By Michael Allison, Jude Kaye
Your overall advisor to placing a robust administration instrument to paintings on your organizationWhy strategic making plans? simply because a good wrought strategic plan is helping you put priorities and obtain and allocate the assets had to in attaining your ambitions. It presents a framework for interpreting and speedy adapting to destiny demanding situations. And it is helping all board and employees contributors concentration extra truly in your organization's priorities, whereas construction dedication and selling cooperation and innovation.But to be powerful, your plan might want to handle the distinct wishes of the nonprofit quarter. And for greater than a decade, Strategic making plans for Nonprofit agencies has been the number-one resource of steering on all features of strategic making plans for managers at nonprofits of each measurement and budget.This completely revised, up-to-date, and accelerated variation hands you with the professional wisdom and instruments you want to improve 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 examine that allows you to become aware of strategic making plans in motion. jam-packed with real-world insights and sensible guidelines, it exhibits you the way to:* strengthen a transparent undertaking, imaginative and prescient, and set of values* behavior SWOT analyses and software reviews* investigate buyer wishes and be certain stakeholder matters* Set priorities and boost center options, objectives, and goals* stability the twin backside traces of undertaking and funds* Write and enforce a high-quality strategic plan* increase a basic annual paintings plan* determine making plans cycles, gauge development, and replace concepts
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Additional info for Strategic Planning for Nonprofit Organizations, Second Edition
Strategic planning is a good idea in theory, but it is only a good idea in practice if the right people in an organization believe it is a good idea and the organization is ready. The initial worksheets to be used in Phase 1 specify prerequisites for successful planning, as well as potential pitfalls to avoid. Chief among the prerequisites is a true commitment to the planning process by the executive director and board leadership. In other words, regardless of how much an organization needs to do some strategic planning, a sole program manager or member of a board will not be able to initiate a planning process alone or see that it happens successfully.
The next phases of the process discuss how to get the job done. The products developed at the end of Phase 2 are draft statements of mission, vision, and values. This step requires gathering up-to-date information about the organization’s internal strengths and weaknesses and its external opportunities and threats (SWOT)— assessments that will ref ine and possibly reshape the list of strategic questions the organization faces and seeks to answer through the strategic planning process. In this phase, information is gathered from both internal and external stakeholders about their perceptions and expectations of the organization and empirical data are collected to inform the decisions made in the next phase.
Develop a decision-making grid to clarify decision-making roles of the staff and board. In each case, the organization made a clear choice among competing options about how best to pursue its mission. Strategies either affect every department or use a considerable amount of the organization’s resources. It is easy to see how each of these core strategies might be translated into specif ic goals and objectives over a period of several years and for the immediate future, with suff icient resources allocated in the yearly budget to support the accomplishment of those strategies.