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.
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
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.
