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

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Overview

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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Product Details

  • ISBN-13: 9780471445814
  • Publisher: Wiley
  • Publication date: 3/11/2005
  • Edition description: 2ND BK&CDR
  • Edition number: 2
  • Pages: 480
  • Sales rank: 130,391
  • 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.

Acknowledgments.

Chapter 1: Introduction to Strategic Planning.

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 Strategic Planning?

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 Internal and External Stakeholders.

Step 1.4: Design Your Strategic Planning Process to Meet Your Organizational 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 Mission Statement.

Step 2.2: Write Your Vision Statement.

Step 2.3: Articulate the Fundamental Values that Guide Your Work.

Case Study: Worksheet 5.

Case Study: Worksheet 6.

Case Study: Worksheet 7.

Chapter 4: Phase 3: Assess Your Situation.

Review History and Current Scope and Scale of Operations.

Step 3.1: Prepare a History and Descriptive Profile of Operations.

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 Other Sources.

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 on Priorities.

Overview of Phase 4.

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

Step 4.2: Use Business Planning: Tools for Assessing Your Program Portfolio.

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

Step 4.4: Confirm Your Future Core Strategies.

Step 4.5: Agree on Administrative, Financial, and Governance Priorities.

Case Study: Worksheet 13.

Case Study: Worksheet 14.

Case Study: Worksheet 15.

Case Study: Worksheet 16.

Chapter 6: Phase 5: Write the Strategic Plan.

Step 5.1: Create Goals and Objectives.

Step 5.2: Understand the Financial Implications of Your Decisions.

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 Strategic Plan.

Step 6.1: Plan to Manage Change.

Step 6.2: Develop a Detailed Annual Operation Plan.

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

Fund Development Goal for Museum (from Annual Operating Plan).

Case Study: Worksheet 18.

Chapter 8: Phase 7: Evaluate and Monitor the Strategic Plan.

Step 7.1: Evaluate the Strategic Plan and the Strategic Planning Process.

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, and Extensive 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 Assessment and Program Evaluation.

Appendix F: Conducting Focus Groups.

Appendix G: Techniques and Tools for Managing Group Process: A Toolbox 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 and Suggested Questions.

Appendix K: Selected References.

Index

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