Intro -- Strategic Planning for Nonprofit Organizations -- About the Authors -- Contents -- What You Will Find in This Book -- Intended Audiences -- Structure of the Workbook -- Additional Resources -- How to Use This Workbook -- Introduction to the Second Edition -- Acknowledgments -- Chapter 1: Introduction to Strategic Planning -- What Is Strategic Planning? -- Why Plan? -- What Strategic Planning Is Not -- Keys to Effective Strategic Planning -- Summary of Key Concepts -- Different Types of Planning -- The Strategic Planning Process -- The Language of Strategic Planning in the Nonprofit Sector -- How Much Time and Money Does It Take To Do Strategic Planning? -- Endnotes -- Chapter 2: Phase 1: Get Ready -- How Do We Get Started? -- Step 1.1: Identify the Reasons for Planning -- Step 1.2: Set Up Your Planning Process for Success -- Step 1.3: Develop a Plan for Gathering Information from Internal and External Stakeholders -- Step 1.4: Design Your Strategic Planning Process to Meet Your Organizational Needs -- Step 1.5: Write a Planning Workplan -- Endnotes -- Chapter 3: Phase 2: Articulate Mission, Vision, and Values -- Why Do We Need a Mission Statement? -- Step 2.1: Write (or Reaffirm or Rewrite) Your Mission Statement -- Step 2.2: Write Your Vision Statement -- Step 2.3: Articulate the Fundamental Values that Guide Your Work -- Endnotes -- Chapter 4: Phase 3: Assess Your Situation -- Review History and Current Scope and Scale of Operations -- Step 3.1: Prepare a History and Descriptive Profile of Operations -- Step 3.2: Articulate Previous and Current Strategies -- Overview of Information Gathering -- Step 3.3: Gather Information from Internal Stakeholders -- Step 3.4: Gather Information from External Stakeholders -- Step 3.5: Gather Information from Documents and Other Sources -- Step 3.6: Summarize Information into a Situation Assessment.

Endnotes -- Chapter 5: Phase 4: Agree on Priorities -- Overview of Phase 4 -- Step 4.1: Analyze Data, Review Progress to Date, and Update Workplan -- Step 4.2: Use Business Planning: Tools for Assessing Your Program Portfolio -- Step 4.3: Agree on Each Program's Future Growth Strategy and Develop Your Program Portfolio -- Step 4.4: Confirm Your Future Core Strategies -- Step 4.5: Agree on Administrative, Financial, and Governance Priorities -- Endnotes -- Chapter 6: Phase 6: Write the Strategic Plan -- Step 5.1: Create Goals and Objectives -- Step 5.2: Understand the Financial Implications of Your Decisions -- Step 5.3: Write the Strategic Planning Document -- Step 5.4: Adopt the Strategic Plan and Next Steps -- Common Obstacles Encountered in Phase 5 -- Endnotes -- Chapter 7: Phase 6: Implement the Strategic Plan -- Step 6.1: Plan to Manage Change -- Step 6.2: Develop a Detailed Annual Operation Plan -- Sample (Annual) Operating Plan: Program Goal for an Economic Development Agency -- Fund Development Goal for Museum (from Annual Operating Plan) -- Chapter 8: Phase 7: Evaluate and Monitor the Strategic Plan -- Step 7.1: Evaluate the Strategic Plan and the Strategic Planning Process -- Step 7.2: Monitor the Strategic Plan and Update as Needed -- Life After the Strategic Plan Is Done -- Conclusion: A Word to Leaders -- Appendix A: BlankWorksheets -- Appendix B: Sample Workplans for Abbreviated, Moderate, and Extensive Planning Processes -- How to Use the Workplan Templates -- Appendix C: Elements of an Effectively Managed Organization (EEMO): An Assessment of Your Organizational Capacity -- EEMO2: A Guide to Organizational Effectiveness -- Appendix D: Self-Assessment of Board of Directors* -- Appendix E: Sample Techniques Used in Client Needs Assessment and Program Evaluation -- Written Survey of Clients Related to Client Satisfaction.

Written Survey of Clients Related to Outcomes -- Telephone Survey of Clients -- Collection of Objective Data -- Example of Combining Objective Data and Telephone Survey -- Focus Group -- Interviews with Competitors and Potential Collaborators -- Tests -- Observation -- Appendix F: Conducting Focus Groups* -- Suggestions for Facilitators of Focus Groups -- Tips on How to Deal with Challenging Behaviors -- Appendix G: Techniques and Tools for Managing Group Process: A Toolbox of Meeting Process Tools and Techniques* -- Setting Up Meetings for Success -- Generating Ideas: Brainstorming -- Organizing Ideas: Sort by Category -- Analyzing Ideas -- Prioritizing Ideas -- Keeping the Meeting Focused: Use of the "Bin" or "Parking Lot" -- Appendix H: Tips on Using Task Forces -- Sample of a Memo Clarifying a Task Force Mandate -- Appendix I: Templates for Strategic and Operational Plans -- Appendix J: External Stakeholders: Process Recommendations and Suggested Questions -- Interviewing an External Stakeholder -- Suggested Format for Writing a Stakeholder Interview -- Suggested Questions -- Appendix K: Selected References -- Index -- About the CD-ROM.

Your total guide to putting a powerful management tool to work in your organization Why strategic planning? Because a well wrought strategic plan helps you set priorities and acquire and allocate the resources needed to achieve your goals. It provides a framework for analyzing and quickly adapting to future challenges. And it helps all board and staff members focus more clearly on your organization's priorities, while building commitment and promoting cooperation and innovation But to be effective, your plan will need to address the special needs of the nonprofit sector. And for more than a decade, Strategic Planning for Nonprofit Organizations has been the number-one source of guidance on all facets of strategic planning for managers at nonprofits of every size and budget. This thoroughly revised, updated, and expanded edition arms you with the expert knowledge and tools you need to develop and implement surefire strategic plans, including tested-in-the-trenches worksheets, checklists, and tables--in print and on the companion website--along with a book-length case study that lets you observe strategic planning in action. Packed with real-world insights and practical pointers, it shows you how to: Develop a clear mission, vision, and set of values Conduct SWOT analyses and program evaluations Assess client needs and determine stakeholder concerns Set priorities and develop core strategies, goals, and objectives Balance the dual bottom lines of mission and money Write and implement a solid strategic plan Develop a user-friendly annual work plan Establish planning cycles, gauge progress, and update strategies.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.