Strategic Planning for Nonprofit Organizations
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.
Strategic Planning for Nonprofit Organizations
Strategic Planning for Nonprofit Organizations, Third Edition , offers a conceptual framework and detailed process suggestions for strategic planning by nonprofit organizations. For readers of one of the first two editions, much will look familiar, but much is new as well. The logic and flow of the process are the same, but we have broken out the middle section into a few more specific steps. In particular, we have added more detailed guidance on developing the program strategy and business model.
The book is the product of the authors' experience as planning and organization development consultants. The concepts, process design, and language presented here have been shaped by our strategic planning work with hundreds of nonprofit organizations. Many of the worksheets and approaches to formulating strategy were developed while working with individual clients in response to particular situations. Our approach is informed by the work of many published authors and dozens of colleagues, including in particular the wisdom and experience of our colleagues at CompassPoint Nonprofit Services, where we both worked for many years.
We hope that this book provides you with a practical approach that is comprehensive, without being either overly complex or unduly simplistic. The user-friendly tools and techniques will help you put the framework into action. Those who have experience with strategic planning will find the book a useful refresher and a one-stop source book of fundamental concepts and techniques; those without such experience will find it a valuable introduction to what strategic planning is-and is not-and how to make the best use of the process.
When done well, strategic planning is a creative and a participatory process that engenders new insights and helps an organization focus its efforts in pursuit of its mission. It is an important tool that can help nonprofit organizations achieve their goals. A tool's effectiveness, though, ultimately depends on how well it is wielded. With this book, we hope to help others understand enough about the potential and the pitfalls of this particular management tool to create sound strategic plans that contribute to the viability and success of their organizations' work.
This book was written to help the board and staff of nonprofit organizations-and other planning practitioners-to produce powerful strategic plans. The book was written with medium-size organizations (that is, organizations with budgets from several hundred thousand dollars to those with budgets of several million dollars) particularly in mind. However, the general nature of much of the discussion will also serve the smallest nonprofits as well as larger organizations, consultants working with nonprofit organizations, teachers and students of nonprofit management, and others interested in this area. We have heard from many readers who have used our methodology with larger nonprofits, governmental entities, and even in the private sector.
Structure of the Book
The book is organized so that it can be easily followed and referenced during the course of strategic planning. The first chapter provides an introduction to strategic planning. It outlines the conceptual framework, offers guidance on managing the planning process, and examines how strategic planning in nonprofit organizations relates to other topics. Chapters on each step in the process follow the Introduction.
Cautions for Facilitators are tips, included throughout the book, for anyone leading a strategic planning process to avoid pitfalls. A supplementary resource section provides suggestions and instruments to assist with strategic planning. The book contains several features-worksheets, sidebars, and a case study that unfolds in the completed worksheets-to help explain concepts and to help readers work through t