By Michael Allison, Jude Kaye
Your overall consultant to placing a robust administration software to paintings on your organizationWhy strategic making plans? simply because a good wrought strategic plan is helping you put priorities and procure and allocate the assets had to in attaining your objectives. It presents a framework for reading and fast adapting to destiny demanding situations. And it is helping all board and employees contributors concentration extra in actual fact in your organization's priorities, whereas development dedication and selling cooperation and innovation.But to be powerful, your plan might want to handle the precise wishes of the nonprofit region. And for greater than a decade, Strategic making plans for Nonprofit corporations has been the number-one resource of steering on all elements of strategic making plans for managers at nonprofits of each dimension and budget.This completely revised, up to date, and improved version hands you with the professional wisdom and instruments you must improve and enforce surefire strategic plans, together with tested-in-the-trenches worksheets, checklists, and tables--in print and at the better half CD-ROM--along with a book-length case learn that permits you to become aware of strategic making plans in motion. choked with real-world insights and useful tips, it indicates you the way to:* strengthen a transparent project, imaginative and prescient, and set of values* behavior SWOT analyses and application reviews* determine customer wishes and ascertain stakeholder issues* Set priorities and boost center ideas, ambitions, and goals* stability the twin backside strains of challenge and cash* Write and enforce an excellent strategic plan* boost a uncomplicated annual paintings plan* determine making plans cycles, gauge growth, and replace options
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Your overall advisor to placing a robust administration instrument to paintings on your organizationWhy strategic making plans? simply because a good wrought strategic plan is helping you place priorities and procure and allocate the assets had to in attaining your pursuits. It offers a framework for examining and quick adapting to destiny demanding situations.
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Additional info for Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, Second Edition
Blank worksheets are provided in Appendix A and on the CD that accompanies this book. 2: set up your pl anning process for success 37 • A board and staff that understand the purpose of planning, recognize what it is and is not able to accomplish, and have clarity about the desired outcomes of the process and issues to be addressed • A willingness to question the status quo, to look at new ways of doing things; a willingness to ask the hard questions, face diff icult choices, and make decisions that are best for the organization’s current and future constituencies, as well as a willingness to support organizational change as a result of the planning effort • The organization has the f inancial capacity to sustain itself for the immediate future without a f inancial crisis appearing to detract from strategic planning • Top management’s commitment to carefully considering recommendations made during the planning process rather than disregarding decisions in favor of intuitive decisions • No serious conflict between key players within the organization (although a healthy dosage of disagreement and perhaps some heated discussions can be expected during a strategic planning process) • No high-impact decision to be made in the next six months by an external source • No merger or other major strategic partnership effort is under way • A board and top management that are willing to articulate constraints and non-negotiables upfront • A commitment to tie the strategic planning process to the organization’s annual planning and budgeting process — to create a detailed annual operating plan for the upcoming year and monitor/revise the strategic plan as needed • A commitment to allocating sufficient resources to support the implementation of core strategies These conditions should be in place before an organization commits to a strategic planning process.
Strategic planning is a good idea in theory, but it is only a good idea in practice if the right people in an organization believe it is a good idea and the organization is ready. The initial worksheets to be used in Phase 1 specify prerequisites for successful planning, as well as potential pitfalls to avoid. Chief among the prerequisites is a true commitment to the planning process by the executive director and board leadership. In other words, regardless of how much an organization needs to do some strategic planning, a sole program manager or member of a board will not be able to initiate a planning process alone or see that it happens successfully.
Qxd(031-084) 38 2/10/05 chapter 2 6:42 PM Page 38 phase 1: get ready really ready to plan, it should stop and reassess how to proceed. ” This is easy:Wait. ” In this case, program planning for the coming year is appropriate, but a longer-range plan will be diff icult to create without serious work on contingency planning. ”The initial strategic planning process has already def ined a core future strategy — merge. The organization should wait until the merger discussions are completed, and then the new entity’s board and staff should engage in a joint effort.
Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, Second Edition by Michael Allison, Jude Kaye
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