Strategic planning for nonprofit organizations : a practical guide for dynamic times / Michael Allison, Jude Kaye.

By:

Allison, Michael (Michael J.) [author.]

Contributor(s):

Kaye, Jude [author.]

Material type: Text

TextPublication details: Hoboken, New Jersey : John Wiley & Sons, Inc., [2015]Edition: Third editionDescription: xvii, 283 pages : illustrations ; 26 cmISBN:

1118768140
9781118768143

Subject(s):

DDC classification:

658.4012 ALL

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.4012 ALL (Browse shelf(Opens below))	1	Available		39002100517987

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Enhanced descriptions from Syndetics:

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:

Identify the reasons for planning, and gather information from internal and external stakeholders Assess the current situation accurately, and agree on priorities, mission, values, and vision Prioritize goals and objectives for the plan, and develop a detailed implementation strategy Evaluate and monitor a changing environment, updating roles, goals, and parameters as needed

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.

Includes bibliographical references and index.

Table of contents provided by Syndetics

About the Third Edition (p. xi)
Preface (p. xiii)
Intended Audience (p. xiii)
Structure of the Book (p. xiv)
Supporting Resources (p. xiv)
How to Use This Book (p. xvi)
A Word About Words (p. xvi)
Acknowledgments (p. xvii)
Introduction (p. 1)
Strategy and Planning (p. 2)
Why Plan? (p. 2)
What Strategic Planning Is Not (p. 4)
Keys to Effective Strategic Planning (p. 5)
What Is Strategy? (p. 6)
The Strategic Planning Process (p. 9)
Other Considerations in Strategic Planning (p. 17)
Strategic Planning Is Alive and Well! (p. 24)
Section 1 First Steps (p. 27)
Chapter 1 Step 1: Set Up for Success (p. 29)
Identify Outcomes (p. 30)
Check Conditions for Success (p. 32)
Plan for Data Collection (p. 34)
Anticipating Other Needed Research (p. 36)
Design Your Strategic Planning Process (p. 37)
Create an Organization Profile (p. 42)
Chapter 2 Step 2: Stakeholder Engagement (p. 59)
Engage Internal Stakeholders (p. 59)
Gather Input from External Stakeholders (p. 63)
Synthesize Stakeholder Input (p. 65)
Incorporate External Input into Your SWOT Analysis to Update Critical Issues and Questions (p. 66)
Chapter 3 Step 3: Mission, Vision, Values (p. 77)
Revisit Your Mission Statement (p. 78)
Write Your Vision Statement (p. 84)
Articulate Your Fundamental Values (p. 87)
Section 2 Strategic Analysis (p. 97)
Chapter 4 Step 4: Environmental Scan (p. 99)
When Is Scenario Planning Helpful? (p. 100)
Organize Your Research, Summarize Findings (p. 102)
Chapter 5 Step 5: Theory of Change and Program Portfolio (p. 109)
Needs Assessment and Value Proposition (p. 111)
Program Effectiveness (p. 112)
Competitive Analysis (p. 114)
Theory of Change (p. 119)
Draft Future Program Portfolio (p. 122)
Chapter 6 Step 6: Business Model (p. 139)
Summarize Revenue and Expenses (p. 139)
Historical Summary and Key Questions (p. 140)
Current Program Revenue and Expenses (p. 141)
Articulate Your Business Model (p. 143)
Business Model Analysis (p. 143)
Develop Summary Findings (p. 152)
Chapter 7 Step 7: Organization Capacity (p. 157)
Elements of Organization Capacity (p. 158)
Activities for This Step (p. 163)
Identify Requirements for Each Category of Capacity (p. 163)
Determine How to Carry Out Assessment (p. 163)
Agree on Priorities to Include in the Strategic Plan (p. 165)
Chapter 8 Step 8: Leadership (p. 173)
Asses Leadership, Summarize Implications (p. 175)
Section 3 Set Your Course (p. 183)
Chapter 9 Step 9: Complete Your Strategic Plan (p. 185)
Summarize Strategic Decisions (p. 185)
Draft the Complete Strategic Plan (p. 187)
Conduct a Thorough Review Process (p. 192)
Dressing Up Your Strategic Plan for Public Distribution (p. 192)
Strategic Planning Committee Celebration and Debrief (p. 192)
Chapter 10 Step 10: Using Your Plan Successfully (p. 211)
Help People Make Required Changes (p. 212)
Write Detailed Annual Operation Plans (p. 214)
Create a Dashboard to Monitor Implementation (p. 219)
Develop a Dynamic Approach to Watch for Changing Trends (p. 221)
Conclusion: A Word to Leaders (p. 229)
Appendix A Sample Workplans for Abbreviated, Moderate, and Extensive Planning Processes (p. 231)
Appendix B Tips on Using Task Forces (p. 243)
Appendix C External Stakeholders (p. 247)
Appendix D How to Use the Matrix Map (p. 253)
Appendix E Leadership Assessment Survey (p. 259)
Appendix F Selected References (p. 269)
About the Companion Website (p. 271)
About the Authors (p. 273)
Index (p. 275)

Author notes provided by Syndetics

Michael Allison is president of Michael Allison Consulting, an independent consulting practice working with nonprofits and foundations to achieve greater organizational effectiveness in support of progressive social change.
Jude Kaye is an organization development and strategic planning consultant who provides executive coaching for nonprofit managers. A nationally respected trainer, she works with non-profit agencies on planning, financial management, organizational development, and other areas.