Nonprofit organization dev mgt lecture iii
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This document discusses organizational development for nonprofits, including defining an organization's vision, mission, and core values. It emphasizes understanding the community by gathering demographic data and opinions in order to define the mission and niche. The planning process involves setting goals and objectives to achieve the vision and mission. Strategic planning, marketing plans, capital plans, and business plans are types of multi-year plans that can guide an organization towards accomplishing its mission.
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.
Strategic planning process and the role of hr
Strategic planning is a long-term process that helps organizations define goals and plans to achieve them. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. The strategic planning process consists of four main stages: formulation, development, implementation, and evaluation. In the formulation stage, organizations develop vision, mission and value statements. In the development stage, goals are established and strategies created after analyzing internal and external factors. In the implementation stage, action plans are made and resources allocated. Finally, in the evaluation stage, performance is assessed and strategies modified if needed to ensure goals are met.
Assignment Capstone Project Part II Needs AssessmentPeople
Assignment: Capstone Project Part II: Needs Assessment
People often use advocacy to create positive change for society. Advocacy represents the strategies devised, actions taken, and solutions proposed to influence change for the betterment of society. The key to successful advocacy and creating a successful strategic plan is to conduct a needs assessment to determine the needs or priorities for a given agency, organization, or community.
A needs assessment is a systematic way of determining the gap between what an agency, organization, or community has and what is desired to meet the needs of individuals, groups, communities, or societies. The needs assessment will reveal whether there
may
be unmet services. It can then provide information about those needs and help inform your planning to meet them. The needs assessment also consists of planning
who
you need to target,
how
you will effectively gather new data, and/or how you will use existing data to inform your planning decisions.
To prepare:
Think about the needs of the agency, organization, or community that you identified as being the focus for your strategic plan.
Consider how you might collect data from stakeholders regarding met and unmet needs.
By Day 7
The Assignment (2–3 pages):
Outline/describe steps you would take to conduct a needs assessment.
State which stakeholders you would contact and why you would contact each.
Develop a stakeholder survey related to your professional or societal issue.
The survey must be at least 10 questions.
Provide a justification for each question on the survey.
Provide a rationale for the type/format of questions on the survey.
State how you would vary items on the survey based on the role of the stakeholders who would complete it (administration, leadership, staff, recipient of surveys).
...
The role of strategic planning in effecting change the realtionshiop between ...
Strategic planning is a management tool that helps organizations focus their energy and work towards common goals. It determines an organization's direction over the next year or more. The strategic planning process involves three major activities: strategic analysis, setting strategic direction through goals and strategies, and action planning to implement strategies. While strategic planning is a disciplined process, it is also creative and allows for flexibility as insights are gained.
Presentacion 2 (1)
This document discusses the process of strategic management. It involves an eight step process including setting strategic intent, deploying the intent, setting strategy, deploying resources, executing the strategy, deploying results, reviewing performance, and deploying learnings. At the core are open conversations, developing a strategy, and using measures. Strategic planning aims to develop a good strategy through understanding the past, present, and future environment and issues facing the organization. The strategic intent is then deployed by sharing it throughout the organization.
Session1 strategic planning presentation1
This document provides an overview of a county-wide economic development strategic planning process. It outlines the agenda for the first session, which includes introductions, an overview of the project and strategic planning framework, and exercises to develop a vision statement and conduct an environmental scan. Participants will break into groups to draft vision statements based on keywords and themes. They will also perform a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. The next committee meetings are scheduled to continue the strategic planning process.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Similar to Nonprofit organization dev mgt lecture iii (20)
Capstone Project Part V Action PlansA theme throughout this.docx
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- 1. Nonprofit Organization Development & Management LECTURE III ORGANIZATIONAL DEVELOPMENT
- 2. I. Organizational Development: Planning, Vision, Mission, Core Values and the Planning Process Vision Definition: A clear picture of the future of the organization as you believe it can be. It is what you want to happen in the end. Mission Definition: The purpose of the organization’s existence. Defining your mission and niche (Skjegstad text, chap. 4) Know your community Connect with key leaders of the community Read the demographic data and relevant studies Join community organizations Attend community meetings Walk around the community Gather the opinions of the community
- 3. Making an impact without starting a new ministry – you can contribute to other programs or organizations in the following ways: Volunteers Finances Make in-kind contributions Allow groups to utilize space Advocate for public policy changes Exercise: Identifying Mission “Key Questions” (pp 52 – Skjegstad) Suppose that you are starting a new nonprofit organization – carefully think through the needs and assets of the community and complete the questionnaire. (15 minutes)
- 4. Core Values* Definition: Core beliefs that drive an organization. They are the unchanging threads that hold together the constantly changing organization’s fabric. (* Taken from Advanced Strategic Planning by Aubrey Malphus)
- 5. Planning (Brinkerhoff, chap. 9) Definition: Planning is a predetermined action designed to achieve a desired outcome. The Planning Process Readiness – start only when you are ready. Retreat – set aside plenty time for planning away from the immediate environment Gathering information – following the retreat, gather more detailed information and solidify goals Setting goals and objectives –
- 6. Planning (cont’d) Goal – a statement of intended long-term outcome. It may or may not be measurable; it may not have a specific deadline. Objective – a statement of activity intended to accomplish the goal. It must support the implementation of the goal, must be measurable, have a deadline and identify a responsible person. (Review sample of goals and objectives, pp 201)
- 7. Types of Planning Strategic Planning (pp 207) A 3-5 year plan that guides the organization as a whole towards the realization of its mission Marketing Plan (pp 208) A 3-5 year plan that guides the organization as a whole toward the mission through marketing strategies. Capital Plan (pp211) A three-year plan that examines the future needs of the organization to purchase, maintain, repair or replace buildings and equipment. It also projects cash needs, or working capital needed to pay expenses. Business Plan (pp 209) also, see Palmer’s Business Plan Guide for Faith-based Organizations. A 3-year plan that serves as a blue print for your organization and guides it towards the realization of its mission.