Meet YourOrganizational Needs.

Step 1.5: Write a Planning Workplan.

Case Study: Worksheet 1.

Case Study: Worksheet 2.

Case Study: Worksheet 3.

Case Study: Worksheet 4.

Chapter 3: Phase 2: Articulate Mission, Vision,and Values.

Why Do We Need a Mission Statement?

Step 2.1: Write (or Reaffirm or Rewrite)Your MissionStatement.

Step 2.2: Write Your Vision Statement.

Step 2.3: Articulate the Fundamental Values that Guide YourWork.

Case Study: Worksheet 5.

Case Study: Worksheet 6.

Case Study: Worksheet 7.

Chapter 4: Phase 3: Assess YourSituation.

Review History and Current Scope and Scale of Operations.

Step 3.1: Prepare a History and Descriptive Profile ofOperations.

Step 3.2: Articulate Previous and Current Strategies.

Overview of Information Gathering.

Step 3.3: Gather Information from Internal Stakeholders.

Step 3.4: Gather Information from External Stakeholders.

Step 3.5: Gather Information from Documents and OtherSources.

Step 3.6: Summarize Information into a Situation Assessment.

Case Study: Worksheet 8.

Case Study: Worksheet 9.

Case Study: Worksheet 10.

Case Study: Worksheet 11.

Case Study: Worksheet 12.

Chapter 5: Phase 4: Agree onPriorities.

Overview of Phase 4.

Step 4.1: Analyze Data, Review Progress to Date, and UpdateWorkplan.

Step 4.2: Use Business Planning: Tools for Assessing YourProgram Portfolio.

Step 4.3: Agree on Each Program’s Future Growth Strategyand Develop Your Program Portfolio.

Step 4.4: Confirm Your Future Core Strategies.

Step 4.5: Agree on Administrative, Financial, and GovernancePriorities.

Case Study: Worksheet 13.

Case Study: Worksheet 14.

Case Study: Worksheet 15.

Case Study: Worksheet 16.

Chapter 6: Phase 5: Write the StrategicPlan.

Step 5.1: Create Goals and Objectives.

Step 5.2: Understand the Financial Implications of YourDecisions.

Step 5.3: Write the Strategic Planning Document.

Step 5.4: Adopt the Strategic Plan and Next Steps.

Common Obstacles Encountered in Phase 5.

Case Study: Worksheet 17.

Case Study: Strategic Plan.

Chapter 7: Phase 6: Implement the StrategicPlan.

Step 6.1: Plan to Manage Change.

Step 6.2: Develop a Detailed Annual Operation Plan.

Sample (Annual) Operating Plan: Program Goal for an EconomicDevelopment Agency.

Fund Development Goal for Museum (from Annual OperatingPlan).

Case Study: Worksheet 18.

Chapter 8: Phase 7: Evaluate and Monitor theStrategic Plan.

Step 7.1: Evaluate the Strategic Plan and the Strategic PlanningProcess.

Step 7.2: Monitor the Strategic Plan and Update as Needed.

Life After the Strategic Plan Is Done.

Conclusion: A Word to Leaders.

Case Study: Worksheet 19.

Case Study: Worksheet 20.

Appendix A: Blank Worksheets.

Appendix B: Sample Workplans for Abbreviated, Moderate, andExtensive Planning Processes.

Appendix C: Elements of an Effectively Managed Organization(EEMO2™): An Assessment of Your Organizational Capacity.

Appendix D: Self-Assessment of Board of Directors.

Appendix E: Sample Techniques Used in Client Needs Assessmentand Program Evaluation.

Appendix F: Conducting Focus Groups.

Appendix G: Techniques and Tools for Managing Group Process: AToolbox of Meeting Process Tools and Techniques.

Appendix H: Tips on Using Task Forces.

Appendix I: Templates for Strategic and Operational Plans.

Appendix J: External Stakeholders: Process Recommendations andSuggested Questions.

Appendix K: Selected References.


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