By Michael Allison, Jude Kaye
Your overall consultant to placing a robust administration device to paintings on your organizationWhy strategic making plans? simply because a good wrought strategic plan is helping you place priorities and procure and allocate the assets had to in attaining your pursuits. It presents a framework for studying and speedy adapting to destiny demanding situations. And it is helping all board and employees individuals concentration extra sincerely in your organization's priorities, whereas development dedication and selling cooperation and innovation.But to be powerful, your plan might want to deal with the particular wishes of the nonprofit region. And for greater than a decade, Strategic making plans for Nonprofit agencies has been the number-one resource of steering on all points of strategic making plans for managers at nonprofits of each dimension and budget.This completely revised, up to date, and elevated version palms you with the specialist wisdom and instruments you want to advance and enforce surefire strategic plans, together with tested-in-the-trenches worksheets, checklists, and tables--in print and at the spouse CD-ROM--along with a book-length case learn that permits you to realize strategic making plans in motion. filled with real-world insights and sensible tips, it exhibits you the way to:* enhance a transparent project, imaginative and prescient, and set of values* behavior SWOT analyses and application reviews* check shopper wishes and make certain stakeholder matters* Set priorities and strengthen center thoughts, targets, and goals* stability the twin backside traces of undertaking and funds* Write and enforce a fantastic strategic plan* boost a effortless annual paintings plan* identify making plans cycles, gauge development, and replace options
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Extra info for Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, Second Edition
Both strategic issues and operational issues are important and will need to be addressed by the organization. However, separating them out can help determine whether certain operational issues need to be addressed before serious attention can be paid to the strategic issues (or whether they can be handled concurrently). Any crisis situation will have to be brought under control before a strategic planning process is initiated. Finally, if certain decisions are not up for discussion, then those issues or decisions should be put on the table at the beginning of the planning process as non-negotiable.
2. Finances. Are our operations financially viable, and how can we ensure the long-term financial stability and sustainability of our organization? Do we have effective financial management systems in place to monitor our f inances? 3. Administrative capacity. Do we have the administrative capacity to effectively and eff iciently support our programs and services? What would it take to maximize our organizational capabilities in terms of planning, human resources and leadership, organization culture and communication, and our technology and facilities infrastructure?
Sample short-term objectives to support this strategy include: • Contract with a public relations f irm to assist in the development of a marketing campaign. • Develop a brochure and other supporting data to be used by the board and staff to publicize services. qxd(001-030) 14 2/10/05 chapter 1 6:42 PM Page 14 introduction to str ategic pl anning they ran the organization (made all the day-to-day decisions) and governed the organization (protected the public interest by making sure that charitable dollars were used effectively and eff iciently to support the organization’s mission).