Strategic Planning for Nonprofit Organizations : A Practical Guide for Dynamic Times.

Strategic Planning for Nonprofit Organizations: A Practical Guide for Dynamic Times -- Contents -- About the Third Edition -- Preface -- Intended Audience -- Structure of the Book -- Supporting Resources -- How to Use This Book -- A Word About Words -- Acknowledgments -- Introduction -- Strategy and Planning -- Why Plan? -- What Strategic Planning Is Not -- Keys to Effective Strategic Planning -- Summary of Key Concepts -- What Is Strategy? -- Sample Program Strategy -- Sample Revenue Strategy -- Sample Organizational Strategy -- Sample Leadership Strategy -- The Strategic Planning Process -- Section One: First Steps -- Set Up for Success -- Stakeholder Engagement -- Mission, Vision, Values -- Section Two: Strategic Analysis -- Environmental Scan -- Theory of Change and Program Portfolio -- Business Model -- Organization Capacity -- Leadership -- Section Three: Set Your Course -- Complete Your Strategic Plan -- Using Your Plan Successfully -- Other Considerations in Strategic Planning -- Of Means and Ends: Language of Strategic Planning -- Long-Range Planning, Business Planning, and Strategic Planning -- Incorporating a Business Planning Approach into Your Strategic Plan -- Strategic Planning Is Organization Development -- Time and Money Required for 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 -- Who Will Lead the Process? -- Who Will Be on the Strategic Planning Committee? -- Use of Subcommittees and Task Forces -- Who Makes Which Decisions? -- Will You Hold Retreats and Large Group Gatherings? -- Who Will Be the Primary Writer of the Plan? -- Will You Use a Consultant?.

How Will Board and Staff Be Kept Informed About Strategic Planning Discussions? -- Write a Planning Workplan -- Create an Organization Profile -- Chapter 2: Step 2: Stakeholder Engagement -- Engage Internal Stakeholders -- Analyzing Strengths, Weaknesses, Opportunities, and Threats -- Expanded Options for Input -- Organization Self-Assessment -- Gather Input from External Stakeholders -- Synthesize Stakeholder Input -- Incorporate External Input into Your SWOT Analysis to Update Critical Issues and Questions -- SWOT Analysis Grid -- Chapter 3: Step 3: Mission, Vision, Values -- Revisit Your Mission Statement -- Create a Purpose Sentence by Identifying the Focus Problem -- The Importance of Clarifying Purpose -- Write a Purpose Sentence -- Summarize Your "Business -- Putting the Mission Statement Together -- Write Your Vision Statement -- Drafting a Vision Statement -- Visioning During the Strategic Planning Process -- Articulate Your Fundamental Values -- Examples of Values Statements -- The Importance of Values and Principles -- Write Your Organization's Values, Beliefs, and Guiding Principles -- 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 -- Using a Priority Criteria Matrix to Select New Programs and Opportunities -- 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 -- Matrix Map1 -- How to Use the Matrix Map -- Recommended Strategy for Each Quadrant -- Using the Model.

Assessment of Revenue Potential and Ability to Fund Future Program Portfolio -- Develop Financial Projections -- Strategic Budgeting: How Much Is All of This Going to Cost? -- The Long-Range Fundraising Plan: How Much Do We Need to Raise? -- Steps in Estimating Revenues -- Develop Summary Findings -- Chapter 7: Step 7: Organization Capacity -- Elements of Organization Capacity -- Human Resources -- Organizational Structure and Culture -- Financial Management -- Resource and Business Development -- External Communications -- Information Technology -- Facilities and Equipment -- Planning and Evaluation -- Activities for This Step -- Identify Requirements for Each Category of Capacity -- Determine How to Carry Out Assessment -- Organization Self-Assessment -- Department Self-Assessment -- SWOT Analysis by the Strategic Planning Committee -- External Expert 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 -- Strategic Plan Content and Format -- Finalize Goals and Objectives -- Conduct a Thorough Review Process -- Dressing Up Your Strategic Plan for Public Distribution -- Strategic Planning Committee Celebration and Debrief -- Share the Plan -- Thank Participants -- Chapter 10: Step 10: Using Your Plan Successfully -- Help People Make Required Changes -- Write Detailed Annual Operation Plans -- What Level of Detail Is Necessary in an Operating Plan? -- What If You Don't Have All of the Information You Think You Need? -- Sample (Annual) Operating Plan: Program Goal for an Economic Development Agency -- Fund Development Goal for Museum (from Annual Operating Plan) -- 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 -- How to Use the Workplan Templates -- Appendix B: Tips on Using Task Forces -- Sample of a Memo Clarifying a Task Force Mandate -- Strategic Plan Client Demographics Task Force -- Sample Possible Recommendation -- Appendix C: External Stakeholders -- Interviewing an External Stakeholder -- Suggested Format for Writing a Stakeholder Interview -- Suggested Possible Questions -- Assess an Organization's Situation: Strengths, Weaknesses, Opportunities, and Threats -- Assess Stakeholder Perception of the Delivery of Services in Terms of Quality and Competitive Position -- Assess Collaboration and Partnerships -- Understand How Your Organization Might Best Leverage Your Resources and Garner Additional Support -- Major Donors -- Foundations -- Media -- Groups That Do Similar Work -- Appendix D: How to Use the Matrix Map -- How to Make a Matrix Map of Your Organization -- Appendix E: Leadership Assessment Survey -- Appendix F: Selected References -- About the Companion Website -- About the Authors -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.