The document provides summaries of various frameworks, theories, and models for strategic planning and management in nonprofit organizations. It describes several approaches to strategic planning including traditional strategic planning involving 8 steps, real-time strategic planning as a continuous cycle, SWOT analysis, and analyzing an organization's lifecycle and stages. It also summarizes various tools and models for assessment, capacity building, strategic positioning, scenario thinking, and developing mission and vision statements.

1. NMP 625:
Strategic Management in Nonprofit
Organizations
FRAMEWORKS, THEORIES AND MODELS
E. Ruth Ever
E-Portfolio Assignment #1
11/7/13

2. Traditional Strategic Planning
John M. Bryson
 Step 1: Development of an Initial Agreement
 Step 2: Identification and Clarification of Mandates
 Step 3: Development and Clarification of Mission and Values
 Step 4: External Environmental Assessment
 Step 5: Internal Environmental Assessment
 Step 6: Strategic Issue Identification
 Step 7: Strategy Development
 Step 8: Description of the Organizations Future
This models is most often used in the traditional ―3-year‖
strategic planning process. The eight steps will lead to an action
plan, results and an evaluation.

3. Real-Time Strategic Planning
David La Piana
La Piana proposes that
strategic planning be done
in ―real-time‖ as opposed to
the traditional 3-year
strategic planning cycle.
Strategic planning is a
continuous cycle.

4. SWOT Analysis
Albert Humphrey
Strengths
Weaknesses
Opportunities
Threats
The SWOT model allows an organization to do a analysis of
their strengths, weaknesses, opportunities and threats. This
analysis model is most often used as part of a larger strategic
planning process.

5. Nonprofit Lifecycle Stages
Susan Kennedy Stevens
There are different stages within the life of an organization. Not all
organizations will go through each lifecycle. This model factors in the
five capacity building components so that one can asses if they are
working together, or if they are out of sync.

6. Organizational Life Stages
Judith Sharken Simon

7. Organizational Life Stages
Judith Sharken Simon
This model illustrates the life
stages of nonprofit organizations
as five stages, where decline and
dissolutions can happen at any
stage.
There are seven arenas that
characterize what stage an
organization is in:
governance, staff
leadership, financing, administrat
ive systems, products and
services, staffing and marketing.
Each stage can also be
characterized by obstacles and
opportunities.

8. Organizational Self-Assessment
Michael Hoff
This self-assessment allows the organization to come up with their own
questions within each of the categories below. It is emphasized that the
data gathered through this self analysis should be as objective as
possible. This particular model does not have a lot of guidelines and
leaves it to user discretion as to how in-depth to go, and in what
direction, when exploring each category.
 Organizational Purpose
 Organizational Structure
 Work Processes
 Staff Leadership
 Interpersonal Relations
 Reward Structure
 Resources

9. Organizational Self Assessment
Peter Drucker
Using these 5 questions and their secondary questions, an
organization can create a strategic action plan.
 What is our mission?
 Who is our customer?
 What does the customer value?
 What are our results?
 What is our plan?

10. Components for Organizational Capacity
Carol Lukas & Sandra Jacobson
These six components
are essential for a high
performance
organization. These
interdependent factors
all contribute to the
health and
performance of a
nonprofit organization

11. Capacity Assessment Grid
Developed by McKinsey & Company for Venture Philanthropy Partners
This assessment tool helps assess the organizational
capacity of a nonprofit. Each of the seven elements has
subcategories, and these areas are all scored within the grid.
Elements of Organizational Capacity
• Aspirations
• Strategy
• Organizational Skills
• Human Resources
• Systems and Infrastructure
• Organizational Structure
• Culture

12. Decision Matrix
David La Piana
This matrix allows you to plot specific situations to see if
the La Piana Assessment Tool is appropriate to use.
High
Substantial Investment
1
High level of investment but
short-term interest only
Project Level
Short-Term
Interest
2
High level of investment and
Long-term interest in organization
Consider use of tool
Definitely use tool
3
Low level of investment and
Short-term interest only
4
Low level of investment but
Ling-term interest in organization
Likely won’t use tool
Consider use of tool
Low
Minimal Investment
Movement
Building
Long-Term Interest

13. Supplemental Tool for Assessment
David La Piana
This tool assesses the stability and capacity of the
organization. It allows you to evaluate the overall risk and
suggest various strategies.
 Supplemental Due Diligence
 Document Review
 Interviews with Organizational Leaders – 6 Assessment Areas






Governance
Leadership
Finances
Human Resource Management
Development
Communications
 Analysis: Red Flag Identification
 Action: Options for Managing the Risk(s)

