Most Helpful Customer Reviews
29 of 32 people found the following review helpful:
3.0 out of 5 stars
A practical, down-to-earth road map for board members, January 18, 1998
By A Customer
This review is from: The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening Nonprofit Organizations (Jossey-Bass Nonprofit Sector Series) (Hardcover)
Ready or not, nonprofits throughout North America -- indeed, much of the world -- are heading into the Great Unknown of the 21st Century. The difference between prosperity and stagnation could well turn on whether the governing boards of these nonprofit organizations grasp the ship's wheel and steer the right course. I am speaking, of course, of the process whereby board members establish a sound strategic plan to guide the organization. Fisher Howe has just written The Board Member's Guide to Strategic Planning, a book for board members who take their role seriously enough to start the process of developing, or updating, their organization's strategic plan. As a practical, down-to-earth road map for board members, nonprofit managers and staff who work with their organization's governing board would do well to provide this guide to board members at the next board meeting. According to Mr. Howe, who also wrote The Board Member's Guide to Fund Raising (1991) and Welcome to the Board (1995), "(i)t may be time for strategic planning when conditions change; when internal or external circumstances bring into question the organization's mission; when programs are dropped or new dimensions are added; when the organization joins other organizations; when funders, such as foundations, corporations, United Ways, and regular annual supporters, show signs of lagging interest; when board members begin to raise doubts about the effectiveness of programs or personnel; when the old strategic plan begins to look a little stale; when in the passage of time, new board members and perhaps key staff have come on board; and when new involvement and a fresh outlook are needed." The book will equip board members to conduct strategic planning sessions - with or without paid consultants. Such sessions, says the author, have as their central purpose, "aside from stimulating the organization to think strategically, . . . to confirm or modify the organization's mission - its basic purpose and values - and to agree on a vision of what the organization wants to be and do in the coming years." He leaves no doubt of the desired outcome of such sessions: a strategic plan. Most helpful are the many specific examples of various organizations that undertook the creation or revision of their strategic plan. For example, the book describes the strategic planning process for such organizations as Fountain Valley School in Colorado Springs, Hospice Care of D.C., Piedmont Environmental Council, Pilgrim Society, Grand Canyon Association, Alzheimer's Association, Grace Episcopal Church, National Society of Fund Raising Executives (Washington, D.C., Chapter), and Gardner and Florence Cowles Foundation (a 50-year-old grant-making organization). Of course, the central premise of the book is that the board of directors, and not the organization's officers, are to set the strategic direction of the organization. The author means to drum that into the minds of board members. Indeed, since this book is a tool to empower board members to chart the course of their organization, it doesn't purport to deal with boards which might be composed of individuals ill-equipped to engage in strategic planning. The author assumes that the diversity of the board will ensure that the strategic planning process will draw from the varied experiences of board members, and hence will benefit sufficiently from many viewpoints and varied contributions. That sounds right, but how many times have boards seemed more a hindrance to the organization than the source of forward-thinking strategic thinking? Sometimes boards are just not up to the challenge. What then? We aren't told, and for a very good reason: This is a book for board members themselves. It's designed to encourage and guide them, not dwell on weaknesses. Because governing boards - even weak ones - are responsible for charting the course of the organization, there is no choice but to empower the board to meet its primary responsibility of setting strategy. That is the underlying purpose of The Board Member's Guide to Strategic Planning. It does the job well.
Help other customers find the most helpful reviews
Was this review helpful to you? Yes
No
10 of 15 people found the following review helpful:
5.0 out of 5 stars
Helpful development Tool for New Board Members, December 30, 1997
This review is from: The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening Nonprofit Organizations (Jossey-Bass Nonprofit Sector Series) (Hardcover)
The role of a new board member is not always clear. In fact, it can be darn right dark. This book helps a board and it's individual members, to understand it's role from a strategic planning standpoint. It provides a clear process for not only the most experienced board to reaffirm but for the less mature boards to follow.
Help other customers find the most helpful reviews
Was this review helpful to you? Yes
No
0 of 1 people found the following review helpful:
4.0 out of 5 stars
Howe Provides Concise, Focused Counsel, October 7, 2003
This review is from: The Board Member's Guide to Strategic Planning: A Practical Approach to Strengthening Nonprofit Organizations (Jossey-Bass Nonprofit Sector Series) (Hardcover)
Howe's concise (110 pages) work is valuable for the busy executive serving on a non-profit board. It is short enough to be read in one sitting, and provides concrete, practical guidance. His background and experience is shared with the reader in short, clear statements of how other nonprofits have implemented his suggestions. Howe allows for flexibility in implementation, writing both for the large organization with a large endowment and staff, and the small group with pinched resources. His book is valuable to prepare for a strategic planning exercise or to introduce a board to the process as part of its consideration whether or not to undertake it.
Help other customers find the most helpful reviews
Was this review helpful to you? Yes
No
|
|
|
