By Mark Light
Construct your nonprofit right into a excessive performer with this functional method of function, method, operations, and governance making plans is key to attaining your nonprofit's purpose—too undesirable so much nonprofits are strapped for time. now not anymore. utilizing a lightning-fast and inclusive method, effects Now® places objective, method, operations, and governance into one uncomplicated, complete plan that your board can move in one vote and your company can continue as a customary a part of its enterprise all year long. effects Now for Nonprofits is dependent upon responsibility and function size to extend the extent of powerful decision-making. This "big photo first, information subsequent" making plans strategy is helping you:Use the implications Now grasp plan as a centerpiece of board conferences and as a typical a part of board assembly strengthen informationFoster a welcome weather for give-and-take strategic considering make clear the organization's tale for the group and hold humans on element approximately what is importantDevelop group cohesionOrient more moderen management individuals and recharge pro ones allure new funders who present nonprofits who planA must-have for all nonprofit executives and administrators, participants of forums and trustees, and nonprofit managers, effects Now for Nonprofits is a results-driven, functional device that would aid your company in achieving its project, values, and future.
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Extra info for Results Now for Nonprofits: Strategic, Operating, and Governance Planning
6 Chapter = c03 Date: Dec 13, 2010 Time: 11:54 am 31 All Together STRATEGIC PLAN OPERATING PLAN Where to go tomorrow? What gets done today? Lines of business Goals Success Measures Budget Vision PURPOSE Why? Delegation Accountability Who does what? When did it happen? 1 Results Now Master Plan The real answer to the delegation and accountability questions turns out to be a large dose of common sense: Decide who does what (delegation) and when it happened (accountability). Thus, the final resolution to the question of governance was the addition of the third and fourth questions: ■ ■ Who does what?
For the new executive director, no matter what shape the organization is in, the first thing that should be done is to see if the answers to the five questions exist. If the answers aren’t there, get them quickly. Form follows function in Results Now. Instead of the old “We’ve always done it this way,” you build the plan around the order of the five questions. As such, Results Now is big-picture first, details next, and inherently optimistic about the future. Since the success measures from the strategic plan are tied seamlessly to the operations plan, where real people have bottom-line responsibility and authority for implementation, a feedback loop exists that keeps excess optimism in check.
In the process of building a Results Now master plan, it is important to focus on those issues that will have the most significant impact, the 20 percent that will deliver the 80 percent. The third rule of Results Now is that everything in the master plan should ultimately make a difference in the work that real people do in the here and now. Nothing should be included unless it informs the work that gets done today. If it is confusing or extraneous, it’s not in the Results Now master plan. For example, instead of an operating plan that contains every goal and action including what are essentially job duties (the 95 percent of jobs that we all do every day), Results Now includes only material goals (the 5 percent of new or improved things that we have a motivating shot at getting done).