Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, Second Edition 2nd Edition
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From the Back Cover
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
About the Author
JUDE KAYE is a Senior Fellow with CompassPoint Nonprofit Services, a nationally respected consultant and trainer on strategic planning and organization development, and an executive coach.
CompassPoint Nonprofit Services is the nation's leading consulting and training firm working exclusively with nonprofit organizations. Guided by its belief that nonprofits serve as the agents of democratic involvement, innovation, and positive social change, CompassPoint's programs support the growth of an effective nonprofit sector. CompassPoint is a center of learning for nonprofit staff and boards, an affordable consulting partner to the sector, and a research institution for innovation in nonprofit organizational effectiveness.
- Publisher : Wiley; 2nd edition (July 11, 2003)
- Language : English
- Paperback : 320 pages
- ISBN-10 : 0471445819
- ISBN-13 : 978-0471445814
- Item Weight : 1.33 pounds
- Dimensions : 6 x 1.3 x 9 inches
- Best Sellers Rank: #993,144 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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For someone wanting to have a general sense of an approach to strategic planning this book is useful. Some critiques of this book:
* It's challenging for small scale nonprofits to see themselves doing this. We need to write a practical book for smaller nonprofits that is written from a consultants point of view and that considers scalability.
* It reads more like a strategic planning approach, particularly Chapter 5, for for-profit large corporations. From a consultants viewpoint (I spent 28 years consulting) - this reads like an excerpt from a textbook with little consideration for organization size, purpose, or analysis considerations. This section misses the practical way data collected is analyzed, considered, and then translated into strategies. Additionally there are much simpler prioritization methods that lead to organizational buy in and clarity of future direction and why a future direction was chosen. This chapter missed the mark.
* Implementation is positioned as part of a the strategic planning effort. I understand this rationale, however, my experience indicates that while there is a connection, it is prudent to separate implementation from planning. Practically speaking - implementation may occur later in the planning horizon, things may change, personnel may change - why spend the time up front planning implementation? Plus, the intersection of the strategic plan and implementation planning within a continuous improvement framework suggests a plan implementation as you go approach because you're adjusting, tweaking, and refining as you go.
While it seems I offer more critiques than positive about this book - I have successfully used it within classes for 4+ years where I drew upon my 28 years doing strategic planning, I could facilitate around some of the text that I thought didn't meet real world experience and practicality.