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.
Table of Content
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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