14. How to Develop a Mission Statement
Peter Drucker
A ten-step process for creating your mission statement:
 Step 1: Establish a mission-writing group
 Step 2: Adopt criteria for an effective mission statement
 Step 3: Develop one or more draft statements
 Step 4: Judge the initial drafts against criteria and suggest revisions or new
options
 Step 5: Develop second drafts
 Step 6: Gain feedback from outside the writing group
 Step 7: Summarize feedback and distribute second drafts and summary to
writing group
 Step 8: Propose a draft mission statement or determine next step
 Step 9: Gain preliminary endorsement of the proposed mission statement
 Step 10: Present the proposed mission statement for board approval

15. How to Write a Mission Statement
Janel M. Radke
A mission statement should be free of jargon, short enough to
be easily read and remembered, convincing, easy to
understand, motivating and inspiring. It should answer
three basic questions:
 What are the opportunities or need that we exist to address?
(purpose of the organization)
 What are we doing to address those needs?
 (the business of the organization)
 What principles or beliefs guide our work?
 (the values of the organization)


16. Crafting Effective Mission and Vision Statements
Emil Angelica
Angelica has outlined several steps on how to develop a
mission statement and a vision statement.
Mission Statement Process
1. Select the mission statement
writing team
2. Clarify core values
3. Review the organizations
underlying strategies
4. Evaluate the current mission
statement
5. Draft the mission statement
6. Circulate the mission statement
for review and modify it
7. Adopt the mission statement
Vision Statement Process
1. Select the vision statement
writing team
2. Generate alternative visions
(SWOTM)
3. Identify common themes
4. Draft vision statement
5. Circulate vision statement for
review and modify it
6. Adopt the vision statement

17. Strategic Positioning
Thomas A. McLaughlin
The goal of strategic positioning is not problem solving but
imagining, and the imagining should be grounded in reality. A good
strategic position statement is easy to understand and explains where
you want your organization to be in the future. The following factors
should be considered when doing strategic positioning:
 The need for your service
 Your geography
 Your users and potential users of your service
 Competitors or alternatives
 Funders
 Labor force
 Special assets

18. What If…Scenario Thinking
Diana Scearce, Katherine Fulton and the Global Business Network
Scenario thinking is a type of strategic thinking, whereby
scenarios are developed and then used to inform and direct
the strategic process. There are three guiding principles for
scenario thinking:
• The Long View:
Looking into the future to see new possibilities
• Outside-In Thinking:
Considering external changes and preparing for surprising events
• Multiple Perspectives:
Allowing a variety of perspectives to help understand assumptions
and plan for the future

19. Scenario Thinking
Diana Scearce, Katherine Fulton and the Global Business Network
These are the five phases of the scenario thinking process.
Phase One:
ORIENT
Interviews
Focal Issues
Phase Five:
MONITOR
Phase Two:
EXPLORE
Leading indicators
Monitoring systems
Critical Uncertainties
Predetermined elements
Phase Three:
SYNTHESIZE
Scenario framework
Scenarios
Phase Four:
ACT
Implications
Strategic agenda

20. The Strategy Pyramid
David La Piana
Organizational
Programmatic
Operational
This pyramid is a
graphical representation
of the categories or types
of challenges that
confront leaders of
nonprofit organizations.
La Piana proposes that an
organization build its
pyramid from the top
down.

21. Strategy Screen
David La Piana

22. Strategy Screen
David La Piana
A Strategy Screen is a set of
criteria that your
organization uses to choose
whether or not a particular
strategy is consistent with its
identity. The specific
criteria in your Strategy
Screen will depend on your
organization’s
mission, identity, competitiv
e advantage and current
market position.

23. 10 Deadly Sins Leading to Strategic Malaise
Michel Robert
 Sin 1: Strategy by osmosis
 Sin 2: Strategy in isolation
 Sin 3: Outsourcing the strategy to an







outside consultant
Sin 4: Operational managers are not
trained as strategic thinkers
Sin 5: Planning numberosis
Sin 6: Meaningless mission statements
Sin 7: No crisis, no strategy
Sin 8: The critical issues are not identified
Sin 9: Not understanding the difference
between process and content
Sin 10: Using a content consultant
These 10 sins can
lead to either
management not
knowing or
understanding
the strategy
or
having a strategy
that is
understood but
not being
implemented

24. Strategic Filter
Michel Robert
Questions
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Yes
No
When faced with an opportunity,
filter it through a series of questions
that require a Yes or No answer.
The questions should focus on the
current strategy of the organization.
If the opportunity does not conform
to the current strategy, it becomes
an exception. Historically,
exceptions always end up being
problem areas.

25. Strategic Thinking Process
Michel Robert
Phase 1: Introduction
and Overview
Phase 2:
Identification of
Characteristics
Phase 3: Setting
Strategic Objectives
Phase 4: Critical
Issues Meeting
Phase 5:
Review/Revisit
Session

26. Strategize for the Future
Michel Robert
The ―Five Futures‖
 Future ahead—already started but not yet arrived.
 Beyond—projectable and predictable based on current constraints.
 Behind—learn about future by looking at history and past.
 Around– the one already present around you.
 Beside –current trends in the other sandboxes that will eventually affect
you.