The bestselling guide to nonprofit planning, with proven, practical advice
Strategic Planning for Nonprofit Organizations describes a proven method for creating an effective, organized, actionable strategy, tailored to the unique needs of the nonprofit organization. Now in its third edition, this bestselling manual contains new information about the value of plans, specific guidance toward business planning, and additional information about the strategic plan document itself. Real-world case studies illustrate different planning and implementation scenarios and techniques, and the companion website offers templates, tools, and worksheets that streamline the process. The book provides expert insight, describing common misperceptions and pitfalls to avoid, helping readers craft a strategic plan that adheres to the core values of the organization.
A well-honed strategic plan helps nonprofit managers set priorities, and acquire and allocate the resources necessary to achieve their goals. It also provides a framework for handling challenges, and keeps the focus on the organization's priorities. Strategic Planning for Nonprofit Organizations is an excellent source of guidance for managers at nonprofits of every size and budget, helping readers to:
Different organizations have different needs, processes, resources, and priorities. The one thing they have in common is the need for a no-nonsense approach to planning with practical guidance and a customizable framework. Strategic Planning for Nonprofit Organizations takes the fear out of planning, with expert guidance on the nonprofit's most vital management activity.
Strategic Planning for Nonprofit Organizations: A Practical Guide for Dynamic Times | Michael Allison (Author), Jude Kaye (Author)| Wiley
Table of Contents
Introduction
Strategy and Planning, “Why Plan?”, What Strategic Planning is Not, Keys to Effective Strategic Planning, “What is Strategy? “, The Strategic Planning Process, Other Considerations in Strategic Planning, Strategic Planning is Alive and Well!
Section One First Steps
Chapter 1. Step 1: Set Up for Success
Identify Outcomes, Check Conditions for Success, Plan for Data Collection, Anticipating Other Needed Research, Design Your Strategic Planning Process, Create an Organization Profile.
Chapter 2. Step 2: Stakeholder Engagement
Engage Internal Stakeholders, Gather Input from External Stakeholders, Synthesize Stakeholder Input, Incorporate External Input into Your SWOT Analysis to Update Critical Issues and Questions.
Chapter 3. Step 3: Mission, Vision, Values
Revisit Your Mission Statement, Write Your Vision Statement, Articulate Your Fundamental Values.
Section Two Strategic Analysis
Chapter 4. Step 4: Environmental Scan
“When is Scenario Planning Helpful?”, Organize Your Research, Summarize Findings.
Chapter 5. Step 5: Theory of Change and Program Portfolio
Needs Assessment and Value Proposition, Program Effectiveness, Competitive Analysis, Theory of Change, Draft Future Program Portfolio.
Chapter 6. Step 6: Business Model
Summarize Revenue and Expenses, Historical Summary and Key Questions, Current Program Revenue and Expenses, Articulate Your Business Model, Business Model Analysis, Develop Summary Findings.
Chapter 7. Step 7: Organization Capacity
Elements of Organization Capacity, Activities for This Step, Identify Requirements for Each Category of Capacity, Determine How to Carry Out Assessment, Agree on Priorities to Include in the Strategic Plan.
Chapter 8. Step 8: Leadership
Assess Leadership, Summarize Implications
Section Three Set Your Course
Chapter 9. Step 9: Complete Your Strategic Plan
Summarize Strategic Decisions, Draft the Complete Strategic Plan, Conduct a Thorough Review Process, Dressing Up Your Strategic Plan for Public Distribution, Strategic Planning Committee Celebration and Debrief.
Chapter 10. Step 10: Using Your Plan Successfully
Help People Make Required Changes, Write Detailed Annual Operation Plans, Create a Dashboard to Monitor Implementation, Develop a Dynamic Approach to Watch for Changing Trends.
Conclusion A Word to Leaders
Appendix A Sample Workplans for Abbreviated, Moderate, and Extensive Planning Processes
Appendix B Tips on Using Task Forces
Appendix C External Stakeholders
Appendix D How to Use the Matrix Map
Appendix E Leadership Assessment Survey
Appendix F Selected References
About the Companion Website
About the Authors
Index
LINK FOR THE BOOK