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Strategic Planning for Nonprofit Organizations, Third Edition + Website


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Table of Contents

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

About the Author

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 nonprofit agencies on planning, financial management, organizational development, and other areas.

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