Ps 203 np mgmt & strategic planning
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Ps 203 np mgmt & strategic planning

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  • Instead of approaching something as an ad hoc focus, strategy means there is higher thinking involved. How to match external things in env’t with what you do well (internal competencies). Do market analysis @ the least.
  • Executives getting together and talking about where we see the org in 5-10 years. Involves SWOT analysis. Look at mission and vision and see how the org plays into that. Formalized process—sit down and look @ 5-year plan and give specific metrics. Work backwards and have goals. Every year, reevaluate progress against this plan. Formulated but often forgotten. Input from several levels.
  • If org devalues org=real problem. Goal alignment is important.
  • Why do you do it?

Ps 203 np mgmt & strategic planning Ps 203 np mgmt & strategic planning Presentation Transcript

  • Nonprofit Management & Strategic Planning
  • Strategic• What does it mean to be strategic? – How an organization will go about its efforts – Seeking to match the needs in the external environment with the NPs internal competencies
  • **How to Do it• SWOT Analysis – Internal • Strengths – What is the organization good at—what does the org do well? Resources and inputs of the org that help you do well. • Weaknesses – Where is the organization lacking – External • Opportunities – Linked to strengths. Org similar to my own is going out of business so that’s opportunity to take their clients/market share • Threats – Linked to weaknesses
  • Strategic Planning• Definition: – Formalized process by which an organization makes a study of its vision for the future – A set of concepts, procedures, and tools designed to help leaders, managers, and planners think and act strategically
  • Strategic Planning• Purpose: – Management tool that accounts for changes in the environment and the organization’s place within it • Technology • Markets for Services • Funding Sources • Competition
  • Benefits• Proactive rather than reactive• Addresses “real” problems and forces them to be considered• Builds relationships (ideally upward and downward communication)• Increases knowledge of organizational activities• Broad focus
  • Costs• Money (opportunity costs)• Time• Possible conflict within org
  • Impetus• Board – Board members push for the process (cross-over board members)• Funders – Often required for grants (want to know you have a vision for the future so you need strategic planning)• Change in leadership (ppl from other orgs are mad that things are run differently so they want to do it another way)• Crises within the organization
  • Developing a Strategic Plan• What is needed – Support • Top members of the organization: board, execs – Staff commitment • Time/energy and desire – Money – Knowledge
  • Identifying Goals• Working backwards from the ideal future or vision of the organization (3 to 5 years): – Goals for the upcoming year – Objectives for each goal • Specific • Measurable • Action-oriented • Responsible • Time-targeted – Need to review plan annually to evaluate and possibly revise objectives
  • Issues with Strategic Planning• Best laid plans… – Must be ready to adapt with an ever-changing environment• History repeating itself – Those involved must believe that plans will be used and not just window dressing• Use as a learning tool – Tendency to assign blame or hide from failure
  • Strategic Planning vs. Strategic Thinking• What is the difference?